|
↑ NAVIGATING ↓
changing
WORLDS … ↑ ↓
#tlcot → ← #wtin = “What Thinking is Needed”
Your thinking, choiceS, decisionS
are determined by
what you’ve
“SEEN” ↓
#mmit
Most mistakes in thinking
Truth ↓ (YouTube)
#wtin = “What Thinking is Needed” ↑ #uf #tln #hor1
#wlh #connect ↓
#mmit ↓
↑ Perception #msd #mmit
provides
the ingredients
for
thinking #apta ↓
#wgobcd = what goes on behind closed doors
The sequence of information arrival
Inner worldS ↓ and ↑ outer worldS ↓ #opeo
The History Of The World In Two Hours
THE ALTERNATIVE TO TYRANNY
#wlh
“Your first and foremost job as a leader
is to take charge of your own energy
and then help to orchestrate the energy
of those around you” — Peter Drucker
Try searching this page
for the word stem:
lead → leader → leadershhip ↓
Your thinking, choiceS, decisionS
are determined by
what you’ve
“SEEN” ↓
#adt #wyhs #ewal #twws #cop → #connect
… and the choice of attention area …
… at a point in time
#ewal ↓
↑ Unfolding realities
#Truth — it’s complicated #sda
Truth ::: Truth and creavity ::: Truth paste
Truth and value :::
Truth, Logic and Critical Thinking
Proto-truth
Why Peter Drucker distrusted #facts
#mmit Most mistakeS in thinking
are mistakes in perception
#wgcf Why Great Companies Fail
Assumptions rarely made explicit
#z02 #lms #whtmal #ams ↓ TLN Insights ::: View
Carry On — Connect Up
Serious Outside Interest
Information — the energy for mental tasks
Operacy — the thinking that goes into doing — needed
in multiple places and at different times #wtin
TO-LO-PO-SO-GO
#fastp → Drucker book search ::: de Bono book search
Long years
of
profound changeS
#wtin “What Thinking is Needed” #w4p2l
We know only two things #only2things
Designing a way forward #w4p2l
Striving toward an idea, outside of yourself
Beware of the boredom disease
↑ #hor1 #wlh
More than anything else
we are responsible for
our own self-development
and allocating our lives ↓ continue
If you don’t
design your own life #tlcot #CAF #fastp
someone else
will do it
for you.
Life’s major questions? #hor1 ?
The beach and the road
TLN Insights
Those who want to live a fulfilling life …
↑ #tlcot ↓
Three questions for every life season
Tomorrow always arrives
and it is always different …
YouTube: Tom Cruise — self-development
↑ The Über Mentor
#lchp (← life chapters) Career time view ↑ ↓
Striving toward an idea, outside of yourself
The danger of too much planning
Three questions for every life season
NYT Obits provide non-linear life/career examples.
Second Curve
Second-half of life
#97 #z02 #tclus1 #lms #ams — #fastp ↓
Organizing and acting on
evolving and new information fragments
↑ Attention direction and attention flow ↓
The danger of too much planning ::: Return on luck
Opportunities
Information sources? Articles vs. books ::: Narrow vs. broad? ::: Substantial vs. trivial?
Six Frames
Information — the energy for mental tasks
TO-LO-PO-SO-GO
Operacy — the thinking that goes into doing — needed
in multiple places and at different times #wtin
Edward de Bono’s books on thinking ↓
Putting knowledge to work
Five stages of thinking
The Über Mentor
The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy
A Year with Peter Drucker:
52 Weeks of Coaching
for Leadership Effectiveness
#4almost-n #edu
Subjects/Topics vs. #realities ::: larger view ↓
puzzle pieces? ↓
↓ color bars ::: ↓ color swatches ::: ↓ Kaleidoscopes
color bars → subjects in school ::: swatches → topics
#connect
Social ecology → #fastp ↓
#hew
Carry On — Connect Up
The explorer → Look, notice, note
#lms #ams ↓ TLN Insights
↑ WorldS moving relentlessly toward
unimagined and
unimaginable
futureS ↓
What on Earth Happened to
the Old Europeans?
Pre-Indo-European History of Europe
“More detailed map” ↑
WSJ: It’s the Most Indispensable Machine in the World—
and It Depends on This Woman
… the important new advances
do not come out of
the specialist’s discipline connect
#w4p2l
About technology
Prisoner of the past
#w4p2l Knowledge always
makes itself obsolete
within a short period of time
The evolution of “sound transportation”
and photography ↓
↑ Attempting
to develop an operational
#wa
work approach
that is adequate to
the challengeS ahead #TLN ↓
Being prepared for what comes next
Two components: Overview and choreographed actions
↑ YouTube: A brief celebration
of Edward de Bono's
ideas on thinking ↓
IMAGE THINKING
↓ #z02 #LMS ↑ (#TLN) → #AMS ↑ ( #operacy) ↓
Work has to make a LIFE
operacy — the skills of doing
need to be learned
Starting point
↑ The Conversations #ad
Film editing — finding and arranging the pieces → #fastp
#wtin “What Thinking is Needed”
↑ Connections ↓ → Creativity
“Only Connect”
was the constant admonition
of a great English novelist,
E.M. Forster
#worldview
Carry on or Connect up ↑ ↓
The Second Curve ↓
#wlh Changing #HORIZONs ↑ ↓
THE ALTERNATIVE TO TYRANNY
A revolution in every generation
is not the answer
The brain can only see
what it
is prepared to see
#w4p2l #opeo Everybody is alway right and
nobody is ever right
#w4p2l #opeo No two people ever read the same book
#opeo The Telephone Game
Political/social ecology ↑ ↓
#sda #edu #4almost-n
Real Freedom awareness
Free market blindness
THE PICTURE THAT EMERGES
What exists is getting old
#w4p2l #hor1 #wlh
Self-development and allocating our lives
YouTube: Tom Cruise — self-development
#edu #w4p2l ::: schools
Danger of too much planning #dotmp
Perception provides the ingredients
for #thinking
Who is an executive?
#sop The Spirit of
(organization) Performance #pdf
Long years
of profound changeS #w4p2l
Designing a way forward #w4p2l
«§§§»
Some of the links on this page
open an additional copy
of this long exploration brainroad.
This feature preserves your current
exploration progress.
#w4p2l PLEASE WAIT
FOR THE NEW PAGE
TO FULLY LOAD
Some links
open a different document
Finally, some links
jump to a different place on this page —
remember you can use your browser’s
back and forward commands
to aid in your exploration
«§§§»
#tclus Frequently thought clusters (e.g., patterns )
contain sidebars #sda #broad #connect ↓
which may possibly be ignored #mmit
on an initial read.
«§§§»
#mmit → ← #fastp
YouTube: A brief celebration
of Edward de Bono's
ideas on thinking → IMAGE THINKING
“Language is an encyclopedia
of ignorance”
#opeo #sda #adt #wgobcd #weigo
#dwrau
#dotmp The danger of too much planning ↓
The text fragments/clusters, #tclus
images, and links
on this page ↓
What do these ↑ fragments,
these clusters etc.
mean for you #wdtm4y ↓
The explorer #htmp
“Only Connect”
was the constant admonition
of a great English novelist,
E.M. Forster
# hashtags are a connection tool #connect
What on Earth Happened to
the Old Europeans?
Pre-Indo-European History of Europe
#dwrau
Carry on or Connect up
#woo Windows of Opportunity
James Burke — YouTube
Conditions for survival
Innovation requires abandonment
From Progress to #Innovation
Startup thinking ::: Entrepreneurs and Innovation
Innovation and Entrepreneurship
Changing Values and/or Changing Characteristics
#z02
Starting point
#4almost-n #edu
Subjects/Topics vs. #realities ::: larger view ↓
puzzle pieces?
color bars ::: color swatches ::: Kaleidoscopes
color bars → subjects in school ::: swatches → topics
Social ecology → #fastp
#z02 #lms #ams ↓ TLN Insights ::: View
operacy
— the skills of doing
need to be learned
Finding and arranging the pieces #fastp
#whtmal #tytt TO-LO-PO-SO-GO
More than anything else
we are responsible fo
our own self-development
and allocating our lives continue
YouTube: Tom Cruise — self-development
Serious Outside Interest
#fastp → Drucker book search
::: de Bono book search
#fastp finding and selecting the pieces of the puzzle
The Definitive Drucker:
Challenges For
Tomorrow's Executives
#whtmal #fastp finding and selecting the pieces of the puzzle ↑ ↓
↓ #z02 #LMS → #AMS ↓
operacy
— the skills of doing
need to be learned
Finding and arranging the pieces #fastp
a way forward
Serious Outside Interest
Being prepared for what comes next —
and there’s no one to ask
↑ YouTube: A brief celebration
of Edward de Bono's
ideas on thinking → IMAGE THINKING
Social ecology ↑ ↓
Peter Drucker — timescape ↓
IMAGE THINKING
Edward de Bono
YouTube: A brief celebration
of Edward de Bono's
ideas on thinking → IMAGE THINKING
Parallel Thinking
The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy
The Definitive Drucker:
Challenges For
Tomorrow's Executives
#fastp ↑ ↓
↓ #z02 #LMS → #AMS ↓
operacy
— the skills of doing
need to be learned
Finding and arranging the pieces #fastp
Serious Outside Interest
Titles and bullet points below have mouse over links
↑ Inner worldS ↓ and ↑ outer worldS ↓ #opeo
The long Brainroad ↓ with unnumberable “brain addresses” to perceive
The History Of The World In Two Hours
YouTube
What on Earth Happened to
the Old Europeans?
Pre-Indo-European History of Europe
We know only two things about the future:
It is unknowable and
it will be different from
what exists now and
what is now expected #msd
The mind can only see
what it’s prepared to see
Making the futureS
Thinking, choices, decisions
are determined by
what’s been seen ↓ #msd #wyhs
↑ Conclusions are at the mercy
of premature mental patterns #sda
↑ What goes on behind closed doors
#wgobcd #pman ↓
The image above ↑ provides a page summary
We know only two things about the future:
It is unknowable and
it will be different from
what exists now and
what is now expected #msd
↑ “No man ever steps in the same river twice,
for it's not the same river
and he's not the same man.” — Heraclitus. ↓
“TEN or twelve years are not a long time in history,
but they are a very long period
in current events” — PFD
What are the relationships between
current events and longer-term historieS?
#wtin “What Thinking is Needed” ↓
Carry On — Connect Up
The Second Curve
Second-half of life
#mmit
#sda
Only Connect …
Being prepared for what comes next —
and there’s no one to ask
↑ YouTube: A brief celebration
of Edward de Bono's
ideas on thinking → IMAGE THINKING
Everybody is alway right and nobody is ever right
metaphors → The Yellow Hat :::
The Green Hat
“You have to produce results
in the short term.
But you also have to
produce results in the long term.
And the long term is not simply
the adding up of short terms.” — Druckerism
Dangerous Jobs ::: but wait
Aim high
Only Connect …
Your thinking,
your choices,
your #decisionS
are determined by
what you’ve
“SEEN” ↓ #reality
Examples of M.C Escher’s work
The brain can only see
what it’s prepared to see
↑ (dermatologist, oncologist, chemist, anthropologist, archeologist,
astrologer, engineer, or any knowledge specialist) ↓
Partnering
Most mistakes in thinking are
mistakes in perception … (#mmit)
“Once perception
is directed in a certain direction #adt
it cannot help but see,
and once something is seen,
it cannot be unseen” — EDB
Only Connect …
attempts to capture history
TLN Insights
… if a person doesn’t master their circumstances
then they are bound to be mastered by them
“TEN or twelve years are not a long time in history,
but they are a very long period in current events”
What are the relationships between
current events and longer-term historieS?
#wtin “What Thinking is Needed”
#fan (#78) ← education system #two things #sda #dotmp ::: source
Social ecology ↑ ↓
Peter Drucker — timescape ↓
#hor3
Drucker: a political/social ecologist
Born in Vienna, Austria, in 1909,
Peter F. Drucker was
a
writer, professor, management consultant, and
self-
described “social ecologist,” who explored
the way
human beings
organize themselves and interact
much the
way an ecologist
would observe and analyze the
biological world.
Hailed by Business Week as
“the man who invented
management,”
Drucker directly influenced
a huge
number of leaders from
a wide range of organizations
across all sectors of society.
The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy
#z02 #whtmal
↓ #LMS → #AMS ↓
operacy
— the skills of doing
need to be learned
Serious Outside Interest
A Year with Peter Drucker ↑
The Drucker Difference
#learning Drucker on professional writing, economics,
business schools, philosophy, religion,
political science, Japanese Art,
accountants, and academia
What do you want to be remembered for?
Josh Abrams: allocating one’s life —
with some foresight ↓
↑ The Management Revolution ↓
HORIZONS (find #87)
Besides changing life seasons
what are “the events”
that signal the need for
navigation work?
Choice of attention areas
Three questions for every life season
The beach and the road
#sda ::: #mmit ::: #fastp ::: #connect ↓
Drucker ~30 book list ::: de Bono ~30 book list
↑ Book titles, chapter titles, major and minor headings
Useful for topic searching
Try a page search
(Mac Command or Windows Control F)
for the word stem
‘effective’ ↓
because EFFECTIVENESS
is so essential ↓
Peter Drucker — timescape ↓
#hor3
Drucker: a political/social ecologist
Born in Vienna, Austria, in 1909,
Peter F. Drucker was
a
writer, professor, management consultant, and
self-
described “social ecologist,” who explored
the way
human beings
organize themselves and interact
much the
way an ecologist
would observe and analyze the
biological world.
Hailed by Business Week as
“the man who invented
management,”
Drucker directly influenced
a huge
number of leaders from
a wide range of organizations
across all sectors of society.
Books by
Peter Drucker ::: Walter Wriston ::: Bob Buford ::: Rick Warren
The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy
A Year with Peter Drucker ↑
Economic ecology
#htt “Traditionally
we have been concerned
mainly with reactive thinking:
reacting to what is put before you.
But there is a whole other side of thinking.
#wtt This other side of thinking (proactive / pro-active — #whtmal )
involves getting out
and doing things
and making things happen (effectiveness).
This requires ‘operacy‘
or the skills of doing.
Design is a key aspect of operacy.
‘How do we design a way forward?’
It requires thinking
that is
constructive,
creative
and generative.” ↓
Why we need new thinking
about thinking
YouTube: A brief celebration
of Edward de Bono's
ideas on thinking ↓
↑ YouTube: A brief celebration
of Edward de Bono's
ideas on thinking → IMAGE THINKING
In changing unpredictable worldS
#adt “attention
(re-)directing tools”
are necessary for “seeing” new pathS
The balance between
adjustment of oneself
or alteration of circumstances
is emphasized
The Josh Abrams story
The patterning system of the human mind ↑ ↓
↑ ↓
…
WorldS RELENTLESSLY
moving toward
#uf =
unimagined
and often unimaginable
futures #memo #tln #rlaexp #adt ↑ ↓ …
↑ In both
“LIFE” and “TIME” —
Three questions for every life season
Living in an age of overlap #lchp #only2things
NYT Obits
↑ Thinking Broad and Thinking Detailed #tbtd ↓
At a point in time — in a changing world —
what are the possible the broad ideas?
‘For action we need the detailed idea.’ …
… which takes time to implement
and then more time to reach full impact
and then eventually becomes obsolete …
in a different world
↑ In both
“LIFE” and “TIME” —
Thinking Broad and Thinking Detailed
What are the possible the broad ideas in an ‘apparent’ situation?
#fastp → “Social ecology” ↓
Technologies and End-Users Are Fixed and Given — NOT
The Second Curve
Who has already experienced
the worldS of
2030, 2040, 2050 … ?
ASSUMPTIONS
Are tomorrowS extrapolations of yesterdayS?
Why is there nostalgia for the Trump economy
in the battleground states?
Attention flow
Life-chapters #lchp
The patterning system of the human mind
Missing the turn to the future #mttttf
#dotmp = danger of too much planning
What goes on behind closed doors #wgobcd
Why bother? #wb
#dwrau
↑ “And it ought to be remembered
that there is nothing more difficult
to take in hand,
more perilous to conduct,
or more uncertain in its success,
then to take the lead
in the introduction
of a new order of things.”
Niccolò Machiavelli: The Prince #pman
And yet tomorrow always arrives
and it is always different
Opening links/URLs ↑ ↓ in a NEW TAB
will make navigating this page
much easier
↑ about #hashtags
#fastp and #adt are of primary importance
and are related to each other
#connections
#connect
Your thinking,
choices, DECISIONS are
determined by
what
you’ve
“SEEN” ↑ ↓ …
#attention2 Attention flow
ASSUMPTIONS !!!
↑ PDF
↑ SEEN → #msd ← Outer world — inner world
Alistair Cooke’s America
Attention flow
#mmit #sda #dwrau #fastp → ← #fan ← #adt ← #wtin
↑ Time usage clues ↓
… nagging aunt …
Success
always obsoletes
the very behavior that achieved it
Executive realities: unless executives
work at becoming #effective,
the realities of their situation
will push them into futility
Time InvestmentS for tomorrowS
The explorer #htmp
Concepts ::: Context ::: Attention flow
Water logic → Fig. 49 Flowscape ↓ ← Inner world picture
#91
Being prepared for what comes next ↓
#woo Windows of Opportunity
Wisdom ::: #4almost-n
Economic ecology #4almost-n
#4almost-n #edu
Subjects/Topics vs. realities ::: larger view ↓
puzzle pieces?
color bars ::: color swatches ::: Kaleidoscopes
color bars → subjects in school ::: swatches → topics
Social ecology → #fastp
#z02 #lms #whtmal #ams ↓ TLN Insights ::: View
operacy
— the skills of doing
need to be learned
Serious Outside Interest
#fastp → Drucker book search
::: de Bono book search
Thinking broad and thinking detailed
Basic thinking processes
The day the horse lost its job
… the philosophical shift
from the Cartesian universe
of mechanical cause
to the new universe
of pattern, purpose and process …
an age of transition
#dotmp = danger of too much planning
Starting point
#smp #fastp
“… the world is a complicated place
with lots of small moving parts,
when someone moves one part
just a little
it causes all the other parts
to move in ways
we can't see coming … #twabi
We ain't at the start of anything
and we ain't likely
at the end of it neither …”
— Small Moving Parts by D.B. Jackson
Emmanuel Le Roy Ladurie (micro-history)
As life unfolds
there are parallel events
evolving
and interacting
with other evolving events.
Carry on/connect up? #iit #6 Frames Info #woo
Build on or take off from?
Easy prey to totalitarian demagoguery and demonology
The day the horse lost its job
The Educational Revolution #edu
↑ Digital economy including video streaming
has become ever more relevant
Start looking for something to contribute
to a world that doesn't exist
quite yet
Unless the education system can teach
the right answer
to every conceivable situation,
then the skill of thinking is needed.
What mental resources
are needed
or will be needed
for
INFORMED
futureS directed action? ↓
INTEGRATE
#mmit
Carry-on and Connect-up ( #connect ↓)
#mmit Your thinking, choices, decisions are determined by what you’ve “SEEN”
Life lines #lchp
Your thinking, choices, decisions are determined by what you’ve “SEEN” ↓
Alternative life directions
With every season of life
Learning to Learn ↑ ↓
and learning to forget
(escaping the prison of the past #potp)
In real life
#values determine
choices, decisions,
success and failure”
page search for "values"
The Second Curve
Tomorrow always arrives and
it is always different
PastS, Present and FutureS
The PRESENT MOMENT
is a composition
of incalculable time dimensionS.
It is alway location based.
These DIMENSIONS include
all individual YESTERDAYs,
DAYs-BEFORE-YESTERDAYs
and attempts to preserve the PRESENT
or MAKE THE FUTUREs
A concrete example can be explored in the
transition from a pre-electricity world
to a post-electricity world below
Why Tim Cook Is Going All In
on the Apple Vision Pro — Vanity Fair
Making the futureS
«§§§»
Things are … like they were … until they’re not …
“People in any organization (#org)
are always attached to the obsolete —
the things that should have worked
but did not,
the things that once were productive
and no longer are.” Druckerism
«§§§»
The thought fragments
on this page are
attention directing tools #adt #sda
What do they mean for you?
Concepts ::: Context ::: Attention flow
#uf To know something ↑ ↓,
to really understand
something important,
one must look at it
from sixteen different angles ↓ #sda
The first part of this page
primarily concerns
the mental challenges of navigating
«§§§»
Finding and selecting …
the pieces of the puzzle ↓ #sda
“Social ecology”
↓ Most mistakes in thinking … #mmit
#wtin “What Thinking is Needed’
Niall Ferguson
What on Earth Happened to
the Old Europeans?
Pre-Indo-European History of Europe
Networks and power? ↑
Lombard Street
Walter Bagehot
“In ‘Lombard Street’,
the money market is pictured
as it really was in 1850-1870,
and as Bagehot saw it with philosophic eyes.
Beginning with the sentence, “The objects which you
see in Lombard Street are
the Bank of England,
the joint stock banks,
the private banks
and the discount houses,”
he describes briefly and clearly
the respective functions of these different bodies
in the organism of the city,
according to his own close observation
as a banker himself,
knowing the ways and thoughts
of the men he describes,
and as a man of business likewise
in other ways, knowing at first hand
the relation of banking
to the trade and commerce
of the country.”
Why thinking is important
What thinking
is needed? ↑ ↓
What kind of information?
How do you make thinking operational?
Economic ecology #4almost-n
#4almost-n #edu
Subjects/Topics vs. realities ::: larger view ↓
color bars ::: color swatches ::: Kaleidoscopes
color bars → subjects in school ::: swatches → topics
Social ecology → #fastp
#z02 #lms #whtmal #ams ↓ TLN Insights ::: View
operacy
— the skills of doing
need to be learned
Serious Outside Interest
#fastp → Drucker book search
::: de Bono book search
Operacy ↓ alone is not enough
#tytt TO-LO-PO-SO-GO
The Second Curve
#uf Developments, events, circumstances and situations ↑ ↓
SEEABLE
Concepts ::: Context ::: Attention flow
A “toolbox” ↑ containing “attention-directing tools” #adt
as does Alistair Cooke’s America — Kindle #ad
Tools extend human capabilities
#uf #wwh The unpredictable chapters in the American story
mind map ↓ for collecting #ideas (puzzle pieces #fastp)
#uf “Electricity is an essential part of modern life
so vital that most of us cannot imagine #uf ↑
a life without it.
But – amazingly – it has only been
an everyday aspect of our lives
for a little over a century.
(Only in 1925 did half of all homes
in the U.S. have electric power.)
Back in 1752,
when Benjamin Franklin demonstrated
that lightning was electrical
with his famous kite experiment,
people couldn’t even fathom
the many conveniences and luxuries
that electricity would bring
to the 20th and 21st centuries.” source
The Second Curve
Tomorrow always arrives and
it is always different
Broader thoughtscape PATTERNS ↓
One thing always leads to something else unexpected
#uf The Manager and the Moron
#uf Luther, Machiavelli, and the Salmon
#uf artificial intelligence
«§§§»
The road ahead
Something genuinely interesting to work toward
The big picture
“Trying to predict the future
is like trying to drive down a country road
at night
with no lights
while looking out the back window.” — Peter Drucker
#uf To know something ↑ ↓,
to really understand
something important,
one must look at it
from sixteen different angles
#uf Intelligence Information Thinking
Where the universe began?
#uf
#uf Transnational and tribal together ← #edu
#uf Continuing turmoil → #connect connect, connect,
#uf Knowledge Economy and Knowledge Polity
A long page ↑
please wait for it to finish loading
(10 seconds)
#uf The danger of too much planning
Successful careers are not planned
#fastp
The pieces of the puzzle ?
#htmp = How the mind performs
THE PICTURE THAT EMERGES …
MEANS SOMETHING SO VERY DIFFERENT …
From Knowledge to KnowledgeS
Finding and selecting #connect
Economic ecology #4almost-n
#4almost-n #edu
Subjects/Topics vs. realities ::: larger view ↓
color bars ::: color swatches ::: Kaleidoscopes
color bars → subjects in school ::: swatches → topics
Social ecology → #fastp
#z02 #lms #whtmal #ams ↓ TLN Insights ::: View
operacy
— the skills of doing
need to be learned
Serious Outside Interest
#fastp → Drucker book search
::: de Bono book search
Finding and selecting …
the pieces of the puzzle ↓
mind map ↓ for collecting #ideas (puzzle pieces)
#dawa #wa
Developing a realistic
work approach #fastp
that is effective #59 #gtrtd for
the challenges ahead → (two things #lchp
#woo #lchp
Why thinking is important
What thinking is needed?
