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Tankless water heaters, sometimes called instantaneous water heaters, are used in conjunction with steam and hot-water boilers. Most tankless heaters consist of a small-diameter pipe shaped in the form of a coil that is located inside of the boiler (internal generator). (See FIG. 16-7.) The coil might also be located in a casing outside, but connected to, the boiler (external generator). The coil is surrounded by hot boiler water that gives up its heat to the water flowing in the coil. Cold water enters the coil and leaves as hot water with its temperature increased by 100 F. These units are designed for a specific water-

We learn that the leadership creates the vision, which is a sensible and appealing picture of the future This fits Senge again, because the vision gets shared in the fourth step, where we find: If employees have a shared sense of purpose, it will be easier to initiate actions to achieve that purpose The leadership also creates the strategies, which are a logic and a first level of detail to show how a vision can be accomplished But again we ask Finkelstein and Hambrick s question: Where does the strategy come from A vision can lead to hundreds of possible strategies How do we choose among them We don t know; Kotter tells us nothing more about strategy But wait: In the fifth step, empowering broad-based action, we see that strategy hardly matters Everyone takes the vision and runs with it People are empowered.

sions (top view) are weatherstrips as well as door and lock guards. (Sentry Door Lock Guards Co.)

A key to empowering broad-based action is aligning systems to the vision That means that you adapt performance evaluation, compensation decisions, promotion decisions, and recruiting and hiring systems to support the transformation, because unaligned structures block needed action In Kotter s book, we get a clearer picture of something that is lurking in the work of Senge and Bennis and the learning organization in general: Strategy hardly matters The key is vision, plus a flexible organization that lets teams of people do what they see.

tected by this unit does not require locking with a key from the outside after the door is closed. The lock cannot be loided, jimmied, or jacked apart. Figure 13.133 shows a cross section of the installation. The LG-4 is used similar to the LG-3; when used alone, the difference is that a slot must be made in a wood door jamb to receive the tongue of the unit. The LG-5 is a two-piece unit for installation on wood doors that open inward only. As indicated for the LG-3 and LG-4, such protected locks cannot be jimmied or jacked open. The doors and jambs will remain together and will not separate.

fit in order to make that vision come true If you try to tell people what to do, you re a bureaucrat A dictator A pharaoh Kotter concludes with a look at the future He predicts that a strategy of embracing the past will probably become increasingly ineffective over the next few decades So what are you to do You should start learning now how to cope with change to help our organizations in the transformation process In spite of the risks, you should leap into the future, and you should do so sooner rather than later So the end product of the learning organization is not strategy or success, but change Constant change, on and on into the future In the learning organization, you line up the troops no, don t line them up; invite them to assemble in free-form groups of their own making.

Then call out: Change! With expert intuition, a coup d oeil shows you what to do Then you line up the troops and call out: Charge! The word charge has three meanings here First, a charge is a call for quick and vigorous action by everyone Second, it is an electric charge, a spark of excitement Third, a charge means marching orders: Your charge is the piece of the action that it s up to you to do well Expert intuition tells you what that is As we saw in this chapter s examples, coup d oeil solves the basic problem of the learning organization: how to get everyone working together in a new direction, not just once, but whenever we need to Senge, Bennis, and Kotter all give good advice.