You can only work on, with and toward the things on your active mental radar A change in the human condition begins A Century of Social Transformation is the main feature, but a very quick glance and scroll through some of Peter Drucker’s other work will provide a broader and better foundation / brainscape or thoughtscape / timescape. The images above form a timescape — from pyramids to DNA (a world organized by information)
… And now to the main feature:
A fundamental change in the human condition
More background info
An individual’s “work life”
Managing oneself
There are conscious time-usage and time-investment decisions to be made Broad areas of awareness ::: Horizons to work toward ::: Areas of work
The following ↓ is a condensed strategic brainscape that can be explored and modified to fit a user’s needs
The concepts and links below ↓ are …
major foundations ↓ for future directed decisionS
YouTube: The History of the World in Two Hours Management and the World’s Work In less than 150 years, management ↑ has transformed
Take responsibility for yourself and We can only work on the thingS on our mental radar ↑ at a point in time ↓ About time ↓ The future that has already happened
The economic and social health of our world
The assumption that tomorrow is going to be
The assumption ↑ sabotages future generations — your children’s,
The vast majority of organization and political power structures
The future is unpredictable and that means
The capacity to navigate is governed by what’s between our ears ↓
When we are involved in doing something ↑ it is extremely difficult to navigate and very easy to become a prisoner of the past.
We need to maintain a pre-thought ↓ systematic approach to work and work approach ↓ Click on either side of the image below to see a larger view
based on reality →
and the unpredictability of the future
(It’s just a matter of time before we can’t get to the future
Intelligence and behavior ↑ ↓ ← Niccolò Machiavelli ↑ ↓ Political ecologists believe that the traditional disciplines define fairly narrow and limited tools rather than meaningful and self-contained areas of knowledge, action, and events … continue ❡ ❡ ❡ Foundational ↑ Books → The Lessons of History — unfolding realities (The New Pluralism → in Landmarks of Tomorrow ::: in Frontiers of Management ::: How Can Government Function? ::: the need for a political and social theory ::: toward a theory of organizations then un-centralizing plus victims of success) ::: The Essential Drucker — your horizons? ::: Textbook of Wisdom — conceptual vision and imagination tools ::: The Daily Drucker — conceptual breadth ::: Management Cases (Revised Edition) see chapter titles for examples of “named” situations …
What do these ideas, concepts, horizons mean for me? continue
“Corporations once built to last like pyramids Tomorrow they’re gone or in turmoil.”
“The failure to understand the nature, function, and
“The customer never buys ↑ what you think you sell.
“People in any organization are always attached to the obsolete —
What Everybody Knows Is Frequently Wrong ::: If You Keep Doing What Worked in the Past You’re Going to Fail ::: Approach Problems with Your Ignorance—Not Your Experience ::: Develop Expertise Outside Your Field to Be an Effective Manager ::: Outstanding Performance Is Inconsistent with Fear of Failure ::: You Must Know Your People to Lead Them ::: People Have No Limits, Even After Failure ::: Base Your Strategy on the Situation, Not on a Formula — A Class With Drucker: The Lost Lessons of the World's Greatest Management Teacher
Why Peter Drucker Distrusted Facts (HBR blog) and here
Best people working on the wrong things continue
Making the future — a chance for survival ↑
“For what should America’s new owners, the pension funds,
Successful careerS are not planned ↑ here and ↓
What do these issues, these challenges mean for me & … — an alternative
Exploration paths → The memo they don’t want you to see ::: Peter Drucker — top of the food chain ::: Work life foundations (links to Managing Oneself) ::: A century of social transformation ::: Post-capitalist executive ::: Allocating your life ::: What executives should remember ::: What makes an effective executive? ::: Innovation ::: Patriotism is not enough → citizenship is needed ::: Drucker’s “Time” and “Toward tomorrowS” books ::: Concepts (a WIP) ::: Site map a.k.a. brainscape, thoughtscape, timescape
Just reading ↑ is not enough, harvesting and action thinking are needed … continue Information ↑ is not enough, thinking ↓ is needed … first then next + critical thinking
Larger view of thinking principles ↑ Text version ↑ :::
Initially and absolutely needed: the willingness and capacity to bread-crumb trail end
We can only work on and with the things on our mental radar
In a world constantly moving toward unimagined futures
Imagine someone in 1920, 1940, 1960, or … attempting to create a career or work life guide …
“To know something,
People are perceptually slow,
Action system From exploration to doing
What do these issues, these challenges mean for …
Operacy — the thinking that goes into doing
Larger view of the harvesting and implementing image above Thought collector and time lines
Conceptual resource and action system
Larger view of the action system image on the right above
Larger view of the PISCO-TEC image above
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“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …
“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …
These pages are attention directing tools for navigating a world moving toward unimagined futures. It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected. Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point
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