Build on vs. take off from
What do you want to be remembered for? NYT Obits
Different life seasons
Second half of your life
The difficulties associated with “the bright idea” and
dealing with risk and uncertainty
Each Of Us As CEO
Wisdom
Challenges ↓
#opeo
Colonialism vs. Imperialism
America before Columbus
Alistair Cooke's America
The Journals of Lewis and Clark
The Long Shadow:
The Legacies of the Great War in the Twentieth Century
Hitler's Circle of Evil
The U.S. and the Holocaust (Ken Burns)
World War Two: 1941 and the Man of Steel (Stalin)
The Vietnam War (Ken Burns)
Political maneuvering #pman
COVID-19 pandemic
#fastp
Living a fulfilling life
#wlh #lchp Life 2.0 Make your life your endgame
The second half of your life
The importance of perceptiveness
#wgobcd
The Square and the Tower:
Networks and Power, from the
Freemasons to Facebook at Amazon
#uf #hor2 #hor3 #wlh2 #83
Management Challenges for the 21st Century and Managing in the Next Society
#wtin “What Thinking is Needed?”
Water Logic (adapting to conditions/circumstances)
Life directions — alternative approaches (#hor3 → #whtmal)
HORIZONS to navigate and work toward? #hor3 → #org
Near horizons and non-linear future horizonS
The Second Curve (acting before necessity)
“TEN or twelve years are not a long time in history,
but they are a very long period in current events”
#two things #sda #dotmp source
Something genuinely interesting to work toward
The big picture
Try searching this page
for the word “RESULTS”
what exists is getting old (including dreams)
Water Logic (adapting to conditions/circumstances)
The Second Curve (acting before necessity)
“You have to produce results
in the short term.
But you also have to
produce results in the long term.
And the long term is not simply
the adding up of short terms.” — Druckerism
Aim high
On Fortune's Role in Human Affairs
and How She Can Be Dealt With
by Niccolò Machiavelli published in 1532
Tomorrow always arrives and
it is always different
#adt ↓
~1957 — Landmarks of Tomorrow ↓
At some unmarked point
during the last twenty years
we imperceptibly
moved out of the Modern Age
and into a new, as yet nameless, era …
The situation today #lot
Water Logic (adapting to conditions/circumstances)
~1994 — Post-Capitalist Society ↓
EVERY FEW HUNDRED YEARS in Western history
there occurs a sharp transformation …
Knowledge THE resource → Org. characteristics
Water Logic (adapting to conditions/circumstances)
~2001 — Management Challenges for the 21st Century ↓
Long years of profound changes
Water Logic (adapting to conditions/circumstances)
#ptf
We know only two things
about the future … (continue)
What thinking is needed? …
to navigate?
#mmit #hor3
Most mistakes in THINKING
are mistakes in perception
1. Seeing only part of the picture #information #sda
2. Jumping to conclusions
3. Misinterpretation caused by feelings
↑ Dealing with risk and uncertainty ↓
#87 #lchp #hor3 #wlh
HorizonS to navigate and work toward? ↓
#fastp #sda
↑ “Finding and selecting
the pieces of the puzzle” ↓
Edward de Bono
#ewall
Missing the Turn to the Future
Fine print ↓
This site is NOT about school, academics,
scholarship, intellectualism or jobs. It is about
REALITY and LIFE.
Obviously jobs and careers
play a role — a changing role —
in the broad timescape of reality in time.
Education and learning for effective ACTION #59
is an essential life skill. #uf #tln
#fastp #adt
“For almost nothing
in our educational systems
prepares people
for the reality
in which they will live,
work, and become effective”
The Second Curve
CONDITIONS FOR SURVIVAL
#wgobcd
A Year with Peter Drucker #mmit #fastp #lchp
 Effective work approach #59
No two people ever read the same book
Highlighting text in a book:
Useless — if doesn’t become effective #59
#90 #MTRP: concentration and market standing decisions →
organization design ↓
Management: Tasks, Responsibilities, Practices #MTRP
Wisdom
Concepts ::: Context ::: Attention flow
Operacy: the thinking involved in doing
#dwrau
Knowledge is useless
until translated into deeds
From Knowledge to KnowledgeS ↓
Knowledge people within an organization
Knowledge is useless
until translated into deeds
Francis Ford Coppola Godfather notebook
LiquidText ::: YouTube
Why thinking is important
What thinking is needed?
#thinkingcanvas or #mindmap1 /mind map ↓ for collecting #ideas
Social ecology
The Daily Drucker
Management: Tasks, Responsibilities, Practices #MTRP
Management, Revised Edition
The Executive in Action #executive #eia
The Definitive Drucker
↑ More than anything else
we are responsible fo
our own self-development
and allocating our lives ↓ continue
#lchp Career time view
Three questions for every life season
More than anything else,
we are responsible for
our own self-development
Earning a living is no longer enough.
Work has to make a life #whtmal
Why we need effective executives #59
What makes an effective executive #59
What Executives Should Remember ::: html ::: AMZ #ad #tlcot #wesr
The CEO in the New Millennium
Those who want to live a fulfilling life
What do you want to be remembered for? NYT Obits
Making the turn to the future
Adapting to circumstances?
#hor3 #wlh2
How is it possible to
work toward horizonS
that aren’t on your radar
at the right pointS in time ↓
#ewtl = evidence wall + timeline
Outer world — inner world #hor3
One can only act
on what one is
paying attention (#adt) to —
no surprises
#fastp
↑ “Finding and selecting
the pieces of the puzzle” ↓
Edward de Bono
#ewtl = evidence wall + timeline
the road ahead?
↑ Dealing with risk and uncertainty ↓
Every thing here ↑ ↓ can be summarized as:
Time-life Navigation©
#tln #adt → perceptual identity
#lms → #ams
TIME ::: LIFE ::: NAVIGATION ↓
#sda Having informed HORIZONs is essential
#sda An exploration path
#80 Action
#sda ↓ → #mmit #only2things #msd ↓
↑ No two people ever read the same book ↓
Outer world — inner world ↑ ↓
Image Thinking ↑ ↓
PCS with highlighting ↓
Dealing with risk and uncertainty
Attention flow ::: Notice ::: Broad ::: The Project 50
#wtin “What Thinking is Needed” ↓
#88
“Knowledge
is useless to executives
until it has been translated into deeds.
What does this mean for you? #wdtm4y (illustration)
But before springing into action,
the executive needs to
plan his course. #59
A broader view
Adequate ecological awareness is needed — #eia #cfs
He needs to think about
desired RESULTS,
What needs doing?
Serious Creativity
probable restraints,
future revisions,
check-in points,
and implications for how
he'll spend his time.
The action plan is a
statement of intentions
rather than a commitment … .
#dwrau
It should be revised often
because every success
creates new #opportunities. #woo
So does every failure ….
A written plan should anticipate
the need for flexibility.
In addition, the action plan
needs to create a system
for checking the results
against expectations ….
Finally, the action plan has to
become the basis
for the executive's time management.
Time is the executive's scarcest
and most precious resource.
And organizations … are inherently time wasters.
The action plan will prove useless
unless it's allowed to determine
how the executive spends his or her time.”
Peter F. Drucker,
How to guarantee non-performance
"What Makes an Effective Executive,"
Harvard Business Review, June 2004 #59
The Effective Executive
What executive should remember #wesr #59
The Executive In Action Preface #eia #59
Decisions
Any human decision or action
starts to get old
the moment it has been made.
The actual results of action are not predictable
TO-LO-PO-SO-GO
Personal knowledge management system? No
Getting the right thing done? Yes #gtrtd
#gtd: Topic work
#gtd: Action Plans
The Power of an Hour
Major changeS #uf
are never linear,
never extrapolations of the past, and
never come with
warning or instruction booklet. #fastp
Searching for changeS #woo
#uf WordS or ConceptS ending with an uppercase S
signal more than plural, more than plural plural,
more than plural plural plural …
Often imply or signal UNIMAGINED FUTURES #uf
(e.g., “sound transportation deviceS” — narrow example) ↓
Out of Africa circa 1920 ish ↓ YouTube
what exists is getting old (including dreams)
Concepts
Knowledge and technology
Technologies crisscross industries
and travel incredibly fast,
making few of them unique anymore.
The future of the planet
depends on our …
intelligence, information, and thinking — Now and then the ‘edge effect’ ↓
Continuing Turmoil … ↓
Making the future #lypc
«§§§»
This page is a
relevant collection ↑ of
thought fragmentS details↓
Finding and selecting
the pieces of the puzzle #mmit #broad #sda ↓
Each element on an evidence wall ↑ is a brain address #adt
Books are attention directing frameworks/devices #adt
Each highlight or margin note ↓ is a brain address #adt
No two people ever read the same book
Always remember this is YOU
and your brain
at a specific place and time
looking at something
written sometime in the past
by someone with their brain
Knowing what to do
Practical Thinking toc
Putting knowledge to work
When a thought fragment (brain address #adt)
implies action
how do you process that fragment,
how do you identify the core concept,
how do you determine
the effective action direction,
the effective timing and
develop the necessary movement?
How do you integrate that fragment
into YOUR day-to-day life?
Integration requires caution: there are
going to be different tomorrowS
When do you abandon parts of your life? #potp
The danger of too much planning
Warren Buffett’s Formula for Success: One Good Decision Every Five Years :::
Cornelius Vanderbilt ::: Time spans
↓
#fastp Finding and selecting
the pieces of the puzzle ↓
↑ Dealing with risk and uncertainty ↓
↑
↓ ↑
#adt Dealing with risk and uncertainty
No two people ever read the same book
Highlighting and margin notes = #adt
Just reading is not enough
for creating a work approach
that is effective for the challenges ahead
↓ ↑
Putting knowledge to work
The patterning system of the human mind
Three types of broad
Dealing with risk and uncertainty
↓
“The human mind ↓
attempts to fit ↓
impressions and stimulations
into a frame of expectations.” — PFD
Outer world — inner world
“At some unmarked point …
we imperceptibly moved out of the Modern Age
and into a new, as yet nameless, era” ↓
Landmarks of Tomorrow (circa 1957) by Peter Drucker
Alistair Cooke's America — first few chapters — Amazon
Post capitalist Society
Managing in the Next Society
#fastp Finding and selecting
the pieces of the puzzle
About technology ::: what exists is getting old
The INDIVIDUAL
in entrepreneurial society
“This is who I am” ↑
Positive revolutions
100 Years of Car Design: An Overview ↑
#fastp Finding and selecting
the pieces of the puzzle
Our idea of process
How is it possible … ?
What exists is getting OLD
Conditions for survival
Long years of PROFOUND change
Intelligence, Information, Thinking
as a “system” (PDF)
What’s Wrong with Economics?:
A Primer for the Perplexed
Dismal economics #judgement
The Poverty of Economic Theory #pdf
Economics, economists, and real people #pdf #judgement
#hor1 #wlh
The Big Con:
How the Consulting Industry
Weakens Our Businesses,
Infantilizes Our Governments, and
Warps Our Economies
Snake-oil ↑
Dealing with risk and uncertainty
McKinsey: What happened to the world's “greatest” companies?
From Good to Great … to Below Average
Tomorrow always arrives and
it is always different
The Second Curve
CONDITIONS FOR SURVIVAL
What does this evolution ↑
mean for you?
Image Thinking ↓
The explorer
#ewtl
What thinking is needed?
#wdtm4y
# hashtags ↓ are brain addresses #adt
#connections
#wlh = work-life horizons
#hor3© → #wle = work-life evolution ©
#hor3 = key horizons
#hor1 and #hor2
are mostly reserved for unimagined futures #uf
#wlh = work-life horizons©
are a sub-system of
“time-life navigation”© #tln
and “work-life evolution”©
#hor3 = key horizons
#tln #hor3 #wle #wlh
and #fastp are connected
About technology ::: what exists is getting old
“Knowledge
is useless to executives
until it has been translated into deeds.
But before springing into action,
the executive needs to
plan his course. #59
A broader view
Adequate ecological awareness is needed — #eia #cfs
He needs to think about
desired RESULTS,
What needs doing?
Serious Creativity
probable restraints,
future revisions,
check-in points,
and implications for how
he'll spend his time.
The action plan is a
statement of intentions
rather than a commitment … .
#dwrau
It should be revised often
because every success
creates new #opportunities. #woo
So does every failure ….
A written plan should anticipate
the need for flexibility.
In addition, the action plan
needs to create a system
for checking the results
against expectations ….
Finally, the action plan has to
become the basis
for the executive's time management.
Time is the executive's scarcest
and most precious resource.
And organizations … are inherently time wasters.
The action plan will prove useless
unless it's allowed to determine
how the executive spends his or her time.”
Peter F. Drucker,
"What Makes an Effective Executive,"
Harvard Business Review, June 2004 #59
The Effective Executive
What executive should remember #wesr #59
The Executive In Action Preface #eia #59
Decisions
TO-LO-PO-SO-GO
Personal knowledge management system? No
Getting the right thing done? Yes #gtrtd
#gtd: Topic work
#gtd: Action Plans
The Power of an Hour
#hor3 ↑ … Dealing with
risk and uncertainty ↓
Text formatting is an
attention-DIRECTING TOOL #adt
#hor3 #fastp ↓
↑ … Finding and selecting
the pieces of the puzzle ↓
#hor3 #sda ↓
Most mistakes in THINKING
are mistakes in perception:
seeing only part of the situation
#ewtl
The thought fragments
and thought clusters
on this page
are relevant to
navigating changing worldS. #tln
They are more than things to just READ. ↓
To be other than a waste of time ↓
↑ ↓ NAVIGATING #wlh needS to be
made operational ↓
within and across time dimensions. #ams
Just reading and taking notes
is not enough
Thinking and operacy are also needed
But first there needs to be
“adequate” ecological awareness. #ea
Many of the thought clusters
contain links to
other closely related #mmit #sda
thought clusters ↓
Time spans ::: Horizon evolution work
finding and selecting the pieces of the puzzle ↑ ↓
↑ People change over such a long time span ↓
Teach Yourself to Think : Basic Processes —
Broad/Specific, General/Detail ::: Projection ::: Attention Directing :::
Recognition and Fit ::: Movement and Alternatives
Situation coding
… again, before undertaking decisive action,
“adequate” ecological awareness is needed ↓
#hor3
AWARENESS
is an essential FOUNDATION for DOING ↓
Where to jump next? No stable places (from or to)
What we do today
needs to ‘crack doors’
toward tomorrowS
Now and then the ‘edge effect’
FoundationS ↓ for futureS directed decisionS
The Second Curve
#hor3
Drucker: a political/social ecologist
Books by
Peter Drucker ::: Walter Wriston ::: Bob Buford ::: Rick Warren
#hotw
History Of The World In Two Hours
Last 15 minutes — A pivotable event
in human history (Columbian Exchange)
More food → more calories → more energy
Population doubles to 900 million within three centuries
Power shifts to the “West”
Population explosion of the 20th century
November 18, 2022 world population reached 8 billion people
About technology ::: what exists is getting old
Tomorrow always arrives
and it is always different
↑ America Before Columbus
The TransformationS: From YesterdayS toward TomorrowS
THE EDUCATIONAL REVOLUTION:
the meaning and impact of knowledge FOR society
The Search for Intelligent Life Is About to Get a Lot More Interesting
«§§§»
#uf #tln #hor3 #wlh
How is it possible
to WORK TOWARD
#horizonS
that aren’t on YOUR mental radar
at the right pointS in time?
The Road Ahead
When is the right point time, the necessary point in time,
the adequate point in time to be able to prepare and pivot,
or the best point in time?
↑ Consider major historical events
in combination with various global locations
“THE BEST TIME TO PLANT A TREE
WAS 20 YEARS AGO.
THE SECOND BEST TIME
IS NOW.”
Chinese Proverb
No two people ever read the same book
Dealing with risk and uncertainty
“Tools” will be needed
They have to be identified and acquired.
Information is a tool as are thinking skills.
#Information: IIT ::: Six frames ::: The White Hat ::: Executives need
Tools extend human capabilities ↓
#hor3 #sda The brain can only SEE ↑ ↓ what it is prepared to SEE
We live in the world WE SEE ::: The centering of mental patterns
Parallel thinking
#fastp ↓
↑ … finding and selecting
the pieces of the puzzle
#z02 #lms #whtmal #ams ↓ TLN Insights ::: View
operacy
— the skills of doing
need to be learned
Serious Outside Interest
#fastp → Drucker book search
::: de Bono book search
Erector set
The New Society
Judgement required
Why didn’t somebody SHOW me?
Dealing with risk and uncertainty
Self-development … something once gained
can’t be taken away
Apple™ Freeform
Before long
new puzzle pieces emerge
while existing pieces change, age, and disappear ↓
The Transformations
The Grail Knight : “But choose wisely,
for while the true Grail will bring you “life”,
the false Grail will take it from you”.
That knowledge has become THE resource …
Ludecy #worldview
#wlh
Making a living is no longer enough,
work has to make a life ↓
Average life-expectancy of an organization #org
#tln #fastp Everyday thinking — knowing what to do
Real GDP
#hor3 #wlh #worldview
People of high #effectiveness
are conspicuous by their absence
in executive jobs continue
AMZ What makes an effective executive?
What Executives Should Remember ::: html ::: AMZ
A road ahead — connect, connect, connect
#tln #knowledge2
From Knowledge to KnowledgeS
Knowledge exists only in application.
Libraries and schools are concerned with information
word stem #contribut #hor1 #lchp (= life-chapters) #wlh
Replace the quest ↑
for achievement or success
with the
quest for contribution.
Search The Daily Drucker for contribution #ad
Your #knowledge and experience
are your new wealth;
they’re a commodity
that belongs to you
and not your company.
Leave an organization
and you take that wealth with you continue
#seasons #hor1 #tln #lchp #wlh #second-curve #mo1
Buford said Drucker passed on
three questions
everyone should ask themselves during
different seasons of life:
“Who am I, now?” #tiwia
“Where do I belong?”
“What’s my contribution now?”
What factors
need to be considered
in answering each of the
three questions? #mmit #CAF
The answers to these questions
have to be YOUR answers
“Who I want to be tomorrow” — Thomas Crown 2:23
The Josh Abrams story
THE ALTERNATIVE TO TYRANNY
“For almost nothing
in our educational-system
PREPARES people for …
THE REALITY
in which THEY will live, work.
and become effective.” PFD
Political/social ecologist
Economic ecology #4almost-n
#4almost-n #edu
Subjects/Topics vs. realities ::: larger view ↓
color bars ::: color swatches ::: Kaleidoscopes
color bars → subjects in school ::: swatches → topics
Social ecology → #fastp
#z02 #lms #whtmal #ams ↓ TLN Insights ::: View
operacy
— the skills of doing
need to be learned
Serious Outside Interest
#fastp → Drucker book search
::: de Bono book search
“Is it then
not only astonishing
but also absurd
that THINKING is not
the core subject
in all education? …
totally neglected” #wtin ::: explore
Most mistakes in THINKING
are mistakes in perception
YouTube: A brief celebration of Edward de Bono's
ideas on thinking → IMAGE THINKING
Choice of ATTENTION areas
The Black Cylinder Experiment
ATTENTION directing frameworks
Hierarchical institutions vs. social networks —
as the true sources of power
and drivers of change? — Niall Ferguson
THE ALTERNATIVE TO TYRANNY
Unfolding realities: Knowledge becoming THE resource
Wikipedia: Human History
Wikipedia: Timeline of human evolution
#ptf Civilization: The West and the Rest #ad
Charles Kuralt’s America #ad
Alistair Cooke’s America #ad
Democracy in America by Alexis de Tocqueville #ad
The Roosevelts — An Intimate History
The Vietnam War #ad
Ken Burns PBS The Roosevelts: An Intimate History
Ken Burns PBS The U.S. and the Holocaust
Ken Burns PBS The Vietnam War
The New Pluralism
#ptf Amazon: Principles for Dealing with
the Changing World Order —
Why Nations Succeed or Fail by Ray Dalio
Kara Swisher:
A Billionaire Hedge Fund Manager Predicts the Future —
and What He Sees Is Concerning.
Ray Dalio discusses the economic and political
mechanics of a changing world order
Google: “what are the big social issues of today”
Every social problem is an opportunity
Amazon.com: Thomas Friedman books ::: NYT
Amazon.com: The World Is Flat :
A Brief History of the Twenty-first Century
Amazon.com: Thank You for Being Late:
An Optimist's Guide to Thriving in the Age of Accelerations
The future of the planet
depends on the
perceptions — and
the horizons —
between OUR ears
Now and then the ‘edge effect’
“Practical men who believe themselves
to be quite exempt from any intellectual influence,
are usually the slaves of some defunct economist.
Madmen in authority, who hear voices in the air,
are distilling their frenzy from some academic scribbler
of a few years back” — John Maynard Keynes
#sda From Knowledge to KnowledgeS
Management Worldview(S)
No one has any relevant experience here ↓
and REALITY does’t care
#hor2 #hor3 #wlh2
Management Challenges for the 21st Century and Managing in the Next Society
“The quality of our future
will depend entirely on
the quality of our thinking” — #EdB
“Applies on a personal level,
a community level
and on the world level” EdB
Think! Before It's Too Late
#ptf Dealing with risk and uncertainty
#ptf We know only two things about the future … (continue)
Intelligence, Information, Thinking #pdf
#wlh #ewtl Operacy — the thinking that goes into doing …
The INDIVIDUAL in entrepreneurial society
Imagining Navigation Course Changes
From Knowledge to KnowledgeS ::: Knowledge and Technology #technology #pdf
#hor3
Knowledge Economy and Knowledge Polity !!!
And with knowledge becoming the key resource,
there is only a world economy
About technology
Information challenges ::: #41
Strategic decisions ↑ ::: Six Thinking Hats
Notes on parallel thinking
The White Hat :::
The Red Hat :::
The Black Hat
The Yellow Hat :::
The Green Hat :::
The Blue Hat
What would happen
if …
a region (North America, EU, ASEAN etc.)
a nation, a sub-nation, an organization,
city, ethnic group or other group of people
were satisfied
repeating last week
over and over and over and over?
Where in the world
is this stagnation
the prevailing reality?
The INDIVIDUAL in entrepreneurial society
From Knowledge to KnowledgeS ::: Knowledge and Technology #pdf
#96 #twabi #smp #adt #wtin “What Thinking is Needed”
Richard N. Haass
#ptf The World: A Brief Introduction — Amazon #ad ↓
Preface on steriods pdf #STEM
The explorer ↓ #htmp
PART I: THE ESSENTIAL HISTORY :::
From the Thirty Years War to the Outbreak of World War I (1618-1914) :::
The Long Shadow: the Great War and the Twentieth Century :::
From World War I Through World War II (1914-1945) :::
The Cold War (1945 - 1989) ::: The Post-Cold War Era (1989 -Present)
PART II: REGIONS OF THE WORLD ::: Europe :::
East Asia and the Pacific ::: Asia :::
The Middle East ::: Africa ::: The Americas
PART III: THE GLOBAL ERA ::: #edu → Globalization #global :::
Terrorism and Counterterrorism :::
Nuclear Proliferation ::: Climate Change ::: Migration :::
The Internet, Cyberspace, and Cybersecurity :::
Global #Health ::: Trade and Investment :::
Currency and Monetary Policy ::: Development
PART IV: ORDER AND DISORDER :::
Sovereignty, Self-Determination, and Balance of Power :::
Alliances and Coalitions ::: International Society :::
War Between Countries :::
Internal Instability and War Within Countries :::
The Liberal World Order
Preface PDF
Article title list
What thinking is needed?
What kind of information?
Is reality divided into conceptual “islands”
similar to the parts and chapters of a book?
Obviously not,
but we still need
attention-directing frameworks.
Social ecology ↑ ↓ #reality #soceco #apta
The future that has already happened
If a book
similar to The World ↑ had been
researched and written
in the 1930s, 1950s, or 1970s,
how useful would it be
to those
attempting to navigate their lives
toward positive horizons
in the 1990s, 2010s, today
or tomorrowS?
Kevin Kelly: 103 Bits of Advice I Wish I Had Known
We know only two things about the future … (continue)
About time ↓
About hashtags (#) on this page
#ptf = predicting the future
The road ahead?
… finding and selecting
the pieces of the puzzle
A few people
(not very many)
higher up your
LIFE
food chain
may be OBSERVING
your #worldview
and behavior …
people decisions are the real control of an organization #org
Who might some of these observers be? Stalin, Hitler, Le Duan …
“You have to produce results
in the short term.
But you also have to
produce results in the long term.
And the long term is not simply
the adding up of short terms.” — Druckerism
Aim high
#sda Most mistakes in thinking
are
mistakes in perception
continue
Seeing only
part of the situation ↑ ↓ #sda
Dealing with
risk and uncertainty ↑ ↓
An #idea
can never
make the best use
of available information
because …
«§§§»
How is it POSSIBLE to
work toward
unexpected #horizons …
Books by
Peter Drucker ::: Walter Wriston ::: Bob Buford ::: Rick Warren
…
that aren’t on your mental radar …
… at the right pointS in time?
«§§§»
#hor1 #wlh
“You must take
integrating responsibility
for putting YOURSELF
into the BIG PICTURE.”
#horizons
Make yourself #useful
#whtmal = work has to make a life
#bp = big picture #self-development
#ir #lter #dtao #operacy #trade Pluralism
#bp #fastp #lter
What Executives Should Remember
AMAZON ::: html
Aim high
#ewtl
From Knowledge to KnowledgeS ::: Knowledge and Technology #pdf
Information challenges ::: #41
Strategic decisions ↑ ::: Six Thinking Hats
These ↑ #horizons
are YOUR means
for making YOUR futureS —
requires different time usage
including
some different
“ecological awareness” here
#worldview and #horizons overlap … worldview
provides the “mental space”
for choosing horizons
#horizons
What’s the outer limit of your concern? …
… Tomorrow, next week, your “life-time,”
the futureS of the planet?
#lter #horizons
Who you really are
and
who you might become … ?
«§§§»
Ideas, thoughts, “brain addresses” on this site
can be individually copied, edited, and organized
in a sequence
that fits your aspirations and horizons
«§§§»
Reality is not linear
so don’t expect this page/site
to be linear —
where all of the pieces
are in one place
#worldview #fastp
Pick a time and place in history
then consider
how you could
integrate yourself
into the existing situation
and what strategic intent
should you pursue … ?
… the overnight leap … from Abraham’s time
Human Evolution 101
“Homo erectus appeared about 2 million years ago
and, in several early migrations,
spread throughout Africa (where it is dubbed H.ergaster)
and Eurasia.” — Wikipedia
Technology: what really matters
“Evolution is very slow, very messy,
very wasteful and is incapable of
making the best use of available resources.” #EdB
“Scientists say planet in midst of
sixth mass extinction,
Earth’s wildlife running out of
places to live” —CBS
“Language is an encyclopedia of ignorance” ↑
Do we need a new theory of evolution?
Your family tree ↑ ↓
Practical Thinking
What you have others want and will struggle to get more
What Goes On Behind Closed Doors #wgobcd
#uf Dealing with risk and uncertainty
History of the World in Two Hours (audio playback 7 min.)
History hasn’t come to an end …
↑ Imagine someone, somewhere
in an earlier time
trying to figure out
what to do
with the rest of their life. #sda
We can only work TOWARD
the thingS on our mental radar ↓
at a point in time
“Most mistakes in thinking ↑ are
mistakes in perception”
Connect, connect, connect …
“The mind can SEE ↑
only
what it is
prepared to SEE”
“Once you SEE something
you can not UNSEE it” ↓ continue
“Most mistakes in thinking ↑ are
mistakes in perception”
#sit ↑ → … → #JUDGEMENT ↓
#seek #avoid #means ← to get other things
Intelligence, Information, Thinking pdf ↓
Attention-directing frameworks
#self-development
a.k.a.
#tln #sda #uf
Time-life navigation © ↓
#Trade ↓
The Ascent of Money ↑ ::: WPedia ::: AMZ ::: YT
The Square and the Tower:
Networks and Power, from the Freemasons to Facebook #wgobcd
America Before Columbus
The Great Degeneration
#lter
The Second Curve or Why bother? ↓
Outliers ::: Finishing Well
From Knowledge to KnowledgeS
Management and the World’s Work
What Executives Should Remember ::: html ::: AMZ
THEY don’t want YOU to SEE!
TLN Insights
What thinking is needed?
Time-life navigation concept map
“You must take
integrating responsibility
for putting YOURSELF
into the BIG PICTURE.”
#wlh #horizons
#whtmal = work has to make a life
#bp = big picture #self-development
#ir #lter #dtao #operacy #trade Pluralism
What Executives Should Remember ::: html ::: AMZ
… the real pattern of economic activity
#worldview
What exists is getting old ↑ ↓ #bp
The Five Deadly Sins
Unimagined futureS ↑ ↓ are near receding #horizonS #ptf
#ewtl
information challenges ↑
#horizons
↑ Making a living is no longer enough ↑.
“Work” has to make a life ↓. continue #whtmal
… ↑ finding and selecting the pieces of the puzzle ↓ #fastp
“Life is based on
#beliefs, expectations and assumptions.” ↑ ↓ EDB
The explorer
Attention directing frameworks ::: Think! Before It's Too Late ::: The Six Thinking Hats
Knowledge-Based Management
This page offers:
#bp #fastp A brainroad for designing a way forward ↓ …
#fastp
… an evolving life action #work-approach and work plan
that circumvents
your history, your current #situation or your current #worldview
that imprison you in the past #psdapa
#Work-approach: Identify and record the thought-fragments ↑ ↓ —
with their implied #horizons translated for YOU ↓ —
that you're willing to work toward
in your life — within time. #adt #apta
#36 #uf #tln #lchp #hor3 #wlh #horizons #mo1 #seek #means
“Those who want to live a #fulfilling life —
who want to feel as if there is
some purpose
in their being on this earth —
will have to learn
to MANAGE THEMSELVES” ↓ PFD
#mo1 = key managing oneself “ideas” #wb
“They will have to accept the fact
that it is their own responsibility
to find #fastp
meaningful work
that builds on
their strengths and #values”
PFD #svm.
Work has to make a life #whtmal
How can the individual survive? →
“What cause do I want to serve?” →
Josh Abrams → allocating one’s life (with some foresight)
The second half of your life
Make your life your endgame
Buford said Drucker passed on
three questions everyone should ask themselves during
different seasons of life:
“Who am I, now?” “Where do I belong?”
“What’s my contribution now?”
What factors
need to be considered
in answering each of the
three questions? #mmit #CAF
The answers to these questions
have to be YOUR answers
“Who I want to be tomorrow” — Thomas Crown 2:23
The danger of too much planning ::: Return on luck
Opportunities
Connect, connect, connect
Managing Oneself overview on steroids
Seeking guidance?
Imagining Navigation Course Changes
Why bother?
#org
Who Is An Executive?
Every knowledge worker
in modern organization
is an “executive” if,
by virtue of
his position or knowledge,
he is responsible for
a contribution
that materially affects
the capacity of the organization
to perform and to obtain results. summary ::: full version
The INDIVIDUAL in entrepreneurial society
How can the INDIVIDUAL survive?
#70 #sda #wlh #thinking
“One can … never be sure
what the
knowledge worker
thinks—
and yet
THINKING !!!
is her/his specific work;
it is his/her “doing.”” ↓
Carpenters and Thinkers
Teach Yourself to Think ↓
Where in an organization?
Organization characteristics
Within ↑ REALITY there are recursive needs for:
 SEEING → broad #sda
SEEING → the road ahead
Thinking broad and thinking detailed
Dense reading and dense listening
SEEING → that REALITY
is not controlled by
any system
including an education system —
now or in the future … ↓ #ptf
TomorrowS
… you can’t get there
directly from here
… so you can’t get there by
piling up more todayS —
even with some adjustments.
The challenge:
‘To boldly go (some) where (valuable)
no person has gone before’?
e.g., In 1910 no one had gone to 1920 or 1930 or 1940 …
#hor3 #ewtl
NAVIGATING ↑ ↓ is done by the human mind (#mmit) —
Intelligence Information Thinking — (#PDF) #apta
PLUS
why thinking is so very important
Why bother?
Estimated global population from 10,000BCE to 2100
Introduction to Human Evolution ::: Imagine a time so vast …
How many species? ::: Water logic
Try reflecting on the daily and longer-term lives ↑
over thousands of years — up to the industrial revolution
Human migration and evolution ↑ what’s driving them?
A change in the human condition ::: Landmarks of Tomorrow
The Second Curve by Charles Handy
Those who want a fulfilling life …
Successful careers are not planned
A year with Peter Drucker
Danger of too much planning ::: Return on Luck
Finishing Well ::: Charles Kuralt’s America
the road to Davy’s Bar —
missing the turn to the future
#dwrau #sda #fastp
#second-curve #connect #worldview #horizons #ptf
#YouTube ::: larger 1 ::: larger 2
WHAT EXISTS IS GETTING OLD ↓
The Second Curve ↑ ↓
What Executives Should Remember ::: html ::: AMZ
… the real pattern of economic activity
Water Logic
The Five Deadly Sins
#bp Long years of profound changes ↑ ↓
You don’t know what you’re going to be doing next
Management: 21st Century ~ Next Society
The Economy ↑ ↓
Knowledge Dimensions ↑
#49 #tln #lchp #hor3 #wlh #work-approach #lms #ams
A work approach ↑ ↓
that is effective for the challengeS ahead
is needed ↓
The danger of too much planning — the need
for being flexible and ready to seize the right opportunities
when they come …
The #wisdom learning curve
Boredom is one of those challenges
#ewtl
There are things that happen
between two points in time
and things that are happening over time … ↑ ↓
What exists is getting old
If you can see the road ahead …
THEY don’t want you to see!
#z02 #whtmal
operacy
— the skills of doing
need to be learned
Serious Outside Interest
↑ finding and selecting the pieces of the puzzle #fastp
a way forward
Knowledge-Based Management
«§§§»
To know something,
to really understand
something important,
one must look at it
from sixteen different angles #sda #apta
Most mistakes in thinking are
mistakes in perception #sda
Richard Haass #worldview ↓
The World: A Brief Introduction Amazon ::: Preface #pdf
Allocating one’s life ::: Managing Oneself :::
Executive realities #work-approach
Important: Page/site exploration/navigation ↓
This page contains a great many web links (a.k.a. brainroadS)
These links are a means
of making mental #connections (#sda)
In quite a few places on this page,
you will see a cluster of links.
These clusters are meant to create
a bigger mental picture and
a better mental map.
Some of these clusters are in “teleprompter” format
to make exploration vectors more obvious
The explorer
… To further aid in making connections,
this page contains #hashtags (#sda #dtmp #lms #connect etc.) and
word stem search suggestions.
Search results may create
another set of thought clusters
and a different mental map.
Not every possible connection ( #connect) is tagged.
Some hashtags are “place marks,” #brain-addresses/neighborhoods —
#01 → #99 # and #z01 → #z01 sda …
Web #page-search: Windows = Control F | macOS = Command F | iOS
Try a #page-search ↑ for
“effectiveness” ::: “concentration” or
“management by objectives”
For each thought fragment, concept, illustration, link, or text block
you encounter ↑ ↓
your could EXP lore (rla exp.com)
employing dense reading and dense listening
plus #thinkingbroad and thinking detailed
then ask yourself what does this mean for me? (illustration)
along with performing a #PMI
in conjunction with visualizing (#visual) the operacy involved
Teach Yourself to Think
Situation coding
This page is
an entry point, an introduction, a brainroad & a breadcrumb trail for ↓
BEWARE OF THE PRISONs OF THE PAST —
YOURS plus “your small worldS” (#sw #smp) with their six degrees of separation
and their water logic
(past, present and future)
In a relatively short period of time,
humanity has moved from a world
where people had to be totally self-sufficient
to a world becoming more and more dependent on
a society of interdependent organizations, (#org)
but these organizations are not permanent.
The journey through this page
is going to be confusing
because changing realities must be confusing.
YouTube : The History of Europe: Every Year #youtube → image
what exists is getting old
Imagining Navigation Course Changes
#horizons Age of Discontinuity ::: The Divide ::: Post Capitalist Society
Moving beyond CAPITALISM #worldview #horizons #apta
Capitalism in One Country (1946) ::: The Code of Capital #pdf
Xerox, Kodak, Nokia, Excellent companies et al. #pdf
CNN miniseries: 60’s, 70’s, 80’s, 90’s, 2000’s, The Movies
Social Needs and Business Opportunities ::: The Descent of Money
The explorer
If Socialism is defined, as Marx defined it,
as ownership of the means of production
by the employees, then
the United States has become
the most “socialist” country around —
while still remaining
the most “capitalist” one as well. continue
You may find it very #useful
to create and maintain
a “travel log” and “map”
for recording the
important mental “points of interest”
along your mental journey ↑ ↓
As a person moves through life and time,
major new realities
aren’t automatically revealed to them
when it is convenient
Never heard of … #apta
“To know something,
to really understand
something important,
one must look at it from sixteen different angles.
People are perceptually slow,
and there is no shortcut to understanding;
it takes a great deal of time.” more ↓
#wlh #hor3
More than anything else
we are responsible for
our own #self-development
and allocating our lives continue
If you can see the road ahead …
There are no answers here. There are
there are only BROAD #sda
attention-directing #adt
thought-fragments
and/or connectable thought clusters
Life and Action Management System Foundation
(#LMS3 #AMS #work-approach) ↓
“Your thinking, choices, decisions
are determined by what you’ve “SEEN”
Once perception is directed (#adt) in a certain direction
it cannot help but see,
and once something is seen,
it cannot be unseen”
#z02
operacy
— the skills of doing
need to be learned
finding and selecting the pieces of the puzzle
a way forward
Serious Outside Interest
Larger view ↑
The Six Thinking Hats may be applied
to the concepts implied
within the thinking map above
↑ finding and selecting the pieces of the puzzle #fastp
“In today’s ever changing world,
you can’t meet the responsibilities of leadership
unless you keep up with the times”
— and that must be confusing
because there will alway be
multiple contradictions.
larger view ↑ ::: seen-ew-attention ::: explore ↓
#wlh
“Your first and foremost job as a leader
is to take charge of your own energy
and then help to orchestrate the energy
of those around you” — Peter Drucker
BEWARE OF THE PRISONs OF THE PAST
If
you
don’t
design
Alternative life directions
(Why you NEED many competing patterns ::: broad #sda ::: #design :::
imagining navigation course changes ::: early career work :::
insights ::: why bother? ::: self-development :::
managing oneself — a revolution in human affairs ::: Peter Drucker)
your own life
then
someone else
(#worldview #hotw ::: The Vanishing East ::: IBM ::: guttersnipes !!! :::
Easy prey !!! ::: #28 #ea #fastp Trans/Tribal ::: Wars !!!)
What’s happening to America's middle class? And the implications?
Can workers really “fix” the problem? (Kodak, Blackberry, Sears … ) #pdf
will
do it
for you
me → #wgobcd → Vietnam-era Vet and former
Fortune 200 Fixer and General Manager of Discontinued Operations ↑
#wgobcd #surprises
“If you don’t design your own life plan,
chances are you’ll fall into someone else’s plan.
And guess what they have planned for you?
Not much.” ― Jim Rohn
Alternative life directions
«§§§»
What happens
when the world changes
and you don’t?
BEWARE OF THE PRISONs OF THE PAST → our inheritance ↓
Circa 1958 ish ↑ “No one born after the turn of our century (1900)
has ever known anything
but a world uprooting its foundations,
overturning its values
and toppling its idols.
No one younger than this century
has known anything
but an age of revolution.
In the political, the social, the economic,
even the cultural sphere,
the revolutions of our time
have been revolutions “against”
rather than revolutions “for.””
The New Frontiers (The Marshall Plan →)
A panoramic view of Ottoman era Istanbul in the 19th century
VS.
Handbook for
the Positive Revolution
… avoiding a system that makes intelligent people
stagnate and ineffective
↑ Principles ::: Methods ::: Power
The Principles : Effectiveness ::: Constructive (design) :::
Respect ::: Self-Improvement ::: Contribution
Effectiveness: Lord heart of the matter
The four elements of Commando Spirit :
Courage, Determination, Unselfishness,
and Cheerfulness in the face of adversity small worlds #sw ::: Aldo Kane
«§§§»
Thinking conclusions ↑ ↓
based on something familiar
are likely to be
associated with
yesterday’S reality continue
Outer world — inner world
«§§§»
Imagine your life existing within the world of
1910, 1935, 1950, 1960, 1970 or …,
how would you devote your time
to creating your future
without basing your actions
on an ill-fated extrapolation of the past?
BEWARE OF THE PRISONs OF THE PAST
We know only two things about the future (continue)
Why you NEED many competing patterns ↑ ::: broad worldview #sda within perception ↑
The danger in excessive emphasis on
rigid
acceptances and rejections — judgement
«§§§»
This page provides a compass and
a unique breadcrumb trail
for SEEING an evolving life
among other lives
in changing, unpredictable small worlds #sw
over time
If you focus your attention
on anyone’s life
at a point in time
you will see their small worldS (#sw)
connected to other small worldS
through degrees of separation
↑ Can be seen in Rick Steves’ Europe #youtube
This page is
a time-investment menu
and thought-scape for
identifying (seeing) and exploring horizons —
alternative horizons to consider
Look north, look south … note what you SEE #adt continue
Going outside Yellow hat ::: homework needed
There are no answers
only alternatives and
constantly receding horizons
#horizons
… work has to make a life continue ↑ ↓
but how?
#wlh
Successful careers are not planned … continue ↑ ↓ #ptf
We are … what we do — repeatedly ( Groundhog Day )
#horizons From Knowledge to KnowledgeS
#evidence-wall and timeline #iewt → larger ↓
#ewtl
If you can see the road, life is easier continue
Your thinking, choices, decisions are determined by what you’ve “ SEEN”
FREEDOM
Build on islands (a.k.a. small worlds #sw) of #health and strength
What, exactly, will we remember years from now?
Memories from people who lived through major historical events —
World War II, the Vietnam War, and others —
offer a clue for how we’ll look back on the pandemic.
We know only two things about the future (continue)
Why you NEED many competing patterns ↑ ↓
«§§§»
Along the road of time there are new realities
that create a new reality
which is followed by another new reality
followed by another new reality.
New realities have an impact on an old reality and old realities.
Transnational/Tribal #ea #fastp #worldview #connect
Part of a new reality is that there will be people around the world
who are/were trapped in prior realities at various points in time.
Circa 1958 ish ↑ “No one born after the turn of our century (1900)
has ever known anything
but a world uprooting its foundations,
overturning its values
and toppling its idols.
No one younger than this century
has known anything
but an age of revolution.
In the political, the social, the economic,
even the cultural sphere,
the revolutions of our time
have been revolutions “against”
rather than revolutions “for”” The New Frontiers
#ihor ↓
Fragmentary evidence of
changing worldS may be seen in museums around the world —
at various pointS in time. All worldS are small worldS (#sw)
Karen Blixen : Out of Africa
What Goes On Behind Closed Doors #wgobcd ↓
#evidence-wall ↓
The Square and the Tower:
Networks and Power, from the Freemasons to Facebook at Amazon #wgobcd
Importance of thinking → Lovers in Auschwitz, Reunited 72 Years Later. He Had One Question. #pdf ← WWII
“Only the paranoid #survive” — boredom? ::: From Progress to Innovation #pdf
#lter #hotw History of the World in Two Hours (first 2 and last 13 minutes)
The origins of native Americans:
First Face of America
What happened to America before Columbus? #youtube #worldview
What happened to the empires in world history? GONE #worldview
"David Reynolds" historian YouTube #youtube #worldview
The Asian Century
This page and it’s linked pages
are a foundation for creating life work -books.
images: single cell 1 ::: single cell 2 ::: tree of life ::: history of life ::: stages
Did you #SEE and #NOTE the patterns (#connect #pattern #patterns) of change? ↑ —
The universe and our worldS are not stable nor static but dynamic and
non-linear — tomorrowS aren’t extrapolations of yesterdayS
Even the variety of universe “conceptualizations” ↓ are of very recent origins
#hotw History of the world in seven minutes #audioplayback
Making the future #ptf #mtf
#08 “It is almost frightening
how fast the obvious of yesteryear
is turning incomprehensible” continue
On the road ahead ↑, there will be multiple, multiple new realitieS ↓
In less than 150 years, (circa 1988)
MANAGEMENT
has transformed
the social and economic fabric
of the world’s developed countries. … continue
#sop The Spirit of Performance #pdf
Hong Kong more recent
Google: McKinsey Asia
The New Pluralism ::: Up to poverty ::: Luther, Machiavelli, and the Salmon
What is the social impact of your participation and contribution? ↑ ↓
How will your children and grandchildren
know to
and
know how to
integrate their lives
into this
unfolding and unpredictable reality?
Does being just another job-holder count?
How can the individual survive? continue
We live in the world we see continue
In a relatively short period of time
humanity has moved from a world
where people had to be totally self-sufficient
to a world becoming more and more dependent on
a society of interdependent organizations, (#org)
but these organizations are not permanent.
#iecs We know only two things about the future:
It cannot be known.
It will be different from what exists now and from what we now expect
The future that has already happened #ptf
Living in an Age of Overlap
Intelligence Information Thinking (#iit)
BROAD worldview #sda
From Knowledge to KnowledgeS ::: Knowledge and Technology #pdf
The Emerging Knowledge Society
> Knowledge Economy and Knowledge Polity
> School and Education as Society’s Center
> The Competitive Knowledge Economy
> How Can Government Function?
The Manager and the Moron ::: Luther, Machiavelli … ::: Transnational/Tribal
… #worldview to RESPONSIBILITY based organization ::: #article titles
The mothership
What Executives Should Remember ::: html ::: AMZ
… the real pattern of economic activity
↑ larger view and additional connections
The Five Deadly Sins
Try mentally running this ↑ backward and forward through time !!! — 1800 - 2050
#Cities ::: Supply chain management ::: Last mile
Even organizations (#org) that normally are long-lived
In a transition period, the number of people in need always grows
Easy prey !!!
The English Constitution ::: Lombard Street
Supplemental awareness
BEWARE OF THE PRISONs OF THE PAST ↑ ↓
Real GDP (gross domestic product) trend 1950 - 2020 ↓
Economic #growth ↑ is linked to interest rates ↓ Central banks running scared
Stock prices vs. economic growth. ↓ both are linked to interest rates ↑
Per capita GDP ↓
“Economists never know anything until twenty years later.
There are no slower learners than economists.
There is no greater obstacle to learning
than to be the prisoner
of totally invalid but dogmatic theories.
The economists are where the theologians were
in 1300: prematurely dogmatic” — Frontiers of Management
“The customer never buys
what you think you sell.
And you don’t know it.
That’s why it’s so difficult
to differentiate yourself.” — Druckerisms
Potential customers are somewhere else ↓
Population distribution by location ↓
Production ::: Larger view of the image above
larger view of the image above ↑
Ports
larger
larger 1 ::: larger 2
What needs doing around here?
A local view from Google Earth ↓
Try searching Google for "largest cities" then see
what do they look like on the map in overview and in street view.
Along the road to Terra Alta ↓
Urban world: The shifting #global business landscape
Knowledge: Its Economics and Its Productivity
Economic content and structure landscape
High tech is living in the nineteenth century continue
futile heroic efforts … but tomorrow always arrives #potp
Victims of success
Dense reading and Dense Listening
thinking broad and thinking detailed
Decisions ::: Topic work ::: Action plans ::: Communications
Google: global falling birth rate implications
… and at the same time ↓
Why good people still can’t get jobs #pdf
Will GE’s pension freeze help or hurt? #pdf
#reality check: the journeyS ahead ↓ are not going to be easy …
#edu #sda
“For almost nothing (#fan — source)
in our educational systems
prepares people
for the #reality
in which they will live, work,
and become #effective” —
Peter Drucker
… and graduate school is much worse …
… “ not even educated in management ” … continue
Google search
Druckerism and intellectual capitalist #wlh #lms #education
Books by
Peter Drucker ::: Walter Wriston ::: Bob Buford ::: Rick Warren
How could an education system
prepare us
for unknown and unpredictable
future #realitieS? #ptf
Topics in books by Walter Wriston #ea #fastp ::: Transnational/Tribal
A Century of Social Transformation
… take more responsibility for himself or herself,
rather than depend on the company. continue
#ATTENTION: Preparing to SEE #adt
The Educational Revolution circa 1957 A sudden, sharp change
has occurred in the meaning and impact of
knowledge for society
#dinp Description is not #perception
Knowledge Economy and Knowledge Polity
#worldview
People of high #effectiveness are conspicuous by their absence in executive jobs continue
The Pentagon Papers ::: The Afghanistan Papers
#hor3 #wlh “To say that most executives spend most of their time tackling the problems of today is euphemism.
They spend most of their time on the problems of yesterday.
Executives spend more of their time trying to unmake the past (here) than on anything else.” Druckerism
what exists is getting old
«§§§»
#79 #lms #hor1 #hor #mmit
“We need judgement to find our way through life. #mmit
The danger is an excessive emphasis on rigid acceptances and rejections, and not enough attention to design.
#Design is a matter of putting things together to achieve an objective and to serve our values #svm.
Instead of searching for the standard solution we design a way forward.” — Edward de Bono
The explorer
JUDGEMENT
#ewtl
The patterning system of the brain
NO SURPRISES
Managing the Moron
“We can only move through life because the judgement of ‘recognition’ tells us at every moment
what things are;
what things to #seek; #lms #hor1 #hor2 #hor3 #wlh
what things to #avoid; #lms
what things to #use as means to get other things. #lms
Without judgement we could not proceed at all .
The danger lies in the harsh, quick and rigid judgements that we require of ourselves and that are required by our traditional thinking habits .
Too often we use stereotypes to ease our judgement.
Too often we put up false either/or choices to force ourselves, or others, into a certain position .
All this is an integral part of the Gang of Three thinking system, with its emphasis on:
rejection of the ‘untruth’
the search for absolutes
and an inclusion/ exclusion box type of logic with the avoidance of contradiction.
This is an excellent system for many purposes but it has its limits and its dangers.
In a changing world the ‘boxes’ derived from the past may no longer be adequate to describe a changed present .
The dangers of judgement lie both in the rejection aspect and in the acceptance aspect .
Something rejected drops out of attention and perception .
It is no longer an ingredient in our thinking .
Something accepted may be accepted too wholeheartedly, when acceptance should be
milder,
doubtful or
related to circumstances .
While acknowledging the practicality of simplistic black/white judgements, most people are coming to realize that the world does not work that way.
If you choose to take a black and white photograph of the world this does not mean that the world has no colors.
Instead of judgement the emphasis is on ‘design’ .
How do we put things together in order to satisfy our values and needs ?
Design may be much more difficult than judgement but the results will be better .
Many problems can be solved by analysis .
You identify the cause of the problem and then you seek to remove that cause .
But when the cause cannot be found or, if found, cannot be removed, then we are paralyzed because more and more #analysis will not solve that problem.
We need to be able to ‘design the way forward ’, leaving the cause in place .
#ihong While we are excellent at #analysis we are not nearly so expert at design — because design requires idea creativity .” continue
Judgement needs to be made OPERATIONAL
Parallel Thinking #mmit
Dealing with risk and uncertainty continue
Harnessing Everyday Genius?
#04 #wyhs = what you have seen
In navigating … ↑ ↓
“Your #thinking, choices, #decisions
are determined by
what you’ve “SEEN” ↓
#mmit #adt #wyhs #ewal #twws #cop → #connect
#ewall
Not everything you’ve seen
is equally valuable
and there maybe contradictions
Once you’ve seen something you can’t unsee it
We live in the world WE SEE
“#Decision making ↑ #PDFs
is a time machine (here)
that synchronizes into a single time — the present —
a great number of divergent time spans.” Druckerism
“Wisdom is about awareness ↑. #ptf ↓
If you know the road ↑, life is easier.
TLN insights
If you can see the road ↑ ↓, life is easier.
If you can discover new roads ↑ ↓, life is richer.
If you know you have a choice of roads ↑ ↓,
life is richer.” continue
Richard Branson
#tln #whtmal
“Making a living is no longer enough,” …
“Work also has to make a life.”
Druckerism ::: TLN insights ::: Managing oneself (calendarize this? #ams)
Successful careers are not planned … #ptf continue
Aim high vs.
the risk
of doing nothing
Do you know
where you belong?
Consider these observations ↑ from different points in time.
How could you make them operational? ↓
evidence wall and timeline larger ↓
#ewtl
… still thinking inside the box?
“one acts only upon what one is paying attention to …” ↑
Build on islands (a.k.a. small worlds #sw ) of #health and #strength
We are nowhere near the end of the turbulences,
the transformations, the sudden upsets #lter continue
Long years of profound change #ptf
And “The actual #results of (current) action are not predictable ↓” #ptf continue
“I have known many people who are
very clever indeed within their own fields
(even winning #Nobel prizes)
but not especially ‘wise’
outside their own fields of study.” — EDB
#reality assumptions ::: The Black Cylinder Experiment !!! #bce
Josh Abrams — lessons ::: Danger of too much planning
Annual review ::: Goal review
«§§§»
#01 How is it possible
to work toward
the “right horizonS” —
the “right thingS” —
that aren’t on your mental radar ↓ …
#evidence-wall ↓
… at the right points in time? ↑ ↓
#02 How is it possible
to know
what goes on
behind closed doors? #wgobcd #surprises
Why not let Peter Drucker provide some awareness and insights?
#worldview
Is “right” something #dogmatic or something determined by a #situation? ↓
The images above suggest an answer and
there is a connection to time spans #connect
What exists is getting old ↑ (wip) ::: The future that has already happened ↑ (wip) #worldview
You have to be prepared for the abandonment of everything (#wgobcd #potp) ↑
From Progress to Innovation ↑
The Shift To The Knowledge Society ↑
Handbook for the Positive Revolution
The explorer
The explorer
rla exp.com = r eal l ife a dventures from exp ↑ loration #adt
The general intention: getting on down the road —
in YOUR life within TIME
employee development ↓
Judgement Needs to be Made Operational within time
#Thinking stages: exploring what to do → concluding → doing (#operacy) → back to stage 1
There are structureS to be considered in deciding what to do next ↓
“That knowledge has become THE resource ↑,
rather than a resource,
is what makes our society ‘post-capitalist.’
This fact changes — fundamentally —
the structure of society.
It creates new social and economic dynamics.
It creates new politics.” #knowledge ::: KEKP ::: MW
THIS ↑ MEANS IT HAS TO BE A SOCIETY OF ORGANIZATIONS ↓
«§§§»
Knowledge exists only in application
(… and not in school courses)
The knowledge we now consider knowledge proves itself in action …
Knowledge exists only in application
Moving beyond capitalism
From Progress to #Innovation
Startup thinking ::: Entrepreneurs and Innovation
«§§§»
#61 #attention1 of 3 #tln #wlh #ns #surprises
NO SURPRISES ↓
#ns = information and information processing
#adt1
“One does not pay attention to everything.
And one acts only upon
what one is
paying attention to. …
Questions — information gathering tools
Parallel thinking
Attention and thinking
Attention-directing frameworks
… The reaction
may be thinking or
it may be action (which is only thinking
that passes through our mouths
or our muscles instead of our minds).
Getting things done
The world around
is full of a huge number of things
to which one could pay attention.
But it would be impossible
to react to everything at once.
So one reacts only to a selected part of it.
#wlh The choice of attention area
determines the action
or thinking that follows.
The choice of this area of attention
is one of the most
fundamental aspects of thinking” #edb TLN Insights
The reaction is governed by ↓
The brain is a history library
that has to run in the future tense. continue
what exists is getting old
«§§§»
#wlh
… “Another implication is that the #performance of an #individual, an organization, an industry, a country
in acquiring and applying #connect
#KNOWLEDGE
will increasingly become THE key competitive factor —for career and earnings opportunities of the #individuals; for the #performance, perhaps even the survival, of the individual organization; for an industry; and for a country. (#mtf)
About time (wip) ::: The future that has already happened (wip)
The knowledge society will inevitably become far more competitive than any society we have yet known — for the simple reason that with knowledge being universally accessible, there are no excuses for nonperformance.
There will be no “poor” countries.
There will only be ignorant countries.
And the same will be true for individual companies, individual industries, and individual organizations of any kind. (#org)
It will be true for the #individual, too.
In fact, developed societies have already become infinitely more competitive for the #individual than were the societies of the early twentieth century—let alone earlier societies, those of the nineteenth or eighteenth centuries.
Then, most people had no opportunity to rise out of the “class” into which they were born, with most #individuals following their fathers in their work and in their station in life.” continue and small worlds
Knowledge and technology #pdf
WW II as Three-dimensional Chess #pdf #sda #thinking #knowledge #technology
Joining technological frontiers #pdf #knowledge
How marriage became an outdated concept #pdf
#Hong Kong more recent
Google: McKinsey Asia
Knowledge as THE key resource is fundamentally different from any of the traditional key resources, that is, from land and labor, and even from capital.
It is not tied to any country.
It is transnational.
It is portable.
It can be created everywhere, fast, and cheaply.
Finally, it is, by definition, changing.
Knowledge always makes itself obsolete within a short period of time.
The one thing that is predictable about a competitive advantage based on knowledge —whether the advantage be that of a country, of an industry, of an institution (whether a business or a university), or of an #individual—is that the advantage will soon be challenged, and probably by a total newcomer.
#evidence-wall ↓
For that reason alone the acquisition of knowledge, that is, learning, can no longer stop at any age. #wlh schools as partners with high performing adults and their organizatons
For an #individual, having a socially needed knowledge specialty is valuable — but #reality is not quite so simple
#thinkingcanvas ↓
Make Judgement Operational within time ↓
#wlh More than anything else, the #individual has to take more responsibility for himself or herself, rather than depend on the company — explored further down the page
#ewtl
#careerTimeView ↓ → knowledge industries, work, worker
Buford said Drucker passed on
three questions everyone should ask themselves during
different seasons of life:
“Who am I, now?” “Where do I belong?”
“What’s my contribution now?”
What factors
need to be considered
in answering each of the
three questions? #mmit #CAF
The answers to these questions
have to be YOUR answers
“Who I want to be tomorrow” — Thomas Crown 2:23
The danger of too much planning ::: Return on luck
Opportunities
What are the elements of work-life and career that need to be considered?
Google: Average company life span ::: Life expectancy of an institution
If you can see the road ahead — work-life time view #wisdom ↑ ↓ …
We live in the world WE SEE
#engagement?
Assumptions
Tactics (success) by Edward de Bono ::: People decisions
StrengthsFinder ::: Knowledge specialty evolution ::: Mojo :::
What Got You Here Won't Get You There ::: Managing Oneself a revolution …
The Second Half of One’s Life
Allocating your life
larger #careerTimeView ↑ ::: The walking dead
Opportunities ::: The return on luck
Build on islands (a.k.a. small worlds #sw ) of #health and #strength
#worldview #horizons It is time to give up thinking of jobs or career paths as we once did and think in terms of taking on assignments one after the other continue
Broad worldview #sda ::: Danger of too much planning ::: #Learning to learn ::: Seasonal changes #parallel
Evolution of occupations
Know your strengths ::: The first #question to ask is what needs to be done ::: Every six months, ask yourself, what do I want to be remembered for? NYT Obits continue
You are the Twenty-first Century CEO of yourself
If you read only one management book OR Where do I begin to read Drucker? #whtmal
“To say that most executives spend most of their time tackling the problems of today is euphemism.
They spend most of their time on the problems of yesterday. (here)
Executives spend more of their time trying to unmake the past than on anything else.” Druckerism (what exists is getting old)
#62 #hor3 #wlh 25 JAN — Reinvent Yourself
The following thought fragments are a part of
managing oneself — a revolution in human affairs
The concepts below imply the need for dense reading plus
thinking broad and thinking detailed
“Knowledge people
must take responsibility
for their own
development #self-development
and placement.
In today’s society and organizations,
people work increasingly with knowledge,
rather than with skill.
Knowledge and skill differ in a fundamental characteristic —
#skills change very, very slowly.
Knowledge, however, changes itself.
What different knowledge specialties #kspec ↑
were necessary in each broad situation?
What were their origins and evolution?
It makes itself obsolete ↑, and very rapidly.
A #knowledge worker becomes obsolescent ↑ if he or she does not go back to school every three or four years. continuing education
#ewtl
The individual in entrepreneurial society
This not only means that the equipment of learning, of knowledge, of skill, of experience that one acquires early is not sufficient for our present life time and working time ↓.
People change over such a long time span.
They become different persons with
different needs,
different abilities,
different perspectives,
and, therefore,
with a need
to “reinvent themselves.”
I quite intentionally use a stronger word than “revitalize.”
If you talk of fifty years of working life — and this, I think, is going to be increasingly the norm — you have to reinvent yourself.
You have to make something different out of yourself, rather than just find anew supply of energy.” — The Daily Drucker
The second-half of your life
“Quite simply, the #values habit determines the whole value of the thinking (in real life).
Without values there is no value to the thinking. #svm
In real life #values determine choices, decisions, success and failure” continue
#tinl “There is no law requiring one to think for oneself or to make one's own #ideas.
In important matters it is usually easier to accept other people's ideas ready-made and this saves one the trouble of doing any thinking for oneself — though one may still have to do it in minor matters.
Often one has no choice but to accept the ideas of others because thinking things out for oneself can be so difficult.
Education unfortunately provides little help in this matter.
You can probably remember things you were taught at school
about geography (valleys, river deltas, rice-growing countries, etc.) and
about history (dates of battles, names of kings, etc.).
But can you remember what you were taught about thinking?
Or is thinking something that one knows all about anyway — like walking or breathing?
The truth is that thinking is too important a matter to do anything about.
So we have left it to the philosophers who over the ages have amused themselves with the most intricate analyses which have little relevance to everyday life.
Some time ago a man (Rudolf Carnap), who was described as being one of the most influential philosophers of the century, died.
Influential on his fellow philosophers, but hardly on anyone else.
Just how much influence does logical positivism have on everyday thinking?” practical thinking
#wlh #14 #wb #worldview #mmit #fastp
“Why bother?
Handbook for the Positive Revolution
Why didn’t somebody show me?
This is a sensible phrase to cover a sensible strategy.
Go your own way.
Do your own thing.
Carve out a little niche in the complex world and then be happy and content in that niche.
Being worried about the rest of the world is too futile and too difficult a task.
Let those (the unreasonable man) who are motivated to change the world work on that task. #wgobcd
The world will always last long enough to see out your lifetime.
Century of social transformation
#wgobcd guttersnipes ::: The Alternative to Tyranny
#wgobcd The Forces Creating a New Geography of Opportunity?
How can the individual survive?
I am not going to disagree with this point of view but to side-step it in order to write for those who know that they are inseparably part of the world in which they live : their own internal world, the local community world and the world at large (#global) …
Outer world — inner world
sidebar — ↑ ↓ (#connect #mmit #CAF)
What goes on behind closed doors #wgobcd ↓
Freedom is not fun … guttersnipes
Your education has not prepared you …
Plenty of people will always be needed
who can bring only muscle to the job continue
The End of Loyalty
“The reasonable man
adapts himself to the world;
the unreasonable man
persists in trying to
adapt the world to himself.
Therefore, all progress
depends on the unreasonable man.”
George Shaw
Dealing with risk and uncertainty
Wisdom BROAD #sda
Intelligence and
PEOPLE BEHAVIOR #seek
More than an animal
Time-life navigation insights
Beware of the guttersnipes
Tomorrow always arrives
WHAT EXECUTIVES SHOULD REMEMBER (Audible)
How Much Labor Is Needed — and What Kind? #wgobcd continue
Managing oneself — a revolution in human affairs
#wlh A non-competitive life #aomt
Danger of too much planning
The responsibility based organization (#org)
We face long years of profound changes
Survival is competition
Living in a Lego™ world
Post-capitalist society has to be decentralized
#hor3
Remembered for — a difference in the lives of people —
A MAJOR HORIZON NYT Obits …
The Walking Dead
Alternative life directions
Ludecy
main brainroad continues ↓
… Let the others munch contentedly like cows in the field — happy that there is grass today.
My concern has always been with human thinking because this seems to me to play so central a #role in human happiness and development both from moment to moment and also over the longer term.
I believe that we have done relatively little about thinking but have been content with a fluency of argument and the ability to attack and defend positions.
This sort of thinking unfortunately lacks the creative, constructive and #design energies that we really need in order to go forward.
Indeed, our absurd emphasis on negativity seriously impedes such progress.
This particular book is not, however, about thinking habits and methods.
This book is about the fundamental background and setting in which we would use our thinking skills .
If we are disposed to be negative then our thinking skills will help us to be negative.
If we are disposed to be positive then our thinking skills will take us in that direction.
This is more than a moment to moment emotional bias — it is THE fundamental attitude of our being.
There are far too many people who believe that natural evolution controlled by critical negativity will form the #ideas that we need — just as Darwinian evolution perfected a variety of life forms.
This is a dangerous fallacy.
Evolution is very slow, very messy, very wasteful and is incapable of making the best use of available resources.
Inadequate — but not disastrous — #ideas and #institutions will #survive, perfect and defend themselves (#cfs #ole #lypc) thus preventing the more effective use of resources.
sidebar — ↑ (#connect #mmit #CAF) ↓
#Realities:
Business realities, Market realities, and Knowledge realities
Even long-lived organizations
The Second Curve
Amazon → How the Mighty Fall — Stages: 1 Hubris Born of Success; 2 Undisciplined Pursuit of More; 3 Denial of Risk and Peril Stage; 4 Grasping for Salvation; 5 Capitulation to Irrelevance or Death.
Every institution, no matter how great, is vulnerable to decline.
There is no law of nature that the most powerful will inevitably remain at the top.
Anyone can fall and most eventually do.
Tomorrow always arrives
and it is always different
main brainroad continues ↓
… That has always been the logical basis for revolution.
This book is intended for those who see this logical need.
There is a #useful place for negativity
in changing values; #svm
in providing shaping pressures;
in curbing excesses;
in removing defects in order to improve an idea; and
in forming the conscience of society.
But the constructive and creative energies have to be there in order to get the steady, step by step progress that is the basis of the positive revolution. …
A revolution in every generation
is not the answer
Management Worldview(S)
… How we generate these constructive energies is what the positive revolution is about . ” Handbook for the Positive Revolution
Beware of boredom
Josh Abrams → allocating one’s life (with some foresight)
Starting small fires
Beware of waisting time and energy on good intentions and “good causes”
Tender loving care
of time #tln
«§§§»
#99 #hor1 #wlh #mmit
A few people
(not everyone)
higher up your LIFE food chain
may be observing your worldview and behavior
#31 #whtmal #hor3 #sda #connect #think #dwrau #mmit #fastp #tln #wlh #ea
Pieces of the Puzzle #fastp #connect #mmit ::: YouTube: EDB on thinking
A person is sitting down at a table with all the pieces of a puzzle on the table before him.
The task is to complete the puzzle.
The intelligent person may complete that puzzle rather quickly.
When all the pieces of the puzzle are given there is a skill in seeing how they fit together. #mmit
Evolution of puzzles
#z02 #lms #ams ↓ TLN Insights ::: View
operacy
— the skills of doing
need to be learned
Serious Outside Interest
#fastp → Drucker book search
::: de Bono book search
But in most #situations the pieces of the puzzle are not given. #mmit
sidebar ↓ (#connect #mmit #CAF)
Homeland Showtime ::: #evidence-wall #ewall ↓
The stepladder is gone,
and there’s not even the implied structure
of an industry’s rope ladder.
It’s more like vines,
and you bring your own machete.
The Daily Drucker topic list (puzzle pieces)
If you can see the road ahead
#wb #mo
Seeing only part of the situation
The explorer
JUDGEMENT → Attention-directing frameworks
Before long
new puzzle pieces emerge
while existing pieces change, age, and possibly disappear
#ewtl
If you can see the road ahead
The patterning system of the brain
Learning to learn
main brainroad continues ↓
You have to find the pieces and
assess the value of the pieces
and then select the pieces.
Most #situations are open-ended
not closed-ended. #dwrau ::: Carry on or Connect up
sidebar ↓ (#connect #mmit #CAF)
Carry on or Connect up
Homeland (Wikipedia)
“Needle in a haystack”
“the dog didn't bark”
Murder at the Baskervilles
#sda To know something,
to really understand something important,
one must look at it
from sixteen different angles.
If you can see the road ahead
Information challenges
Mistakes in Perception #dwrau
Ludecy
Six Frames for Thinking About Information
Connect, connect, connect
main brainroad continues ↓
The intelligence needed to find and select the pieces #dwrau is not the same as the intelligence needed to put pre-selected pieces together.
sidebar ↓ (#connect #mmit #CAF)
The Intelligence Trap
#Brain-addresses in books by Peter Drucker
The Daily Drucker topic list (puzzle pieces)
Topics in books by Walter Wriston
If you can see the road ahead
Assembling puzzle pieces ↓
THE CONVERSATIONS:
WALTER MURCH and the ART of EDITING FILM
MICHAEL ONDAATJE
Making connections
main brainroad continues ↓
Intelligence may be very good
at ‘understanding’ things
but is not necessarily so good
at ‘designing’ or‘doing’ things.
sidebar ↓ (#connect #mmit #CAF)
#ams
“Your thinking, choices, decisions
are determined by what you’ve “SEEN”
Once perception is directed (#adt) in a certain direction
it cannot help but see,
and once something is seen,
it cannot be unseen”
#z02
operacy
— the skills of doing
need to be learned
Serious Outside Interest
finding and selecting the pieces of the puzzle
If you can see the road ahead
a way forward
The Daily Drucker topic list (puzzle pieces)
The Second Curve
Tomorrow always arrives and
it is always different
The World: A Brief Introduction by Richard N. Haass
main brainroad continues ↓
Different skills
are needed
for the different #situations. — EDB
↑ Same for knowledgeS
Intelligence Information Thinking #pdf
In navigating
“Your #thinking, choices, #decisions
are determined by
what you’ve “SEEN”
Men of high effectiveness
are conspicuous
by their absence in executive jobs
Even long-lived organizations
One does not pay attention
to everything — No Surprises
One acts …
… only upon …
… what one is paying attention to
An exploration path designed for finding the pieces
#edu
Education
“Education teaches reading, writing, arithmetic and a lot of #knowledge (#information).
The reading, writing and arithmetic are basic skills which everyone needs to survive in society — and to contribute.
There is, however, a skill missing from traditional education.
This is the skill of thinking.
I do not mean thinking in the sense of argument or #analysis but thinking in the sense of '#effectiveness'. explore
This is the thinking needed to get things done : objectives, priorities, alternatives, other people's views, idea creativity, decisions, choices, planning, #consequences of action.
We have literacy and numeracy but we need 'operacy' or the skill of doing.
Many years ago I designed the #CoRT thinking lessons for the deliberate and direct teaching of thinking as a school subject.
These lessons are now widely used throughout the world with several countries making them compulsory in all schools.
There is increasing use of the lessons in the USA, Canada and Australia and a more limited use in China and Malaysia.
Intelligence is a potential just like the horsepower of a car.
To use that potential the driver needs to develop skill.
That is the skill of thinking.
Education must teach #effectiveness.
#knowledge ( #information) is not enough.
Knowledge without effectiveness can be very dangerous.
It can mean that the people with knowledge get into positions of power and do not know how to be effective.
The new education of the positive revolution must teach the thinking skills necessary for #effectiveness, leadership and the skills of dealing with other people.” — Handbook for the Positive Revolution
#wlh #apta
Language is an encyclopedia of ignorance
↑ YouTube: A brief celebration of Edward de Bono's
ideas on thinking ↓
IMAGE THINKING
“Language has been the biggest help in human progress.
Language is now by far the biggest barrier to human progress.
If language has indeed been the biggest help to human progress, how can it now be the biggest barrier?
Language has enabled the human species to move ahead of primates even though there is only a tiny difference in genetic DNA.
Language has allowed communication and therefore cooperation.
Language has allowed the storing of knowledge (a.k.a. #information) , so that future generations can benefit from the learning and wisdom of past generations.
Language allows the formulation and expression of thoughts.
Language allows competent and subtle descriptions.
So how can language now be the biggest barrier to human progress?
Any self-organizing system like human thought and human language reaches a stable equilibrium state (sometimes called a local equilibrium).
It is very difficult to budge from this state because any change seems inferior.
Landmarks of Tomorrow
The Manager and the Moron
So we are sucked back to the equilibrium state.
That is why changes in language are so slow and so difficult.
COMPLEX WORLD
Purely on this system basis it is inevitable that language will reach a complacent ‘stable’ state and will become more and more inadequate at describing an increasingly complex world.
So language may indeed have been the biggest help towards human progress up to this point in time.
It may also be the biggest barrier to further progress.
A child’s clothes are important and suitable, but the child eventually grows out of them.
The clothes remain wonderful, but their value is changed.
Trainer wheels on a bicycle are essential until you learn to ride the bicycle — but a hindrance thereafter.
The apparent contradiction can also be resolved in another way.
Language as a general concept remains as valuable as it has always been.
At the same time, our current language is a barrier to progress.
That is why my book ( The De Bono Code Book: Going Beyond the Limits of Language ) needed to be written.
Language is an encyclopedia of ignorance.
Words and concepts enter language at a state of relative ignorance (relative to our current knowledge).
Luther, Machiavelli, and the Salmon
These perceptions are frozen into permanence with a language word.
So we are forced to perceive the world in a very old-fashioned way.
It is for precisely this reason that language has become a barrier to human progress.
For example, the perception of ‘profit’ has severely limited the social development of business and value creation in society.
Why, then, have we not been able to develop the new concepts and perceptions that are needed?
The answer to this question is the key element in the book, which is published by Viking this month.
We have not developed new perceptions or complex perceptions because our ability to describe in words is so superb that we feel we can describe any #situation perfectly well with the existing language.
This is a dangerous and fatal mistake because description and perception are two different things.” — EDB
Afterword: The Descent of Money by Niall Ferguson
Today’s financial world is the result of four millennia of economic evolution. #second-curve
Money — the crystallized relationship between debtor and creditor begat banks, clearing houses for ever larger aggregations of borrowing and lending.
From the thirteenth century onwards, government bonds introduced the securitization of streams of interest payments; while bond markets revealed the benefits of regulated public markets for trading and pricing securities.
From the seventeenth century, equity in corporations could be bought and sold in similar ways.
From the eighteenth century, insurance funds and then pension funds exploited economies of scale and the laws of averages to provide financial protection against calculable risk.
From the nineteenth, futures and options offered more specialized and sophisticated instruments: the first derivatives.
And, from the twentieth, households were encouraged, for political reasons, to increase leverage and skew their portfolios in favor of real estate.
Economies that combined all these institutional innovations banks, bond markets, stock markets, insurance and property-owning democracy performed better over the long run than those that did not, because financial intermediation generally permits a more efficient allocation of resources than, say, feudalism or central planning.
For this reason,it is not wholly surprising that the Western financial model tended to spread around the world, first in the guise of imperialism, then in the guise of #globalization.’
From ancient Mesopotamia to present-day China, in short, the ascent of money has been one of the driving forces behind human progress: a complex process of innovation, intermediation and integration that has been as vital as the advance of science or the spread of law in mankind’s escape from the drudgery of subsistence agriculture and the misery of the Malthusian trap. (Malthusianism is the idea that population #growth is potentially exponential while the growth of the food supply or other resources is linear.)
In the words of former Federal Reserve Governor Frederic Mishkin, ‘the financial system [is] the brain of the economy …
It acts as a coordinating mechanism that allocates capital, the lifeblood of economic activity, to its most productive uses by businesses and households.
If capital goes to the wrong uses or does not flow at all, the economy will operate inefficiently, and ultimately economic #growth will be low.’
#idea Yet money’s ascent has not been, and can never be, a smooth one.
On the contrary, financial history is a roller-coaster ride of ups and downs, bubbles and busts, manias and panics, shocks and crashes.
One recent study of the available data for gross domestic product and consumption since 1870 has identified 148 crises in which a country experienced a cumulative decline in GDP of at least 10 per cent and eighty-seven crises in which consumption suffered a fall of comparable magnitude, implying a probability of financial disaster of around 3.6 per cent per year.
Even today, despite the unprecedented sophistication of our institutions and instruments, Planet Finance remains as vulnerable as ever to crises.
… snip, snip …
Keynes went on to hypothesize about the ways in which investors ‘manage in such circumstances to behave in a manner which saves our faces as rational, economic men’:
(1) We assume that the present is a much more serviceable guide to the future than candid examination of past experience would show it to have been hitherto.
In other words we largely ignore the prospect of future changes about the actual character of which we know nothing.
(2) We assume that the existing state of opinion as expressed in prices and the character of existing output is based on a correct summing up of future prospects …
(3) Knowing that our own individual judgment is worthless, we endeavor to fall back on the judgment of the rest of the world which is perhaps better informed.
That is, we endeavor to conform with the behavior of the majority or the average.’
Though it is far from clear that Keynes was correct in his interpretation of investors’ behavior, he was certainly thinking along the right lines.
… snip, snip …
This brings us to the second reason for the inherent instability of the financial system: human behavior.
As we have seen, all financial institutions are at the mercy of our innate inclination to veer from euphoria to despondency; our recurrent inability to protect ourselves against ‘tail risk’ our perennial failure to learn from history.
… snip, snip …
If any field has the potential to revolutionize our understanding of the way financial markets work, it must surely be the burgeoning discipline of behavioral finance.
It is far from clear how much of the body of work derived from the efficient markets hypothesis can survive this challenge.
Those who put their faith in the ‘wisdom of crowds’ mean no more than that a large group of people is more likely to make a correct assessment than a small group of supposed experts.
But that is not saying much.
The old joke that ‘Macroeconomists have successfully predicted nine of the last five recessions is not so much a joke as a dispiriting truth about the difficulty of economic forecasting.
Meanwhile, serious students of human psychology will expect as much madness as wisdom from large groups of people.”
A case in point must be the near-universal delusion among investors in the first half of 2007 that a major liquidity crisis could not occur (see Introduction).
To adapt an elegant summation by Eliezer Yudkowsky:
People may be overconfident and over-optimistic.
They may focus on overly specific scenarios for the future, to the exclusion of all others.
They may not recall any past liquidity crises in memory.
They may overestimate the predictability of the past, and hence underestimate the surprise of the future.
They may not realize the difficulty of preparing for [liquidity crises] without the benefit of hindsight.
They may prefer … gambles with higher payoff probabilities, neglecting the value of the stakes.
They may conflate positive information about the benefits of a technology [e-g.bond insurance] and negative information about its risks.
They may be contaminated by movies where the [financial system] ends up being saved … Or the extremely unpleasant prospect of [a liquidity crisis] may spur them to seek arguments that [liquidity] will not [dry up], without an equally frantic search for reasons why [it should].
But if the question is, specifically, “Why aren’t more people doing something about it?’, one possible component is that people are asking that very question — darting their eyes around to see if anyone else is reacting … meanwhile trying to appear poised and unflustered.
Most of our cognitive warping is, of course, the result of evolution.
… snip, snip …
Thorstein Veblen first posed the question ‘Why is Economics Not an Evolutionary Science?’ (implying that it really should be) as long ago as 1898.
In a famous passage in his Capitalism, Socialism and Democracy , which could equally well apply to finance, Joseph Schumpeter characterized industrial capitalism as ‘an evolutionary process’: This evolutionary character is not merely due to the fact that economic life goes on in a social and natural environment which changes and by its change alters the data of economic action; this fact is important and these changes (wars, revolutions and so on) often condition industrial change, but they are not its prime movers.
Nor is this evolutionary character due to quasi-autonomic increase in population and capital or to the vagaries of monetary systems of which exactly the same thing holds true.
The fundamental impulse that sets and keeps the capitalist engine in motion comes from the new consumers’ goods, the new methods of production or transportation, the new markets, the new forms of industrial organization (#org) that capitalist enterprise creates …
The opening up of new markets, foreign or domestic, and the organizational development from the craft shop and factory to such concerns as US Steel illustrate the same process of industrial mutation — if may use the biological term — that incessantly revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating a new one.
This process of Creative Destruction is the essential fact about capitalism.
A key point that emerges from recent research is just how much destruction goes on in a modern economy.
Around one in ten US companies disappears each year.
Between 1989 and 1997, to be precise, an average of 611,000 businesses a year vanished out of a total of 5.73 million firms.
Ten per cent is the average extinction rate, it should be noted; in some sectors of the economy it can rise as high as 20 per cent in a bad year (as in the District of Columbia’s financial sector in 1989, at the height of the Savings and Loans crisis).
According to the UK Department of Trade and Industry, 30 per cent of tax-registered businesses disappear after three years.
Even if they survive the first few years of existence and go on to enjoy great success, most firms fail eventually.
Of the world’s 100 largest companies in 1912, 29 were bankrupt by 1995, 48 had disappeared, and only 19 were still in the top 100.
Given that a good deal of what banks and stock markets do is to provide finance to companies, we should not be surprised to find a similar pattern of creative destruction in the financial world.
We have already noted the high attrition rate among hedge funds.
(The only reason that more banks do not fail, as we shall see, is that they are explicitly and implicitly protected from collapse by governments.)
… snip, snip …
I remain more than ever convinced that, until we fully understand the origin of financial species, we shall never understand the fundamental truth about money: that, far from being ‘a monster that must be put back in its place’, as the German president recently complained,” financial markets are like the mirror of mankind, revealing every hour of every working day the way we value ourselves and the resources of the world around us.
It is not the fault of the mirror if it reflects our blemishes as clearly as our beauty. full text
What about feelings and values? #svm
You may believe that feelings and values are the most important things in life.
You are right.
That is why thinking is so very important.
The purpose of thinking is to deliver to you the values you #seek just as the purpose of a bicycle is to get you to where you want to go.
A bicycle uses less energy; gets you there faster and allows you to go much further.
So thinking allows you to enjoy your values more effectively.
You are locked in a room.
You desperately want to get out.
You want freedom.
Your feelings are very strong.
Which is the more #useful, this very strong feeling or a key to the lock?
Feelings without the means to carry them out are not much good.
At the same time, the key without the desire to leave the room is also not much good.
We need values, feelings and thinking.
Feeling is no substitute for thinking.
Thinking without values is aimless. Allocating your life
This book is about thinking.
Values and feelings are equally important but insufficient without thinking. the manager and the moron
Situation coding
About thinking and 12 principles ↓
Thinking takes place along a time line
leading toward unimagined futures
Reality assumptions ::: The Black Cylinder Experiment !!!
To aid in
the relentless
necessary
navigating,
this page (#sda) provides
#11 a jumble of ↓
CONCEPTs (about #concepts),
thought fragmentS, thought clusterS,
#brain-addresseS & clueS
that can be used as
HORIZONs and BUILDING BLOCKs ↓
Freedom etal. ::: TLN insights
… to #SEE (attention-scape) … ↓
… and CONSIDER (what does a thought area ↓ ↑ mean 4 you?)
— much more like a “future” museum or menu
than an article. ↓
There are things to #avoid
and
things → ( horizons and building blocks )
to seek out #horizons #seek
and make operational ↓ #ams
within time
The explorer
Judgement Needs to be Made Operational #operacy
“#Brain-addresses” ↑ provide a concept for recording targets for repeated deliberate thinking
#ams #ir #dtao #thinkingworkbook
“Your thinking, choices, decisions
are determined by what you’ve “SEEN”
Once perception is directed (#adt) in a certain direction
it cannot help but see,
and once something is seen,
it cannot be unseen”
#z02
operacy
— the skills of doing
need to be learned
Serious Outside Interest
finding and selecting the pieces of the puzzle
a way forward
Larger view ↑ What exists is getting old
↑ finding and selecting the pieces of the puzzle #fastp
Knowledge-Based Management
Tom Peters → The project50
Navigating changing worldS
involves “moving on” ↓
what exists is getting old
Finding a way forward from yesterdayS
Without “moving on”
a person remains a prisoner of the past —
their pastS and other people in their prisons of their pastS.
These pastS are complex constellationS and universeS
of ageS and pointS in time —
age 21 in 1950 vs. age 21 in 1970.
Imagining navigation course changes ↑ ↓ #thinkingcanvas
↑ #05 Everybody is born totally ignorant
Life lines
and get their #guidance from somebody
who was also born totally ignorant and
who got their guidance from somebody (X → @NewsLitProject)
who acts on the assumption that tomorrowS
are extrapolationS of yesterdayS —
despite the massive obvious evidence to the contrary (ludecy) ↓
Alternative life directions
With every season of life
Perception provides the ingredients for thinking
Escaping the kiddy table
Imagining navigation course changes
What about guidance from topic area experts?
Experts, chapter 2, “The 10,000-Hour Rule” Outliers
Which #experts control #reality? #lms
(Those associated with a university, a consulting firm,
or an operational institution …
or those with an exalted station in life …
or economists who ignore aspects of #reality (#pdf)
that don’t fit their prior preaching …
or lying politicians and other dogmatists …
What about mental #health experts? …
What did Machiavelli say?)
Experts speak
Which of these ↑ have a #broad #worldview #sda
and what would a broad worldview look like?
And where would Management Worldview(S) fit?
#Intelligence #Information #Thinking ↓
#evidence-wall ↓
Larger ↑ ::: Awareness ::: Post-capitalist executive ::: The Daily Drucker
Drucker book search
Imagining navigation course changes
Those who want to live a #fulfilling life …
How can you work toward
the “right horizons” — the “right things” —
that aren't on your mental radar
at the right points in time? ↑ ↓
#wlh1
How can the INDIVIDUAL survive?
Knowledge specialty ::: The #individual in entrepreneurial society :::
Return on luck ::: Danger of too much planning
Managing Oneself Overview
The responsibility based organization ::: Survival (#mtf) ::: Next society
#tln Time-life navigation © ↑ ↓ is NEEDED #lms #ams
#horizons That man must die …
Remembered for —
a difference in the lives of people —
A MAJOR HORIZON
NYT Obits … #horizons #tln #uf
#06 #awp In your whole life,
how much time
have you spent
“trying to” #see
the content and the dynamics of society and the economy?
What were your #information sources?
How has the content and structure of the economy and society changed over time? #intelligence
#thinkingcanvas or #mindmap1 /mind map ↓ for collecting #ideas
How do you explain an event you cannot understand? continue
#07 #awp At what point in your life
did someone
with a broad #sda,
top of the food chain worldview (#lter)
provide you
a breadcrumb trail
for navigating changing worldS —
worldS continuing to move toward unimagined futureS. How many
major global institutions (#wgobcd) look to this person for guidance on
making THEIR futureS? #connect
Replace the quest for success
with the quest for contribution.
The #critical #question is not,
“How can I achieve?”
but “What can I contribute?”
… to the society of organizations (#org)
Try searching this page for the word stem “contribut”
#careerTimeView ↑ ↓ #thinkingcanvas
Copying a predecessor’s work approach will lead to the prison of the past #potp
Tactics (success) by Edward de Bono
What does it take to be an expert?
It is time to give up thinking of jobs or career paths as we once did and
think in terms of taking on assignments one after the other continue
Buford said Drucker passed on
three questions everyone should ask themselves during
different seasons of life:
“Who am I, now?” “Where do I belong?”
“What’s my contribution now?”
What factors
need to be considered
in answering each of the
three questions? #mmit #CAF
The answers to these questions
have to be YOUR answers
“Who I want to be tomorrow” — Thomas Crown 2:23
The danger of too much planning ::: Return on luck
Opportunities
↑ Near-term ecological awareness #ntea :::
Purposeful self-development and parallel approach #psdapa #parallel #mbr :::
Jump before you have to #jump ::: Long-term ecological revolution #lter :::
Deliberate thinking (#pdf) and #operacy
deliberate thinking and operacy = #dtao ↓
Where to jump next? ↓ No stable places (from or to) #lter
Connect, connect, connect
#ntea
#ptf Flash Gordon and Ming the Merciless ↓
↑ Space travel — circa 1940s — vs. the various versions of Starship Enterprise
What exists is getting old #lter
Why do “things” exist? ↑ Why do they die?
horizon evolution stages #hes
Action system (harvesting and implementing)
#thinkingcanvas #lms #ams ↓ larger view #ntea ↑ ↓
#z02
operacy
— the skills of doing
need to be learned
Serious Outside Interest
↑ finding and selecting the pieces of the puzzle #fastp
a way forward
Knowledge-Based Management
What exists is getting old
The thoughts you encounter as you move through time
need to be integrated into your unfolding life.
This implies that you need an idea recorder tool,
a review process and a thinking and scheduling mechanism.
One acts (#intelligence #information #thinking) only upon
what one is paying attention to explore
For example: Power of an Hour ::: de Bono books ::: Drucker books
Brain dangers: try a #page-search for → past or synonyms for past or brainstorming or brain or mind or ignorance
«§§§»
#hor3 #tcd
In navigating … ↓
“Your #thinking, choices, #decisions are determined by
what you’ve SEEN” ↓
#decision or #decisions
Attention is a key part of thinking
one acts only upon what one is paying attention to
#hor3
Perception provides the ingredients for thinking
“#Decision making ↑
is a time machine (here)
that synchronizes into a single time — the present —
a great number of divergent time spans.” Druckerism
Conditions for survival ::: Serious Creativity
time spans larger view ↓
Dealing with risk and uncertainty
#ntea
We can make decisions only in the present,
and yet
we cannot make decisions
for the present alone;
the most expedient, most opportunistic decision — let alone
the decision not to decide at all —
may commit us for a long time,
if not permanently and irrevocably.” — Chapter 11, MRE by Druckerism
“Most discussions of decision-making
assume that only senior executives
make decisions or that only senior executives
decisions matter.
This is a dangerous mistake.” — PFD
evidence wall and timeline larger ↓
#ewtl
#Decision Making: The Chassis That Holds the Whole Together ↑ ↓
#hor3 #wlh #sda
“To know something,
to really understand
something
important,
one must look at it
from s ixteen d ifferent a ngles ↓.”
#sda important = #impact #druckerism #thinkingcanvas #mindmap
social ecology ↓
People are perceptually slow,
and there is no shortcut to understanding;
it takes a great deal of time.” read more ↓
Wisdom → Broad
Possibility
::: Alternatives
::: Plurality
Try searching Teach Your Child How To Think and Teach Yourself To Think for the word “think”
Drucker book contents
What do these ↑ mean for you? ↓
“If you do not care to
understand
something,
then you must borrow an explanation
from someone else (and they will deceive you)
or do without one.” continue
… “expert systems” are about;
they attempt to put into … process,
the perception of experience
that comes from understanding the
whole
of a #task or #subject-matter … continue
«§§§»
#78 #hor3 #mmit #edu #sda
“For almost nothing (#fan — source)
in our educational systems
prepares people
for the #reality
in which they will live, work,
and become #effective” —
“Social ecology”
The future of the planet
About knowledge
From Knowledge to KnowledgeS
… and graduate school is much worse …
“Management, in most business schools,
is still taught as a bundle of techniques,
such as the technique of #budgeting.
but …
… “ not even educated in management ” … continue
People leaving an educational environment
and entering the workforce
rarely perceive that they are
entering a
what exists is getting old situation
#edu #STEM How to make
the schools accountable
ALBERT SHANKER → #Learning that becomes a part of you
Google search
Druckerism and intellectual capitalist #lms #education
#edu No educational institution — not even the graduate school of management — tries to equip students with the elementary skills of effectiveness as members of an organization: (#org)
ability to present ideas orally and in writing (briefly, simply, clearly);
ability to work with people #wwp ;
ability to shape and direct one’s own work, contribution, career;
and generally skills in making organization (#org) a tool for one’s own aspirations and achievements and for the realization of values. — The New Realities
Books by
Peter Drucker ::: Walter Wriston ::: Bob Buford ::: Rick Warren
#edu How could an education system
prepare us
for unknown and unpredictable
future #realitieS?
Thinking broad and thinking detailed
Basic thinking processes
Economic ecology #4almost-n
#4almost-n #edu
Subjects/Topics vs. realities ::: larger view ↓
color bars ::: color swatches ::: Kaleidoscopes
color bars → subjects in school ::: swatches → topics
Social ecology → #fastp
#z02 #lms #ams ↓ TLN Insights ::: View
operacy
— the skills of doing
need to be learned
#fastp → Drucker book search
::: de Bono book search
The day the horse lost its job
… the philosophical shift
from the Cartesian universe
of mechanical cause
to the new universe
of pattern, purpose and process …
an age of transition
#dotmp = danger of too much planning
Science has been in a “replication crisis” for a decade
Topics in books by Walter Wriston ::: Transnational/Tribal
A Century of Social Transformation
… take more responsibility for himself or herself,
rather than depend on the company. continue
Intelligence, Information, Thinking
Unless you can teach (education system)
the right answer
to every conceivable situation,
then the skill of thinking
is needed.
«§§§»
#hor3
“#Thinking is the most fundamental of all human skills.
The quality of our future will depend directly
on the quality of our thinking.
Is it then not only astonishing but also absurd that thinking
is not the core subject in all #education
and the central subject on any school curriculum” #EDB explore
«§§§»
Thinking … the most fundamental,
the most important aspect of life,
the basis for everything
is totally neglected …
School : no thinking subject —
Book store : no thinking category
Universities : no thinking faculty
and zero possibility thinking
What about critical thinking?
— #edb Edward de Bono
Thinking is the skill missing from traditional education.
A similar path
#visual
Atlas of Management Thinking
What I do think is important is the recognition of a type of thinking that is not dominated by language. …
They are 'idea pictures' which represent relationships, functions and happenings, not physical reality. … …
Unfortunately we do not have non-verbal images for complex situations. …
The reason is that we have never experienced such situations with any 'sense'. …
We have only recognized them intellectually, so there is no sense-image storage. …
The specific, and perhaps too bold, purpose of this book is to create a repertoire of just such nonverbal sense-images for management situations. explore
… What I am referring to is a broad range of operating thinking skills: in short all the thinking we have to do if the groove can no longer do our thinking for us.
#research “There is, of course, a place for academic intellectualizing and passive scholarship (which consists of repeating what others have repeated about still yet others) but that is only a small part of thinking — but valuable nevertheless.” EDB
«§§§»
“We know
only two things
about the future ↑.
It cannot be known.
It will be different from
what exists now and
from what we now expect
#msd::: now two people #wwh ” ↓ Druckerism
Alistair Cooke’s America — Kindle #ad
“Trying to predict the future
is like trying to drive down a country road
at night
with no lights
while looking out the back window.”
“Data analytics” does not alter the assertion above
(why the #analysis of data
can never produce all the #ideas
present in that data and
try a #page-search for the word stem “innovat” #innovation)
#63 #msd = means something different
#htmp #ptf #sda
Consider integrating the following
into your mental reflex system ↓
“The really
important
things —
as usual
in an attempt
to analyze
and to predict —
are changes
which the author
when writing the book
fully saw
but failed to perceive,
fully recognized
but failed to understand. #sda
What makes
predicting the future #ptf
so certain of failure
is not
that the unexpected
always happens.
It is that
the expected
always
MEANS
something
so very different. expect #msd
The most disappointed person
is always
the prophet whose vision has come true,
the pioneer who has reached the new frontier,
the explorer who has found the new continent.” —
The New Society: The Anatomy of Industrial Order (1950)
↑ If you can see the road ahead ↓
MEANS? What does it mean
if a person's house burns down?
To the owner? occupants? neighbors?
emergency services? community? financial services? etc.
The brain is a history library
that has to run in the future tense continue
what exists is getting old
The future that has already happened
Intelligence Information Thinking #pdf
Making the future (#mtf) — a chance for survival →
one ::: two ::: three
We face long years of profound changes ↑
Managing oneself — a revolution in human affairs continue
A non-competitive life
The alternative is to be someone else’s whipping boy
«§§§»
This page (#sda) provides a coping tool ↑ for
directing one’s energy toward “present” opportunitieS
to make the future
rather than toward the dead past
«§§§»
#hor3
“What Everybody Knows Is Frequently Wrong” continue
“If You Keep Doing What Worked in the Past You're Going to Fail
Approach Problems with Your Ignorance — Not Your Experience
Base Your Strategy on the #Situation, Not on a Formula” Druckerisms
#evidence-wall ↓
The Five Deadly Sins
What economist still need to learn #pdf
Don’t balme economics blame public policy #pdf
The Meritocracy Muddle #pdf
What divides NATO? #pdf
Germany’s divided soul #pdf
«§§§»
“Alternatives do not have to show themselves” ↓ #EDB
«§§§»
“Life-long learning” → Learning what ← from whom → to do what?
And what is useful learning?
The individual in entrepreneurial society
«§§§»
Richard Branson
What do you want to be remembered for? ↓
Self-development
The Essential Questions: Interview
Your Family (Yourself)
To Uncover Stories (your Horizons) And
Bridge Generations #ad
#whtmal
“Making a living
is no longer enough,” …
“Work also has to make a life.”
What work?
NYT obits — what were they doing with
the final decades of their lives?
#z02
This requires ‘operacy‘
or the skills of doing.
Design is a key aspect of operacy.
The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy
A Year with Peter Drucker
Josh Abrams — building from scratch
Druckerism ::: TLN insights ::: Managing oneself
An Alyssa Goodman example #pdf (calendarize these? #ams)
Successful careers are not planned … #ptf continue
Replace the quest ↑ for achievement or success
with the quest for contribution.
Depending on where you live and your aspirations,
managing oneself along with citizenship through the social sector
may provide a timeline that will/would work #sda for you.
Bonting: Thinking to Create Value
YouTube ::: Amazon
Just reading is not enough
This page (#sda) provides a tool for
necessary awareness exploring —
before it’s too late (avoiding stagnation)
Coronavirus Disease 2019 (COVID-19) complicates the situation
#12 #wwpd #pfd
Who was Peter Drucker?
An Über Mentor+
What’s the #impact ↑ ↓ on your life
Business Week : Drucker — the man who invented management
#12b #doe #ms
Drucker on professional writing, economics,
business schools, philosophy, religion,
political science, Japanese Art,
accountants, and academia
#12c Three foreigners—all Americans—are thought by the Japanese
to be mainly responsible for the economic recovery of their country
after World War II and for its emergence
as a leading economic power.
Edwards Deming taught the Japanese
statistical quality control
and introduced the “quality circle.”
Joseph M. Juran taught them
how, to organize production in the factory
and how to train and
manage people at work.
What is now the “latest” import from Japan
and the “hottest management discovery”—
the “just-in-time” inventory delivery system
(the Japanese word for it is Kanban)—was
introduced to Japan by Juran,
who had been instrumental in developing it for
America’s World War II production effort.
I am the third
of these American teachers.
My contribution, or
so the Japanese see it,
was to educate them
about management and marketing continue .
Books by
Peter Drucker for searching ::: Walter Wriston ::: Bob Buford ::: Rick Warren
Links to Drucker books
The New Pluralism ↓ circa 1957
Management WorldviewS
Vienna Imperial Palace
#nat
“I am
not a
‘theoretician’;
through my consulting practice
I am in daily touch with
the concrete opportunities and problems
of a fairly large number of institutions,
foremost among them businesses
but also hospitals, government agencies
and public-service institutions
such as museums and universities.
And I am working with such institutions
on several continents:
North America, including Canada and Mexico;
Latin America; Europe;
Japan and South East Asia.
Still, a consultant is at one remove
from the day-today practice —
that is both his strength
and his weakness.
And so my viewpoint
tends more to be that of an outsider.”
broad worldview ↑ ↓
#24 #seco Drucker ↑: a political/social ecologist #lms ↓
Who was Peter Drucker?
SEEING things as they really are #pdf
Social ecologist 2
… It also implies that society, polity and economy are
a genuine environment,
a genuine whole,
a true “system,”
to use the fashionable term,
in which everything relates to everything else
and in which men, ideas, institutions, and actions
must always be seen together
in order to be seen at all,
let alone to be understood.
There is an individual connection to carry on/connect up
Assumptions rarely made explicit
Information the executive’s only tool
… But they also know that
the man-made environment
of society, polity, and economics,
like the environment of nature itself,
knows no balance
except dynamic disequilibrium.
… 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 — in the same way
in which the ecologists of the natural environment
know that swamp or the desert is the reality
and ornithology, botany, and geology only special-purpose tools.
the rest of the story
For almost nothing in our education system prepares people for …
The Daily Drucker ← (examples of a BROAD worldview) #sda
If you can see the road ahead ↑ ↓ … continue
Continuing Turmoil
“Peter was an original thinker,
a self-created,
one-of-a-kind #individual
who comes along
every two or three centuries. …
He was an indefatigable observer
of human nature
and the interaction of
human beings
with one another
and with #circumstances” …
«§§§»
“All of us had the same story,” Buford says.
“We all had wanted to talk to Peter
because we knew
he was
the wisest man alive ”
— Bob Buford ::: #wisdom
“THE PRESIDENT (Nixon) knew the man needed no introduction,
so, without a word of identification” … continue
“Drucker belonged to the church of #results”
“Good intentions,” he would seemingly yell
without ever raising his voice,
“are no excuse for incompetence.” … continue
Interviews with Drucker #pdf
including
Moving beyond capitalism
“Peter liberated me” … #lms continue
“Drucker’s secret to great #mentoring, says Buford,
is that he “has the most comprehensive, 50,000-foot view
of how the world works, on one extreme
On the other extreme,
he’s incredibly personal in his mentoring.
He joins those two points of view.”
#gpdf No human being
has built a better brand
by managing just himself
than Peter Drucker has. continue
#Note the number of books about Drucker ↓
#evidence-wall ↓
“I am not
a ‘theoretician’;
through my consulting practice
I am in daily touch with
the concrete opportunities and problems
of a fairly large number of institutions,
foremost among them businesses
but also hospitals, government agencies
and public-service institutions
such as museums and universities.
And I am working with such institutions on several continents:
North America, including Canada and Mexico;
Latin America; Europe; Japan and South East Asia.
Still, a consultant is at one remove
from the day-today practice —
that is both his strength
and his weakness.
And so my viewpoint tends more to be that of an outsider.”
broad worldview #sda ↑
«§§§»
By the mid-1940s, he had found his way deep inside General Motors, and by the 1950s he was consulting for Sears, General Electric and IBM.
Over the decades, he’d add a host of other major companies and nonprofits to his client list: Intel, Procter & Gamble, Coca-Cola, the American Red Cross, the Salvation Army and many more.
Why was Drucker so in demand?
What made him so good?
For starters, he understood that his job wasn’t to serve up answers.
“My greatest strength as a consultant,” Drucker once remarked, “is to be ignorant and ask a few questions.”
In many cases, they were deceptively simple: Who is your customer?
What have you stopped doing lately (so as to free up resources for the new and innovative)?
What business are you in? (What is YOUR business? What contribution to the outside world can you make NOW?)
Or, as he urged the founders of the investment bank Donaldson, Lufkin & Jenrette to ask themselves in 1974, after they had enjoyed a heady period of #growth: “What should our business be?”
“I shall not attempt to answer the question what your business should be,” Drucker added.
“First, one should not answer such a question off the top of one’s head.
… Secondly, one man’s opinion, no matter how brilliant, is at best one man’s opinion.”
No two people ever read the same book
Outer world — Inner world
Logic bubbles
Besides, Drucker said, “I can only ask questions.
The answers have to be YOURS.”
Other times, of course, corporations sought Drucker’s counsel to deal with narrower challenges.
In 1992, for example, he wrote a 56-page analysis for Coca-Cola that explored distribution, branding, advertising, the structure of the company’s bottling operations and more.
Still, the approach was always the same: “This report raises questions,” Drucker told Coke.
“It does not attempt to give answers.”
Another thing that made Drucker stand apart was his integrity.
He wouldn’t come in, do a job — and then stick his client with the bill without knowing whether he had made a real difference.
“Remember,” Drucker told the assistant to the chairman of Sears, as he turned in an invoice in March 1955, “that this is submitted on condition that there is no payment due unless the work satisfies you.”
Indeed, Drucker knew that the test wasn’t whether he had delivered some sharp insight.
All that counted was whether his client could use that insight to make measurable progress on an important issue.
It’s the #performance of others, Drucker wrote, that “determines in the last analysis whether a consultant contributes and achieves results, or whether he is … at best a court jester.”
In this respect, Drucker knew that the most dangerous thing for any consultant was to become too impressed with his own wisdom.
He didn’t like his clients getting carried away, either.
“Stop talking about ‘Druckerizing’ your organization,” he told officials at Edward Jones, the investment firm.
“The job ahead of you is to ‘Jonesize’ your organization — and only if you accept this would I be of any help to you.
Otherwise, I would rapidly become a menace — which I refuse to be.”
Oh, and one other thing: Peter Drucker never drew a four-box matrix in his entire life.
«§§§»
… “As an author he is a phenomenal seller; his books remain in print, and some have gone into dozens of editions.
His byline remains potent in magazines.
When, for example, Harvard Business Review publishes a Drucker piece, the staff braces itself for a flood of reprint requests.
Drucker’s influence is worldwide.
One reason that his thinking is valued by politicians and managers in many countries is that he does not just enunciate principles.
He tries to get inside the traditions and culture of a particular place, to understand how things really work, so that he can focus on what is truly important.
For example, Drucker has been a welcome guest in Japan for many years.
He first went there during the occupation, to lecture to Japanese businessmen.
In the beginning, one observer reports, Drucker’s lectures were popular but not necessarily productive.
Typically, there is a story of two Japanese executives meeting after one of Drucker’s sessions.
One says, “My friend, you enjoyed Drucker-san?”
“Oh, yes, very much.”
They talk about the brilliance of what they have heard; how important it will be to them.
Then one asks, “What have you done about what you heard last year from Drucker-san?”
“Nothing,” is the reply.
“Will you return next year to hear him again?”
“Oh, yes.”
For some years Drucker told the Japanese wise and sometimes brilliant things, but he was talking from the outside.
He realized this.
He dedicated himself to penetrating and understanding the Japanese culture.
Now his thinking on management and organization is tempered by his sense of Japanese tradition.
His words are welcomed—and acted upon.
In turn Drucker’s experience in Japan has enabled him to bring new insights to Western organizational thinking, notably in his analyzes of the decision-making process.
Drucker is a conservative and a moral opponent of Communism.
This does not keep Soviet management technicians from studying his theories and appropriating what they think is relevant.
The Soviets approach Drucker on the basis that, while he cannot be trusted at all in terms of overall political and economic theory, he is nevertheless a valuable thinker when it comes to practical matters of organization policy and procedure.
Soviet experts acknowledge that it is Drucker who has formulated the definition of management that has become the standard in “bourgeois” writings.
Moreover, Drucker even wins grudging praise from Communist management theorists.” — Drucker: The Man Who Invented the Corporate Society
«§§§»
The Practical Drucker ← Amazon link
FOREWORD
I must confess that my first reaction when I learned of the title of Bill Cohen’s new book, The Practical Drucker, was to think to myself:
“Hmmm.
Perhaps an official from the Department of Redundancy Department should be asked to write the foreword instead.”
In my mind, after all, Drucker and practicality are synonymous.
Calling a book The Practical Drucker is like referring to someone as a “big giant” or a 100-story building as a “tall skyscraper.”
Indeed, Drucker was so practical that much of the scholarly community regarded him as a pariah.
Although he taught at four institutions of higher learning over his long career — Sarah Lawrence College, Bennington College, New York University, and Claremont Graduate University — Drucker never fit the mold of many of his colleagues.
Those around him often seemed most interested in racking up citations in peer-reviewed academic journals; Drucker, for his part, was focused on making a difference in the real world.
“Being incomprehensible has become a virtue in academia,” Drucker complained in the mid-1980s.
By contrast, he added, “I have a deep horror of obscurity and arrogance” — a trait that constantly pushed him to present his work “in a form that people could apply.”
He hardly used footnotes.
He eschewed regression analysis, charts, and graphs.
As a consultant to major corporations and nonprofits, he stressed the need to put ideas into action.
“Don’t tell me you had a wonderful meeting with me,” he’d say.
“Tell me what you’re going to do on Monday that’s different.”
Theory was fine with Drucker, but only insofar as it helped to lead to pragmatic solutions to pressing issues.
“Sure, we want and need research,” he said.
“But consider the modern medical school, which began in the late 18th century.
The emphasis in medical school is not on publication but on the ability to treat patients and make a difference in their lives.”
In a similar manner, he believed, “business educators should be out as practitioners where the problems and results are.”
This fundamental insight — that writing about management and leadership isn’t worth a whole lot if it isn’t rooted in the day-to-day trials of organizational life — lies at the heart of Drucker’s work. (#org)
It is also where many of his peers get things backward.
“Intellectuals and scholars tend to believe that #ideas come first, which then lead to new political, social, economic, psychological realities,” Drucker wrote. #apta
“This does happen, but it is the exception.
As a rule, theory does not precede practice.
Its #role is to structure and codify already proven practice.
Its role is to convert the isolated and ‘atypical’ from exception to ‘rule’ and ‘system,’ and therefore into something that can be learned and taught and, above all, into something that can be generally applied.”
This bent toward application, toward action, toward usefulness, animated everything that Drucker did.
In the end, it was what set him apart.
Drucker “spoke in plain language that resonated with ordinary managers,” Andy Grove, the co-founder of Intel, has remarked.
“Consequently, simple statements from him have influenced untold numbers of daily actions; they did mine over decades.”
Tom Peters, the best-selling management writer who also bends strongly toward the practical, once praised Drucker for his pioneering #role in helping “incredibly complex organizations” run better. #pdf Drucker’s real main thrust was to help them perform better — structure follows strategy — for society.
“Drucker was the first person to give us a handbook for that,” he said.
Actually, that’s not quite right.
Rather than produce one handbook, Drucker penned thirty-nine books and thousands of articles over many decades — a trove so immense that, all in all, it may add up to the most impractical thing he ever did.
How many times have you ever thought, “What would Drucker say?” about a particular situation — and then tried to quickly find the answer?
Where do you begin?
Perhaps The Practice of Management is the best source.
Maybe the The Essential Drucker
But what about Managing for Results ?
No, wait.
Maybe what you really need is a later text, like Management Challenges for the 21st Century .
Searching through this vast ocean of content when all you want to take away is a single glass of water can be difficult, if not downright frustrating. “And it is the wrong approach to management” — bobembry rlaexp.com developer
Drucker’s output was so massive, it led another best-selling management writer, Jim Collins, to ask a pointed question.
Jim Collins is the author of Built to Last , Good to Great , How the Mighty Fall and Good to Great and the Social Sectors
Although Collins is a huge Drucker fan, he couldn’t help but wonder, “Do you think Peter Drucker would have been more influential if he had written less?”
I’d argue no, but I get the point.
And this is where Bill Cohen’s book comes in.
By combing through Drucker’s enormous body of work and deftly synthesizing the “how to do” (as opposed to the “what to do”) aspects of his writing, Bill has made a great contribution. (I disagree for a number of reasons. I think the book is a waste of time and money. I think Bill Cohen’s worldview is ineffective. bobembry rlaexp.com developer)
In this way, The Practical Drucker is less redundant and more a revelation.
#wlh “Knowledgeable executives are plentiful,” Drucker observed shortly before he passed away in 2005.
“But executives are not being paid for knowing.
#wlh2 #gtrtd They are being paid for getting the right things done.”
Rick Wartzman — Executive Director, The Drucker Institute
Books by Peter Drucker
Beware of narrow worldviews ↑
THE ALTERNATIVE TO TYRANNY
It is very, very difficult to effectively grasp the implicationS of
w hat g oes o n b ehind c losed d oorS (#wgobcd) #ntea ↓
To what extent are these people ↑ ↓ looking after your interests?
Three types of intelligence
e.g., The End of Loyalty et al.
Management Worldviews ↑ ::: Post-capitalist executive ↑
Global Peter Drucker Forum ::: Charles Handy → Starting small fires
Hofburg ↑ ↓
larger view one ::: two ::: three ↑
#09 #sda ↑ “In less than 150 years, (circa 1988)
MANAGEMENT has transformed
the social and economic fabric
of the world’s
developed countries. …
How would it be possible to participate in this transformation process
if you’re not aware of it?
… It has created a global economy ↑
(as a concept, “global” is on a higher level
than international #trade.
And there is a transnational level
that challenges/supplants multi-national operations)
and set new rules
for countries
that would participate in that economy
as equals.” ↓
Origins of The Practice of Management
Corporate America in the Crossfire #pdf
#knowledge economy and knowledge polity #lter
#knowledge and technology #pdf
From #knowledge to knowledgeS
The organization (#org) of the post-capitalist
SOCIETY OF ORGANIZATIONS
is a DESTABILIZER. (#cities)
It must be organized for
constant change … explore
Purpose and #Objectives First
There is only world history and world civilization continue
Drucker: The Man Who Invented the Corporate Society ↓
#evidence-wall ↓
… the real pattern of economic activity
larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two
The Forces Creating a New Geography of Opportunity?
The Five Deadly Sins
Entrepreneurship vs. traditional economics
… A change as tremendous as this doesn’t just
satisfy existing wants, or replace things we are now doing.
It creates new wants
and makes new things possible continue
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 continue
We face long years of profound changes continue
Managing in the Next Society
“For almost nothing in our educational systems
prepares people
for the reality
in which they will live, work,
and become #effective” —
Druckerism and intellectual capitalist #lms #education
How could an education system prepare us
for unknown and unpredictable future #realitieS?
Topics in books by Walter Wriston ::: Transnational/Tribal
A Century of Social Transformation
«§§§»
Thinking … the most fundamental,
the most important aspect of life,
the basis for everything
is totally neglected …
School : no thinking subject —
Book store : no thinking category
Universities : no thinking faculty
and zero possibility thinking
What about critical thinking?
— Edward de Bono
«§§§»
Try a #page-search (#sda) for each of these words: determine, education, reality,
effective, work, risk, different, and live
“The traditional notion in #education
that #information is sufficient
is old-fashioned and dangerous.”
Edward de Bono #EDB ↓
Intelligence ::: Information ::: Thinking ↓
#pdw larger ↑ ::: Books by Peter Drucker ::: Rick Warren + Drucker
the #knowledge society
#09b #hor3 #wlh
“The leading social groups of the knowledge society
will be “knowledge workers” —
knowledge executives
who know HOW to
allocate knowledge
to productive use
just as the capitalists knew HOW to
allocate capital to productive use;
knowledge professionals; knowledge employees.
↑ What thinking is needed?
Practically all these knowledge people will be employed in organizations. (#org)
Yet, unlike the employees under Capitalism,
they will own both
the “means of production”
and the “tools of production” —
the former through their pension funds, which are rapidly emerging in all developed countries as the only real owners;
the latter because knowledge workers own THEIR knowledge
and can take it with them wherever they go — a.k.a. mobility.
How does this alter economic dynamics?
The economic challenge of the post-capitalist society will therefore be
the productivity
of knowledge work and the knowledge worker” — here, here, here and pcs.
Try a #page-search for the word stem “productiv” (#productivity)
«§§§»
#technology1
About Technology
What really matters is that all these developments alter man’s biological capacity — and not through the random genetic mutation of biological evolution but through the purposeful nonorganic development we call technology.
What I have called here the “Wallace insight,” that is, the approach from human biology, thus leads to the conclusion that technology is not about things: tools, processes, and products.
From Analysis to Perception — The New Worldview
It is about work: the specifically human activity by means of which man pushes back the limitations of the iron biological law which condemns all other animals to devote all their time and energy to keeping themselves alive for the next day, if not for the next hour.
continue
#wlh #knowledge2 #technology2
Knowledge exists only in application
Knowledge and Technology
#wlh The Daily Drucker — Feb 4
The new technology
embraces and feeds off
the entire array
of human knowledges.
The search for knowledge, as well as the teaching thereof, has traditionally been dissociated from application.
Both have been organized by subject, that is, according to what appeared to be the logic of knowledge itself.
The faculties and departments of the university, its degrees, its specializations, indeed the entire organization of higher learning, have been #subject-focused.
They have been, to use the language of the experts on organization, based upon “product,” rather than on “market” or “end use.”
Now we are increasingly organizing knowledge and the search for it around areas of application rather than around the subject areas of disciplines.
Interdisciplinary work has grown everywhere.
This is a symptom of the shift in the meaning of knowledge from an end in itself to a resource, that is, a means to some result.
Knowledge
as the central energy
of a modern society
exists altogether
in application
and when it is put to work.
Work, however, cannot be defined in terms of the disciplines.
End results
are interdisciplinary
of necessity.
… but not knowledge as it is presented in the education system
That knowledge has become THE resource rather that A resource is what makes continue
The knowledge we now consider knowledge proves itself in action …
Moving beyond capitalism
Knowledge and Technology PDF
From Knowledge to Knowledges
Try searching this page for: “knowledge”
The road ahead
see Chapter 10 ::: The future … already happened ::: Making the future :::
Research management
… the importance of accessing, interpreting, connecting, and translating knowledge …
Research Laboratory: Obsolete?
Knowledge Economy and Knowledge Polity
«§§§»
#hor3 #wlh
“More than anything else,
the individual
has to take more responsibility for himself or herself,
rather than depend on the company.”
dangerous jobs #psdapa continue ↓
Responsibility for: freedom ::: all powerful ::: survival ::: #worldview
Developing yourself — as a person, as an executive, as a leader — #pdf
Learning to learn !!!!!
Try a #page-search (#sda) for the word stem “learn”
Knowledge Economy and Knowledge Polity
«§§§»
#reality deals us “cards” from
an ever changing “deck” —
only in fairy tales do we get to live happily ever-after ↓
Annotated pyramid to DNA ::: Larger view ↓
↑ Most successful executive … ::: … organized by #information ↑
Road ahead timeline ↑ ::: Knowledge and technology ↑ (#impact #pdf)
Imagining navigation course changes
What might be the global content of each radar at each point in time?
This exploration work ↑ ↓ involves “TIME TRAVEL”
that goes way beyond jobs and careers …
(decision making is a time machine …)
Your today
is just one “scene” in one chapter
in an evolving story …
… where trees don’t grow to the sky (2, 3, 4)
There are #discontinuities ahead
For each thought fragment, concept, illustration, link, or text block
you encounter ↑ ↓
your could EXP lore (rla exp.com)
employing dense reading and dense listening
plus #thinking broad and thinking detailed
then ask yourself what does this mean for me? (illustration)
along with performing a #PMI
in conjunction with visualizing the operacy involved
The explorer
Saigon, 1965 Malcolm Gladwell’s Revisionist History #podcast
The black cylinder experiment #bce
You don’t know what you’re going to be doing next
Luther, Machiavelli, and the Salmon
↑ So, there is life to navigate and
there are evolving time spans to navigate.
Conflating and inter-twining the two
becomes “time-life navigation © .”
the future of any nation
#worldview “In a transition period, the number of people in need always grows.
There are the huge masses of refugees all over the globe, victims of war and social upheaval, of racial, ethnic, political, and #religious persecution, of government incompetence and of government cruelty.
Even in the most settled and stable societies
people will be
left behind
in the shift to knowledge work.
It takes a generation or two before a society and its population catch up with radical changes in the composition of the work force and in the demands for skills and #knowledge.
It takes some time—the best part of a generation, judging by historical experience—before the productivity of service workers can be raised sufficiently to provide them with a “middle-class” standard of living.” citizenship through the social sector
TLN overview #pdf ↓ ::: brainroad example and links ::: #article titles (#see #sda)
You can’t get there directly from here
#pdvdd #sda Supplemental awareness PDFs #pdf
#pdvdd #sda Notes from Peter Drucker’s work on
developmental directions — #pdf
Drucker: a political or social ecologist
Imagining navigation course changes
The need for roots ::: From command to responsibility-based organization #information
::: Post-capitalized society has to be decentralized #lter
“… being right is the feeling of being right. This is what
guides your actions …” Practical Thinking
Why is #thinking important? continue
¶ ¶ ¶
#conversation
“‘Everyone is always right — no one is ever right.’
What it means is that at any moment
everyone is acting logically within
his or her ‘bubble’ of values and perceptions.
So at that moment in time
that person is ‘right’. #mmit
In the broader, overall and objective sense
no one is ever right because
we do not have a full understanding of the world
or the detailed #consequences of our action far into the future.”
Logic bubbles ::: Rules of everyday thinking
#hotw The History of the World in Two Hours
What Everybody Knows Is Frequently Wrong continue
«§§§»
SEEING and exploring connections → Remember to
use your browser’s back button
when following links within this page ↑ ↓
There are quite a few duplicate links
on this page. They exist to help #see possible connections
«§§§»
How is it POSSIBLE to work toward unexpected horizons
that aren’t on your mental radar? …
These ↑ horizons are your means
for making your future S — requires different time usage including
some different “ecological awareness” here
“Your thinking, choices, decisions are determined by
what you’ve SEEN” (and here) that challenges your assumptions ↓
Your horizons are determined by what you’ve SEEN ↑ ↓
#Decision Making: The Chassis That Holds the Whole Together
“We cannot #see things unless
we are prepared to #see them” more & true system
Nobody is going to do this ↑ for you — quite the opposite
«§§§»
“Decision making is a time machine (here)
that synchronizes into a single time — the present —
a great number of divergent time spans.” Druckerism
larger view ↓ #thinkingcanvas
«§§§»
We can make #decisions only in the present,
and yet we cannot make decisions for the present alone;
the most expedient, most opportunistic decision — let alone
the decision not to decide at all —
may commit us for a long time,
if not permanently and irrevocably.” — Chapter 11, MRE by Druckerism
«§§§»
“The future requires decisions-now. It imposes risk-now.
It requires action-now.” Druckerism
decision-making is a time machine — explored
#attention3
“One does not pay attention to everything …
And one acts only upon what one is
paying attention to.
Harvesting and implementing
The reaction may be #thinking or it may be action (which is only thinking that passes through our mouths or our muscles instead of our minds).
The world around is full of a huge number of things to which one could pay attention.
But it would be impossible to react to everything at once.
So one reacts only to a selected part of it.
The choice of attention area determines the action or thinking that follows.
The choice of this area of attention is one of the most fundamental aspects of thinking”. very powerful ::: TLN Insights ::: #adt #edb
return to top
What is a belief?
A belief is an idea, a hypothesis, a theory, or a way of looking at the world which forces us to look at the world in a way that supports that belief.
The classic example is paranoia.
Paranoid people use complicated logic to show that all events are directed toward themselves.
Unlike some other types of mental illness in paranoia there is no lack of organization of information but a type of excess of organization.
Everything is fitted together into one master theory.
In an investigation this type of person rushes to generate an idea or hypothesis.
All further investigation is designed to fit that hypothesis, which soon becomes a belief — which must be true.
Anything that does not fit is ignored or changed so that it does fit.
Objective exploration ceases.
As a lawyer in court makes and argues a particular case, so does the investigator.
This is dangerous grey shoe action.
The best preventative for this premature closing of the mind is to insist that in grey shoe action at least two hypotheses are kept in mind and that the investigator should be able to make a reasonable case for both of them at any time.
The premature acceptance of a theory also causes trouble in science.
An early reasonable hypothesis causes scientists to look at the world in a particular way and then ignore evidence that does not fit the hypothesis.
All evidence is seen through this hypothesis.
It can take a long time for a breakthrough to break through even though the evidence was there all along.
«§§§»
*this page is a work in progress*
Warning: this site is not for you if you are anchored to the idea that tomorrowS
are an extrapolation of yesterdayS — a #belief that sabotages your family tree
Navigating unimagined
future S
JUDGEMENT → Attention-directing frameworks
If you run your imagination over the last hundred years,
how many sequences of unimagined futures do you see? #surprises
What reasons would make you think this pattern ↑ is going to stop?
What do you think is going to happen to the time spans
between yesterdays and tomorrows?
Will the time spans get shorter, longer, stay about the same?
Or maybe it is totally random
At what point in your life
did someone
with a broad #sda,
top of the food chain worldview (#lter)
provide you
a breadcrumb trail
for navigating changing worldS —
worldS continuing to move toward unimagined futureS. How many
major global institutions (#wgobcd) look to this person for guidance on
making THEIR futureS? #connect
Google → “How Baby Boomers Broke America” continue
Thoughts to add to your evidence wall (see image below ↓)
Google → “A Princeton sociologist spent 8 years asking rural Americans
why they're so pissed off” continue
Google → “The 9.9 Percent Is the New American Aristocracy” continue
Stagnation?
Evidence Wall ↓
#sda #parallel Navigating requires
parallel pre-thought work approaches action system #ams ↓
Try a #page-search for
the words “parallel” and “organized”
… that identifies relevant “blind-spots” ,
acknowledges the NEED for new understanding,
and passes the test of time (the shift to a #knowledge society)
Revisionist History : Saigon, 1965 ::: The Prime Minister and the Prof #podcast
When the crisis happens ↑
there will be little or no time
to think and prepare an action plan.
Thinking is that waste of time
between seeing something
and knowing what to do about it.
The time is filled with #ideas
which lead on from one to another
as we try and sort out the unfamiliar situation
and change it into a familiar one
with which we know how to cope. continue
… But how do you #see an unfamiliar situation
before it is too late to effectively respond …
the future that has already happened
How do you explain an event
you cannot understand? continue
“Your thinking, choices, decisions
are determined by what you’ve “SEEN”
Once perception is directed (#adt) in a certain direction
it cannot help but see,
and once something is seen,
it cannot be unseen”
A work approach that will help you get through a world
that is unfamiliar to you and everybody else …
A work approach that is
effective for the challenges ahead …
A life and action management system (#lms #ams)
Who knows anything specific about the world ten years from now?
And you can’t get there directly from here …
To be able to navigate you have be prepared to
abandon everything — before one really wants to,
let alone before one has to … (#wgobcd #potp)
The Society of Organizations and
the accompanying destabilization
society of organizations brainroad
(↑ the only way to be prepared ↓)
WW2 battle map #wgobcd
«§§§»
Our vocabulary is of necessity based on multiple layers of primitive history …
History of the World in Two Hours
We are always completely hostage to
the limited words of language. We have to use available words.
Language is an encyclopedia of ignorance, which
forces us to perceive and communicate in a limited way.
↑ requires unilateral,
effective action in multiple nowS ↓
(everything visible and “SEEABLE” on this page)
… you may believe that feelings and values are
the most important things in life. You are right.
That is why thinking is so very important. ↓
TO-LO-PO-SO-GO ↓ — a thinking landscape ↓
But first, something has to get on your mental radar (this page)
then what does that radar blip mean for you? ← who is you? →
then something like TO -LO-PO-SO-GO+
Feedback #analysis applies to all important action
Getting to tomorrowS isn’t easy,
but being left behind
and becoming a prisoner of the past (pre-knowledge dynamics)
is very easy …
#belief — Try a page search for “belief” here and here and here
For each thought fragment, concept, illustration, link, or text block
you encounter ↑ ↓ ask yourself what does this mean for me? (illustration)
along with doing a #PMI, dense reading and dense listening,
#thinking broad and thinking detailed plus visualizing
the operacy involved.
#72 #hor3
The future of any nation is the
sum of #individual behaviors.
It is an insane delusion to believe
that a country can improve
while #individuals
keep repeating the past.
the competitive knowledge economy
#MAGA
«§§§»
#73 #lchp #wlh “The #knowledge society, by definition, is a competitive society; with knowledge accessible to everyone, everyone is expected to place himself or herself, to improve himself or herself, and to have aspirations.
It is a society in which many more people than ever before can be successful.
But it is therefore, by definition, also a society in which many more people than ever before can fail, or at least can come in second.
And if only because the application of #knowledge to work has made developed societies so much richer than any earlier society could even dream of becoming, the failures, whether poverty or alcoholism, battered women or juvenile delinquents, are seen as failures of society.
In traditional society they were taken for granted.
In the #knowledge society they are an affront, not just to the sense of justice, but equally to the competence of society and its self-respect.” continue
«§§§»
“More than anything else, the individual
has to take more responsibility for himself or herself,
rather than depend on the company.” continue ↓
«§§§»
#74 #lchp #wlh Given the competitive struggle, a growing number of highly successful #knowledge workers of both sexes—business managers, university teachers, museum directors, doctors— plateau in their forties.
They know they have achieved all they will achieve.
If their work is all they have, they are in trouble.
Knowledge workers therefore need to develop, preferably while they are still quite young, a noncompetitive life and community of their own, and some SERIOUS outside interest. continue
«§§§»
Escaping the “kiddy table”
Broad worldview #sda
“Self-development of the executive
toward effectiveness
is the only
available answer
to satisfy both
the objective needs of society for performance by the organization, and
the needs of the person for achievement and fulfillment.
It is the only way
in which organization goals and
individual needs
can come together.” Druckerism
«§§§»
Furthermore, in the #knowledge-based organization all members have to be able to control their own work by feedback from their #results to their #objectives.
All members must ask themselves: “What is the one major contribution to this organization and its mission which I can make at this particular time?” responsibility-based organization
... snip, snip...
There is a great deal of talk today about “entitlement” and “empowerment.”
These terms express the demise of the command and control-based organization.
But they are just as much terms of power and rank as the old terms were.
We should instead be talking about responsibility and contribution.
For power without responsibility is not power at all; it is irresponsibility.
Our aim should be to make people be more responsible.
#wlh What we ought to be asking is not, “What should you be entitled to?” but, “ What should you be responsible for? ”
The task of management in the #knowledge-based organization is not to make everybody a boss.
It is to make everybody a contributor.
The emerging knowledge society
«§§§»
... replace the quest for success with the quest for contribution. The #critical #question is not, “How can I achieve?” but “What can I contribute?”
«§§§»
Skills (and skill sets) vs. #knowledgeS ↓
Try a page search for “skill” on A Century of Social Transformation
… is a revolution in human affairs —
and is the
action foundation and eventual beginning point for everything,
but ecological awareness ↑ ↓ is also needed #psdapa
Essential Awareness
Most mistakes in thinking (#mmit)
are mistakes in perception
Dealing with risk and uncertainty
We know only two things about the future
The Essential Drucker
#fastp ↓
↑ … finding and selecting
the pieces of the puzzle ↓
People change over such a long time span
From Knowledge to KnowledgeS
The ideas on the image below
can be found on this page
larger and evolving map
a change in the human condition
The explorer
Tactics (success) by Edward de Bono
Intelligence, Information, Thinking
JUDGEMENT → Attention-directing frameworks
The concepts below imply the need for dense reading plus
thinking broad and thinking detailed.
Then you have to make it ↑ operational …
… and that involves Practical Thinking and the awareness of risk and uncertainty
#mo1 Managing oneself is a revolution in human affairs.
It requires new and unprecedented things from the individual, and especially from the knowledge worker.
For in effect it demands that each #knowledge worker think and behave as a Chief Executive Officer.
Further, the shift from manual workers who do as they are told — either by the task or the boss — to knowledge workers who have to manage themselves profoundly challenges social structure.
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.
More and more people in the workforce — and most knowledge workers — will have to MANAGE THEMSELVES.
They will have to place themselves
where ↓ THEY
can make the greatest contribution ↓; (something that needs doing)
they will have to learn to develop themselves. (#responsibility ▪ word stem #contribut or #voluntee)
sidebar ↓ (#connect #mmit #CAF)
To know something ↑ ↓ … one must look at it
from sixteen different angles continue
Who was Peter Drucker?
The alternative to tyranny
Origins of a new world (#wgobcd ↑ ↓)
Moving on
… tomorrow always arrives
#ewtl
The Walking Dead #potp
The World: A Brief Introduction
The Second Curve by Charles Handy
Management Challenges for the 21st Century
Managing in the Next Society
The Forces Creating a New Geography of Opportunity?
#hor3
Striving
toward an #idea
outside of yourself continue
#bigpicture … we can only work toward the horizons on our mental radar at a point in time #ams
Why do things exist? Why do they die? ↑
larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two
The Forces Creating a New Geography of Opportunity?
#Ideas and action system ::: Idea collection and organization ::: Action thinking ::: Converting idea sources to action
The Management Revolution ↑ ::: Developing countries
The Poverty of Economic Theory #pdf
Dangers of inside-out thinking
How can the individual survive?
Imagining navigation course changes ↓
Cityscapes
Build on islands (a.k.a. small worlds #sw ) of #health and strength
Annual goal review
Reviewing the previous year then looking forward
In helping people learn how to be responsible,
our educational system is
more and more counterproductive …
The longer you stay in school,
the fewer decisions you have to make. …
And graduate school
is much worse. continue
main brainroad continues ↓
#mo1 #ptf They will have to learn
to stay young and mentally alive
during a fifty-year working life.
They will have to learn
how and when
to change
what they do,
how they do it
and when they do it.
See: The rest they contract out
sidebar ↓ (#connect #mmit #CAF)
Dealing with risk and uncertainty
Listening for the signal
that it is time to change
is an essential skill
for self-development and self-renewal
The stages of Josh Abrams +++ continue
The Second Curve by Charles Handy
Reinvent Yourself (something that needs doing and make your life your endgame)
main brainroad continues ↓
#mo1 Knowledge workers are likely to outlive their employing organization.
Organization characteristics
within
post-capitalist society
#survive Why great companies fail
We should expect
radical changes
in society
as well as in business.
Even the very products we buy
will change drastically. #connect ::: continue
#wlh #44 Even if knowledge workers postpone entry into the labor force as long as possible — if, for instance, they stay in school till their late twenties to get a doctorate — they are likely, with present life expectancies in the developed countries, to live into their eighties.
And they are likely to have to keep working, if only part-time, until they are around seventy-five or older.
The average working life, in other words, is likely to be fifty years, especially for knowledge workers.
#93 #mo1 #mo2 #ole #lypc #ptf #survive #cfs
But the average life expectancy
of a successful business
is only thirty years —
and in a period of great turbulence
such as the one we are living in,
it is unlikely to be even that long.
#mo1 #uf #taa #wgcf #lypc
Even organizations that normally are long-lived if not expected to live forever — schools and universities, hospitals, government agencies — will see rapid changes in the period of turbulence we have already entered.
#mo1 #survive
Even if they survive — and a great many surely will not, at least not in their present form — they will change their structure, the work they are doing, the knowledges they require and the kind of people they employ. consider the case for outsourcing ::: conditions for survival ::: long years of profound change
sidebar ↓ (#connect #mmit #CAF)
Evolution of sound transportation — in time and place ↓
Why do “things” exist? ↑
Why do they die? ↑
… tomorrow always arrives #taa
Hofburg ::: Post-capitalist executive ↑
main brainroad continues ↓
#mo1 Increasingly, therefore, workers, and especially knowledge workers,
will outlive any one employer,
and will have to be prepared for
more than one job,
more than one assignment,
more than one career.
So far, this book — Management Challenges for the 21st Century — has dealt with changes in the environment : in society, economy, politics, technology.
This concluding chapter deals with the new demands on the individual.
#mo1 The very great achievers, a Napoleon, a Leonardo da Vinci, a Mozart, have always managed themselves.
This in large measure made them great achievers.
But they were the rarest of exceptions.
And they were so unusual, both in their talents and in their achievements, as to be considered outside the boundaries of normal human existence.
#mo1 Now even people of modest endowments,
that is, average mediocrities,
will have to learn
to manage themselves.
How can the INDIVIDUAL survive? continue
The INDIVIDUAL in entrepreneurial society continue
#mo1 #moq Knowledge workers, therefore, face drastically new demands:
They have to ask:
Who Am I?
What Are My Strengths? → Drucker methodology vs. StrengthsFinder
HOW Do I Work/Perform ? (here)
They have to ask: Where Do I Belong? In details 1 ::: details 2 ::: Insight: Where right becomes wrong
This is not a decision that most people can or should make at the beginning of their careers. (here)
Tactics (success) by Edward de Bono
They have to ask: What is My Contribution? (something that needs doing)
And do you know the biggest thing these young executives have to learn in their new positions?
My friend continued, “We have more Ph.D.’s in biology and chemistry than we have janitors, and they have to learn that their customers aren’t Ph.D.’s, and the people who do the work aren’t.”
In other words, they must learn to speak English instead of putting formulas on the blackboard.
They must learn to listen to somebody who does not know what a regression analysis is.
Basically, they have to learn the meaning and importance of RESPECT.
From Command to Information
to the Responsibility-based organization
“Men of high effectiveness are conspicuous by their absence in executive jobs.”
Q: A difficult thing to learn, let alone teach.
A: You have to focus on a person’s #performance.
The individual must shoulder the burden of defining what his or her own contribution will be.
We have to demand — and “demand” is the word, nothing permissive — that people think through what constitutes the greatest contribution that they can make to the company in the next eighteen months or two years.
Then they have to make sure that contribution is accepted and understood by the people they work with and for.
Most people don’t ask themselves this question, however obvious and essential it seems.
When I ask people what they contribute to an organization, they blossom and love to answer.
And when I follow with, “Have you told other people about it?” the answer often is “No, that would be silly, because they know.”
But of course “they” don’t.
We are one hundred years past the simple economy in which most people knew what others did at work.
Farmers knew what most farmers did and industrial workers knew what other factory workers did.
Domestic servants understood each other’s work, as did the fourth major group in that economy: small tradesmen.
No one needed to explain.
But now nobody knows what others do, even within the same organization.
Everybody you work with needs to know your priorities.
If you don’t ask and don’t tell, your peers and subordinates will guess incorrectly. start here
They have to take Relationship Responsibility.
Very few people work by themselves and achieve #results by themselves—a few great artists, a few great scientists, a few great athletes.
Most people work with other people and are #effective through other people.
That is true whether they are members of an organization or legally independent.
To manage oneself, therefore, requires taking relationship responsibility.
Can we then say anything constructive about communication?
From command to responsibility-based organization and Managing the boss — boss list
They have to plan for the Second Half of THEIR Lives. more on this below … #parallel
sidebar ↓ (#connect #mmit #CAF)
Alternative life directions
Reinvent yourself
The individual in entrepreneurial society
The Return on Luck
Danger of too much planning
#mo1 #moq #tiwia Equally important, knowing the answer to these #questions ↑ enables a person to say to an opportunity, an offer, or an assignment … ↓
“Yes, I will do that.
But this is the way I should be doing it.
This is the way it should be structured.
This is the way the relationships should be.
These are the kind of #results you should expect from me, and in this time frame, because this is who I am.” ↓
Try searching this page for the word “team”
What should you be doing now,
to be effective in your new job? continue
People Decisions ↓
Beware of “what goes on behind closed doors” #wgobcd continue
What do I want to put into life ↑
and
what do I want to get out of it? continue
↓ From Interview: Post-Capitalist Executive ↓
#mo1 Even today, remarkably few Americans are prepared to select jobs for themselves.
Jobs that kill you
When you ask, “Do you know what you are good at?
Do you know your limitations?” they look at you with a blank stare.
Or they often respond in terms of subject knowledge, which is the wrong answer.
sidebar ↓ (#connect #mmit #CAF)
Connect, connect, connect
The Individual in Entrepreneurial Society
From Knowledge to KnowledgeS
Knowledge is always specialized
The answers that gave you an “A+”
40 years ago are the wrong answers (research)
About knowledge ::: connecting ::: not connecting
main brainroad continues ↓
When they prepare their resumes,
they still try to list positions
like steps up a ladder.
It is time to give up
thinking of jobs
or career paths
as we once did
and
think in terms of
taking on assignments
one after the other.
#75 #wlh #mo1
Q: If a young man in a gray flannel suit represented the lifelong corporate type, what’s today’s image?
A: Taking individual responsibility and not depending on any particular company.
Equally important is managing your own career.
The stepladder is gone, and there’s not even the implied structure of an industry’s rope ladder.
It’s more like vines, and you bring your own machete.
You don’t know what you’ll be doing next, or whether you’ll work in a private office or one big amphitheater or even out of your home.
You have to take responsibility for knowing yourself, so you can find the right jobs as you develop and as your family becomes a factor in your values and choices. continue → Interview: Post-Capitalist Executive
… snip, snip …
#wlh #Performance is not hitting the bull’s-eye with every shot.
Performance is rather the consistent ability to produce #results over prolonged periods of time and in a variety of assignments.
A performance record must include mistakes.
It must include failures.
It must reveal a person’s limitations as well as his strengths.
… snip, snip …
The one person to distrust is the one who never makes a mistake, never commits a blunder, never fails in what he tries to do.
Either he is a phony, or he stays with the safe, the tried, and the trivial.
The better a person is, the more mistakes he will make—for the more new things he will try. — The Daily Drucker
Read more on the preceding topics
The individual in entrepreneurial society
… one thing worth being remembered for
is the difference one makes in the lives of people more
Wisdom → broad #sda
thinking broad and thinking detailed
The Return on Luck
Danger of too much planning
Knowledge and technology #pdf
Knowledge economy and knowledge polity
Management Challenges for the 21st Century
Managing in the Next Society
A Year with Peter Drucker:
52 Weeks of Coaching for Leadership Effectiveness
Freedom (et al.) is the heaviest burden
laid on mankind
Origins of The Practice of Management
the main managing oneself brainroad continues ↓
... snip, snip...
#20 #lchp #wlh The Second Half of Your Life #parallel #second-curve
As said before: For the first time in human history, individuals can expect to outlive organizations.
This creates a totally new challenge: What to do with the second half of one’s life?
If you can see the road ahead
#adt One can no longer expect that the organization for which one works at age thirty will still be around when one reaches age sixty.
#wlh #worldview #horizons But also, forty or fifty years in the same kind of work is much too long for most people.
They deteriorate, get bored, lose all joy in their work, “retire on the job” and become a burden to themselves and to everyone around them.
This is not necessarily true of the very top achievers such as very great artists.
Claude Monet (1840-1926), the greatest Impressionist painter, was still painting masterpieces in his eighties, and working twelve hours a day, even though he had lost almost all his eyesight.
Pablo Picasso (1881-1973), perhaps the greatest Post-Impressionist painter, similarly painted till he died in his nineties and in his seventies invented a new style.
The greatest musical instrumentalist of this century, the Spanish cellist Pablo Casals (1876-1973), planned to perform a new piece of music and practiced it on the very day on which he died at age ninety-seven.
But these are the rarest of exceptions even among very great achievers.
Neither Max Planck (1858-1947) nor Albert Einstein (1879-1955), the two giants of modern physics, did important scientific work after their forties.
Planck had two more careers.
After 1918 — aged sixty — he reorganized German science.
After being forced into retirement by the Nazis in 1933, he, in 1945, almost ninety, started once more to rebuild German science after Hitler’s fall.
But Einstein retired in his forties to become a “famous man.”
There is a great deal of talk today about the “mid-life crisis” of the executive.
It is mostly boredom.
At age forty-five most executives have reached the peak of their business career and know it.
After twenty years of doing very much the same kind of work, they are good at their jobs.
But few are learning anything anymore,
few are contributing anything anymore
and few expect the job again to become a challenge and a satisfaction.
Manual workers who have been working for forty years — in the steel mill for instance, or in the cab of a locomotive — are physically and mentally tired long before they reach the end of their normal life expectancy, that is, well before they reach even traditional retirement age.
They are “finished.”
If they survive — and their life expectancy too has gone up to an average of seventy-five years or so — they are quite happy spending ten or fifteen years doing nothing, playing golf, going fishing, engaging in some minor hobby and so on.
But knowledge workers are not “finished.”
They are perfectly capable of functioning despite all kinds of minor complaints.
And yet the original work that was so challenging when the knowledge worker was thirty has become a deadly bore when the knowledge worker is fifty and still he or she is likely to face another fifteen if not another twenty years of work.
To manage oneself, therefore, will increasingly require preparing oneself for the second half of one’s life.
(The best books on this subject are by Bob Buford — a very successful businessman who himself has created his own second half of life.
They are Half Time [Grand Rapids: Zondervan, 1994] and Game Plan [Grand Rapids: Zondervan, 1997].)
... snip, snip...
People who manage the “second half” may always be a minority only.
The majority may keep doing what they are doing now, that is, to retire on the job, being bored, keeping on with their routine and counting the years until retirement.
But it will be this minority, the people who see the long working-life expectancy as an opportunity both for themselves and for society, who may increasingly become the leaders and the models.
They, increasingly, will be the “success stories.” continue
#wlh Finding Your #Role #pdf
Reinvent yourself
#33 The following is from the chapter “Non-profits: the second career — interview with Robert Buford” in Managing the Non-Profit Organization
PETER DRUCKER: You’ve had significant achievements in both of your careers.
Is there any particular experience that helped you either to do the right things or avoid doing the wrong ones ?
ROBERT BUFORD: Perhaps two experiences that came early in my life.
My mother gave me a great deal of responsibility early in life and a great deal of freedom to fail.
The second thing that was important to me is that I got caught off base a couple of times when I was quite young.
For the rest of my life I’ve assumed that anything I did in violation of the rules, I would get caught doing.
So, I’ve made it a rule that I’m simply not going to take shortcuts and cheat, because I assume I’ll get caught.
And I find that’s good discipline.
PETER DRUCKER: Can you remember any one person in your own company or in your own community who made you realize who really you are and who you might become?
For instance, I’ve heard you talk a great deal about how much you gave, but also how much you got from the Young Presidents Organization.
Was that one of the important relationships in your life?
ROBERT BUFORD: The Young Presidents Organization has been important in my life because it’s given me a window into the real worlds of other executives.
I have chosen to live all my life in a town with a population of seventy-five thousand because it seems to me to be a sane environment to function from, and a caring and warm environment.
But it is a small town.
The Young Presidents Organization has provided me with access to sophisticated and successful people whom I would otherwise have been unlikely to meet.
PETER DRUCKER: That’s why it’s so important, I think, for people who work in an organization to have an outside interest , to meet people and not just become totally absorbed in their own small world .
And all worlds are small worlds . (Try a #page-search for “small worlds”)
Six degrees of separation
That’s particularly important for people in non-profit organizations because their work is so much more absorbing than it is in a business.
#adt Build on islands (a.k.a. small worlds #sw ) of #health and strength
When you say to a business executive, you’re working hard from nine to five, make sure you have some other interest—be a Scout Master, well, that gets a resonance.
But when you say to a pastor, perhaps you should go on the board of the local hospital, he says, I’m too busy .
He becomes a victim of his own organization .
One of the most successful—and busy—non-profit executives I know sits on several company boards.
She says that gives her a window on a different world—that she learns from doing that.
Let me ask you what important advice you have on self-development for people in non-profit service organizations?
You have seen more of them than almost anybody I know, worked with more of them through your pastoral churches and the service organization executives you work with in Leadership Network.
What would be the important advice?
ROBERT BUFORD: #adt On either the business side or the non-profit side, stay in touch with your constituency, or you run the risk that they will change and you won’t.
You’ll be left a prisoner of your own tradition, a prisoner of the insiders in an organization and their desires, and will miss the role of a service organization, which is to serve.
Josh Abrams story
PETER DRUCKER: I’m reminded that Gustav Mahler told his orchestra members they should sit in the audience at least twice a year so that they know what music sounds like to the listener.
A great pastor I knew years ago made it his habit to take off about four or five Sundays a year, go to other churches, and sit in the congregation.
Is that what you are telling me is important?
ROBERT BUFORD: A great pastor I know summers in the country and goes to small local churches all summer.
Another pastor I know makes it his practice to go to the offices of his members on a frequent and disciplined basis to meet them on their turf.
PETER DRUCKER: The best hospital administrators I know have themselves admitted once a year as a patient, go through the admission routine, and then spend a day just to see not only how their organization works but what it is like to be a patient.
So that’s one of the important development things.
Any other?
ROBERT BUFORD: #adt It’s very important that the leader, and, for that matter, the whole leadership team, stay in touch with the seasonal changes within themselves .
We all have different experiences and levels of intensity in our mid-forties than we had in our mid-thirties.
And we will be entirely different in our mid-fifties when, perhaps, we’re, bored with our current careers, where we have achieved virtuosity and mastery in things which we used to think very challenging, but which are now yesterday’s work .
How is it possible
to NAVIGATE and WORK toward
THE “right horizonS”
that aren’t on your mental radar
at the the RIGHT pointS in time?
#ewtl
This is who I am
↓ #hor3 #wlh #mo1 ↓
The individual in entrepreneurial society
The Return on Luck
Danger of too much planning
Management Challenges for the 21st Century
Managing in the Next Society
Living in more than one world
Knowledge workers therefore need to develop,
preferably while they are still quite young,
a noncompetitive life and community
of their own,
and some SERIOUS outside interest. continue
Consider all factors → a broader landscape → Life 2.0 et al.
Just reading ↑ is not enough — you’ve got to make it operational
Working with people #wwpeo
The Über Mentorr
People decisions
Leadership
Taking relationship responsibility
“Famed actor Arnold Schwarzenegger posted a photo of him sleeping on the street under his famous bronze statue, and sadly wrote “how times have changed”
The reason he wrote the phrase was not only because he was old, but because when he was governor of California he inaugurated a hotel with his statue.
Hotel staff told Arnold, “at any moment you can come and we’ll have a room reserved for you.”
When Arnold stepped down as governor and went to the hotel, the administration refused to give him a room arguing that he should pay for it, since they were in great demand.
He brought a sleeping bag and stood underneath the statue and explained what he wanted to convey:
“When I was in an important position, they always complimented me, and when I lost this position, they forgot about me and did not keep their promise.
Do not trust your position or the amount of money you have, nor your power, nor your intelligence, it will not last. “
Trying to teach everyone that when you’re “Important” in people’s eyes, everyone is your “Friend”
But once you don’t benefit their interests, you won’t matter anymore.
According to Arnold, “Nothing lasts forever”
So … Remember …
You’re struggling today but tomorrow will be OK.
When you’re up there, remember the people you’ve been with in your difficult times.”
Quora
“Curiosity is a mindset, and it is a skill.
Intelligence and behavior
The art of asking the right #questions can make all the difference in a manager’s success or failure no matter the stage in their career.
Learn from a legend.
Billionaire Mort Mandel learned this critical lesson from leadership legend Peter Drucker.
In Mandel’s autobiography, “It’s All About Who” he shares the following story:
“Years ago the famous management guru Peter Drucker sat down with me and gave me the best advice I’ve received.
I asked him how we could grow faster.
He told me to put my best person on my biggest #opportunity — Mort Mandel, billionaire and philanthropist
That simple answer probably feels a bit like something Captain Obvious would tell you.
How helpful is it?
Well, after hearing that advice, Mandel was as skeptical as you, so he followed up with another #question:
“If my best person is a dentist, would I put him in charge of running a brass foundry?”
Mandel figured he’d be able to stump Drucker with this extreme situation, but Drucker took no time to insightfully respond:
“Yes.
Let me tell you what that dentist will do if he’s your best person.
He’ll walk into that building, tour the plant, and speak to the employees.
He’ll immediately realize he doesn’t know anything about a brass foundry.
But he’s going to get his people together and figure it out.
He’ll try to find someone on that team who is highly qualified to run the plant.
If he doesn’t come up with one, he’ll find the best foundry man in the country.
The dentist will soon learn how to improve the leadership and the culture and reinforce the values.”
I bet you can imagine the dentist doing all those things around the plant.
And as they do, the dentist will be asking critical #questions like:
What’s working well at the foundry right now?
What could we do to improve your work area?
What’s management missing that matters?
Who is the best leader among the staff?
Why?
Who is the best foundry man in the industry?
It is the act of listening and asking good questions to the right people that will turn the dentist into the leader the foundry needs.
They’ll discover the problems plaguing the foundry, what’s working well, and help find the right people to appoint as leaders.
While the dentist would never succeed on their knowledge alone, by using questions and curiosity they can forge a path to success.
Be inquisitive when you start a new role.
Like many of us, when put in a new role, the dentist didn’t know much about their new job.
However, asking the right people the right questions (#rq) quickly changed the situation for them and can do the same for you and your team.
Learning by experience alone does not scale as a leader.
Where’s the exploration of the biggest #opportunity?
Your best hope is to become great at asking questions to learn from others.
But curiosity isn’t just for when you start.
It’s a habit you should never stop, regardless of your leadership role and experience level.
Why Asking Great Questions is a Critical Management Skill
Many of the best leaders in the world have learned this lesson and shared it with others.
Here are some of our favorite quotes from leaders at companies like Pepsi, Pixar, and Intel, as well as a legendary Hollywood producer.
1) Bossing people around misses out on a ton of learning.
Brian Grazer is a legendary Hollywood producer you probably have never heard of, but you’ve definitely heard of the movies he’s helped make make.
He’s been working for decades with director and long time friend, Ron Howard, on films like A Beautiful Mind and Apollo 13. In his book, “A Curious Mind” he reveals how he’s learned so much in his career by asking questions.
He’s used it to meet and learn from brilliant and famous people including multiple US Presidents, Michael Jackson, and Princess Diana.
He’s also used his curiosity to inform his management style, which he describes in his book:
“I especially think questions are a great management tool when I think someone isn’t doing what I would hope they would, or when I think something isn’t going in the direction I want it to go.
Asking questions creates the space for people to raise issues they are worried about that the boss, or their colleagues, may not know about.
Asking questions gives people the chance to tell a different story than the one you’re expecting.
Most important from my perspective is asking questions means people have to make their case for the way they want a decision to go.”
Rather than being the boss, and telling everyone how to do things, Grazer uses questions to listen and learn.
When his team answers them, sometimes Brian changes his mind, and other times, the act of answering changes theirs.
Either way, the outcome has nothing to do with Brian’s ego or his ideas being the only way to do things.
Brian doesn’t mind sacrificing his ego, because his real goal is to make a great work of art.
The result of his approach speaks for itself: he has 43 Academy Award nominations and 149 Emmy nominations.
Don’t be bossy; ask questions when you see something wrong and use the answers to shape a better path forward.
2) Problems don’t come to you.
You have to seek them out by asking.
Pixar Animation Studios has been making hit animated films for the last 20 years.
This hot streak is no mistake.
It is the careful attention to a hard working, candid culture, that has helped them succeed.
At the helm of this culture is co-founder Ed Catmull.
In his book, Creativity, Inc, he shares many lessons on how he architected the culture and improved it as they grew and changed.
One major lesson he learned early on that he wrote about in his book was that leaders must seek out problems:
The Five Deadly Sins
During the arduous journey to make Toy Story, he never once heard about issues production managers were having.
When he finally did find out about them, he felt horrible they had gone on for so long.
It was a painful lesson he learned that shaped much of his management approach going forward.
After Toy Story was a big success and the future of Pixar seemed secure after so many years of struggling, Catmull was looking for his next challenge.
That turned out to be focusing on Pixar’s leadership and culture.
Reflecting on how he and other leaders have risen to that challenge over the years, he wrote:
“What makes Pixar special is that we acknowledge we will always have problems, many of them hidden from our view; that we work hard to uncover these problems, even if doing so means making ourselves uncomfortable; and that, when we come across a problem, we marshal all of our energies to solve it.
This more than any elaborate party or turreted workstation, is why I love coming to work in the morning.
It is what motivates me and gives me a definite sense of mission.”
Building a great culture in your company or on your team does not happen by accident.
It is only by hard work setting a good example and actively seeking out problems that you will find the changes you need to make for your team to perform at their highest possible levels.
These problems do not come to you.
You must seek them out.
3) Questions level the playing field.
No matter the role you’re in, as your team grows, you’ll work with many different personalities.
One of the risks you run as your team grows is that you can be dominated by your extroverts.
As the saying goes, “the squeaky wheel gets the grease.”
If you’re not careful, you’ll end up having your most outspoken team members driving your decisions and changes you make on the team’s behalf.
This is why it’s important to ask questions of everyone on your team, even if they aren’t coming to you or readily volunteering information.
One of the best places to ask questions is in your one on ones with each person on your team.
These meetings are invaluable for many reasons, and Ben Horowitz, VC and author of The Hard Thing About Hard Things points out a crucial one:
You have to ask your introverts.
Draw the answers and insights out of them.
(Ed.note: these one on one questions can help if you’re looking for ideas on what to ask.)
It can be hard work, but it’s critical to getting their input.
They can help you fully understand what problems or opportunities exist.
And even if someone on your team does come to you with something, don’t just take it at face value.
You should probe deeper so you fully understand the situation, idea, or feedback.
That’s why Andy Grove, former CEO and founder of Intel has, “Grove’s Principle of Didactic Management”, which he writes about in his leadership classic, High Output Management:
“When the supervisor thinks the subordinate has said all he wants to about a subject, he should ask another question.
He should try to keep the flow of thoughts coming by prompting the subordinate with queries until both feel satisfied they have gotten to the bottom of the problem.”
If you know the 5 Why’s method to get to the root of a problem, consider this the sibling to that approach.
Never assume you fully understand something from simply an initial statement.
You need to probe deeper so you’re not treating symptoms without knowing the disease.
For example, someone may tell you they want to be involved in a meeting they hadn’t been attending before.
The easy answer would be to just invite them along and move on.
However, if you probe deeper, you may discover the reason they want to be there has little to do with the meeting.
Instead, it could be due to a feeling of being out of the loop, not having input where they feel they should, or that they want to impress someone in the meeting.
All 3 of those would have different ideal solutions and be worthy of much more discussion to determine the best approach.
Whether your team member is starting the discussion or you are, it’s important bring questions and keep asking questions so you get the full story regardless of their personality.
4) Questions prevent rushing to judgment.
When you hear bad news or about a problem, it’s easy to jump to conclusions and want to take action quickly.
However, if you do that, it’s easy to say or do things you’ll regret later.
That’s why Indra Nooyi, CEO of Pepsi, takes a different approach:
When you assume positive intent, and come to those involved in a situation with good questions to learn more, you’ll be in a much better position.
Not only do you avoid making any ill advised decisions, you can diffuse the situation by not escalating tensions.
As Nooyi wrote:
“Sometimes in the heat of the moment, people say things.
You can either misconstrue what they’re saying and assume they are trying to put you down, or you can say, “Wait a minute.
Let me really get behind what they are saying to understand”…when you assume positive intent, I think what often happens is the other person says, “Hey, wait a minute, maybe I’m wrong in reacting the way I do because this person is really making an effort.”
And it goes deeper.
When you take a positive approach and use questions to learn more, you make mistakes safe to occur, and for you to be told about them.
The downward spiral of rushing to judgment.
If you have a habit of killing the messenger, no one will come to you with problems for long.
Similarly, if a you tend to explode over any problem, your team will quickly learn to avoid making any mistakes.
Both are catastrophic for you and your team.
If everyone is afraid to come to you with problems, then many issues will fester and force you into a fire fighting, reactionary management mode.
Once you’re there, it’s quite easy to get trapped as a new, major problem will likely be emerging just as you dealt with the last one.
Meanwhile, if your team is afraid to make mistakes and take risks, you will never discover breakthrough opportunities, and creativity will be stymied.
This is a recipe for your best people to leave and your team as a whole to underperform.
Be a thoughtful manager.
Give people the benefit of the doubt and use questions to get all the facts before rushing to a decision.
5) Questions help you learn your people’s motivations.
Many people want to “be the boss,” but no one likes being bossed around.
You have to tap into people’s motivations to get the best work out of them.
It’s why a core part of Dale Carnegie’s leadership classic, How to Win Friends and Influence People, has this simple, yet important lesson:
Later in How to Win Friends, Carnegie relays the following story about how a plant manager got his employees to step up to help deliver a massive order that he originally thought was impossible to do with their other order commitments:
“Instead of pushing his people to accelerate their work and rush the order through, he called everyone together, explained the situation to them, and told them how much it would mean to the company and to them if they could make it possible to produce the order on time.
Then he started asking questions:
Is there anything we can do to handle this order?
Can anyone think of different ways to process it through the shop that will make it possible to take the order?
Is there any way to adjust hours or personnel assignments that would help?”
Because the plant manager came to his people and involved them in the decision, they rallied with him and helped create a way to deliver the order on time.
If he had simply come out and started giving orders, he would have likely been met with groans and resistance instead.
As Carnegie later wrote, “Asking questions not only makes an order more palatable; it often stimulates the creativity of the persons whom you ask.
People are more likely to accept an order if they have had a part in the decision that caused the order to be issued.”
Do you know what excites your team?
Do you engage or order them?
The only way to get anyone to do anything is if they want to do it.
The only way to know what they want is to ask.
Questions are at the core of every facet of succeeding as a manager.
If you want to develop your management skills, hone your curiosity.
Looking for helpful questions to ask?” source
#30 #Questions from
#Parallel Thinking
by
Edward de Bono
(#attention #adt #apta)
↑ YouTube: A brief celebration of Edward de Bono's
ideas on thinking ↓
IMAGE THINKING
Questions
are attention directing tools #adt
Creating a constellation from #question alternativess ↓ ::: Larger view ↓
The real purpose of parallel thinking
is to build up a full field of consideration,
not to throw out ideas in a scattergun approach
and hope that one works.
To deal with risk
you need
the possibility/design aspects
of
parallel thinking
The first stage of parallel thinking
is to do with
laying down
a field of parallel possibilities
Perception is a matter of
directing attention
instead of just
letting it
flow where it will.
There is no contradiction between
the natural behavior of
the mind
and the idea of deliberate thinking
QUESTIONS: They have to be YOUR answers
… But, on the whole, the question is the preferred device because it is more polite (asking instead of instructing) and simpler to use.
sidebar ↓ (#connect #mmit #CAF)
Attention is a very KEY
part of thinking !!!!!!!!!!
one acts only upon what one is paying attention to
Going outside ::: Yellow hat ::: Grey sneakers :::
homework needed
Going outside Yellow hat ::: homework needed
main brainroad continues ↓
Attention-directing is a very important part of #perception.
Attention flow → Thought fragments on this page
We look and then notice,
and note
what we #SEE
in the direction
to which our attention is drawn
The brain can only SEE
what it is prepared to see
Six Frames for Thinking about Information
Going outside Yellow hat ::: homework needed
Perception
provides
the INGREDIENTS
for thinking
Most mistakes in thinking are mistakes in perception:
Seeing only part of the situation :::
Jumping to conclusions :::
Misinterpretation caused by feelings
The white hat — part of Six Thinking Hats
Grey sneakers — part of Six Action Shoes
Six Frames For Thinking about Information
The Drucker Lectures:
Essential Lessons on Management, Society, and Economy
The Five Most Important Questions
You Will Ever Ask About Your Nonprofit Organization
An #expert in a subject may have acquired an ‘attention-directing framework’.
When an art expert looks at a painting, that expert may direct his or her attention to the colors, the brushwork, the composition, the use of light, the hands, etc.
A hypothesis will itself immediately direct attention.
If the expert believes that the unsigned work is by a certain artist then the expert may immediately look at the nose because that artist is known to paint noses in a characteristic way.
In #thinking about anything
we need
‘attention-directing’
frameworks.
sidebar ↓ (#connect #mmit #CAF)
#fastp ↓
↑ … finding and selecting
the pieces of the puzzle ↓
The explorer
Six Frames
for Thinking about
Information
JUDGEMENT
Six Frames for Thinking about Information
#ewtl
Concepts ::: Context ::: Attention flow (#adt)
The patterning system of the brain
NO SURPRISES
Managing the Moron
The CEO in the New Millennium
Information Challenges
Six Frames for Thinking about Information ↓
How To Be More Interesting
Serious Creativity
Operacy — effectiveness and
the thinking that goes into doing —
getting things done
main brainroad continues ↓
We cannot look at everything
at the same time
in order to put us
into the same position
as an expert
who has built up
just such a framework.
Answers to Drucker questions have to be YOUR answers
Rick Warren tribute to Drucker
Without the ability to direct attention,
we see only the familiar patterns
Instead of waiting
for our attention
to be pulled towards
something unusual,
we can
set out frameworks
for ‘directing’ our attention
in a conscious manner
We need attention-directing devices in order to prevent confusion.
It is more effective
to look at one thing
after another
and to make a thorough job
of each ‘look’. #cities
Going outside Yellow hat ::: homework needed
JUDGEMENT
Teach Yourself to Think : Basic Processes —
Broad/Specific, General/Detail ::: Projection ::: Attention Directing :::
Recognition and Fit ::: Movement and Alternatives
Situation coding
We also need
attention-directing devices
in order to be sure
that we have not
left anything out
but have done a broad #sda
and competent perceptual scan:
that we have looked in all directions
that matter.
The #CoRT Thinking Lessons, which are now in wide use in many countries around the world and with excellent results, deliberately provide just such attention-directing devices. #adt
So instead of the hit-and-miss haphazard questioning of the Socratic method we can have the organized attention-directing of the ‘de Bono method’ of parallel thinking.
The formal attention-directing devices of the #CoRT method provide ‘executive concepts’ for the mind.
Our minds are full of ‘descriptive concepts’ like chair, car, dog, etc.
But there are few, if any, executive #concepts, which we use to direct our thinking or attention.
In the #CoRT lessons there is an attention-directing device called ‘C&S’ or ‘C and S’.
This stands for ‘Consequence and Sequel’ but is always referred to by the initials. #c&s or c and s
Why?
To give it its own perceptual identity.
It is perfectly useless simply to exhort someone to ‘look at the consequences’.
Such an instruction, which would apparently do the same thing, has no permanent standing in the mind, whereas the #C&S comes to have its own identity.
When a teacher asks a student to ‘do a C&S’ the student knows exactly what to do.
In time the student gives himself or herself the same instruction.
The results, as shown by the research of Professor John Edwards at James Cook University in Australia, can be very powerful.
Just telling a student to ‘think’ is perfectly useless.
In Canada I once #suggested to a roomful of about 150 senior women executives that women should be paid 15 per cent more money than men for doing the same job.
Eighty per cent of those present liked the idea and even muttered that it was ‘about time too’.
I then briefly explained the #C&S technique: direct attention to immediate, short-term, medium-term and long-term consequences of the suggestion.
At the end I again asked for their opinion regarding the suggestion.
The 80 per cent in favor had now dropped to only 15 per cent.
So ‘doing a formal C&S’ had made a huge difference.
Now, I suspect that everyone in that room would have regarded the C&S as an unnecessary device because as ‘thinking adults’ they always looked at the consequences of a suggestion .
If so then the formal request to do a C&S should have made no difference at all.
Most people make the mistake of believing that because something is simple, obvious and sensible we do it all the time.
This is not so at all.
We do not usually do even the simplest of things.
I have often told how I once asked a class of 30 12-year-olds in a school in Australia to give me their reaction to the suggestion that they should each receive a small amount of money each week for going to school.
All 30 thought it was a great idea since they would be able to buy sweets, comics and chewing gum.
I then briefly explained another simple attention-directing device: the ‘#PMI’.
Here the thinker directs attention to the ‘plus’ points first, followed by the ‘minus’ points and finally the ‘interesting’ points.
At the end of the exercise 29 of the 30 students had totally changed their mind and decided that the suggestion was a bad idea: ‘Where would the money come from?’, etc.
The important point to notice about this story is that I did not stand there asking them questions.
I did not say another word after explaining the PMI.
The students used this attention-directing device on their own.
As a result, they had a broader #sda perceptual picture.
As a result of having a broader perceptual picture they changed their mind about the suggestion.
The difference from the Socratic method, in which the teacher has to ask a string of questions, is very obvious.
Other attention-directing tools in the first set of CORT Thinking Lessons include:
#CAF: Consider All Factors — this directs attention to all the factors that need to be looked at when considering a decision, choice, design, plan, etc.
#FIP: First Important Priorities — an attempt to spell out the priorities.
Which things matter most?
#AGO: Aims, Goals and Objectives — this directs attention to the purpose of the action or choice.
What are you trying to achieve?
#APC: Alternatives, Possibilities and Choices — this is an executive order to find other ways of looking at something or doing something.
#OPV: Other People’s Views — this directs attention to the view or thinking of the other people involved.
All these attention-directing devices are very obvious and very simple.
But, in action, they have a powerful effect.
And students love using them, because they provide a framework for thinking about something.
Just telling a student to ‘think’ is perfectly useless.
One enlightened philosopher in Canada declared that the devices could not possibly work.
Even as he was writing this the devices were in use in hundreds of classrooms, where they were working very well.
It is somewhat like trying to prove that cheese does not exist when people are eating cheese every day.
We get many reports of children going home and teaching the attention-directing devices to their parents who are about to make major decisions.
We get reports of children helping their fathers and mothers think through business decisions.
There are countries where the methods are taught in some, many or all the schools.
There is no magic.
A question is an attention-directing device.
But who tells you where to direct the question?
The #CoRT thinking tools provide a framework for directing the directing of attention.
The #CoRT method also gets the students or thinkers to direct their own attention instead of just waiting for the teacher to ask the right question (#rq).
The CoRT Thinking Lessons are also used in business as well as in schools.
Intelligence Information Thinking
Books by Edward de Bono
society of organizations brainroad ::: The need for a theory of organizations ::: Toward a theory of organizations ::: Society of organizations #pdf
These text blocks ↓ — made up of book heading titles — are meant to facilitate finding topics spread among various conceptual resources and creating conceptual landscape awareness.
sidebar ↓ (#connect #mmit #CAF)
The Poverty of Economic Theory #pdf
… the real pattern of economic activity
larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two
The Forces Creating a New Geography of Opportunity?
The Management Revolution ↑ ::: Developing countries
main brainroad continues ↓
#worldview
#hor3 #wlh #org1 #fastp
Organizations
The Society of Organizations (PDF)
Mostly plain text version
Spirit of Performance
An organization is a special-purpose institution ::: A human group composed of specialists — not labors — working together on a common task ::: The function of organizations to make knowledge productive ::: The more specialized knowledges are, the more effective they will be ::: Have to be put together with the work of other specialist to become #results — outside the organization ::: Knowledges by themselves are sterile ::: Specialist are effective only as specialists — and knowledge workers have to be effective ::: The most highly effective knowledge workers do not want to be anything but narrow specialists #ntea ::: Specialist need exposure to the universe of knowledge, but they need to work as specialists and to concentrate on being specialist ::: And for this to produce results, an organization is needed ::: Organization as a distinct species ::: All one species … Armies, Churches, Universities, Hospitals, Businesses, Labor unions ::: They are the man-made environment, the “social ecology” of post-capitalist society ::: Management is a generic function pertaining to all organizations
Knowledge-based management
The characteristics of organizations ::: Organizations are special-purpose institutions ::: They are effective because they concentrate on one task ::: In an organization, diversification means splintering ::: It destroys performance capacity ::: Organization is a tool ::: The more specialized its given task, the greater its performance capacity ::: Its mission must be crystal clear ::: Because the organization is composed of specialists ::: Each with his or her own narrow knowledge ::: Otherwise its members become confused ::: They will follow their specialty ::: Rather than applying it to the common task ::: They will each define “#results” in terms of that specialty — imposing their own values on the organization ::: Only a clear, focused, and common mission can hold the organization together and enable it to produce #results ::: The prototype of the modern organization is the symphony orchestra ::: Many high-grade specialists ::: By themselves they don’t make music. Only the orchestra can do that ::: Perform because they have the same score ::: # Results exist only on the outside ::: Organizations exist to produce results on the outside ::: Results in an organization are always pretty far away from what each member contributes ::: Results need to be defined clearly and unambiguously and, if at all possible, measurably ::: Organizations need to appraise and judge itself and its performance against clear, known, impersonal #objectives and goals ::: “Voluntary” membership and the ability to leave an organizations ::: Organizations are always in competition for its essential resource qualified, knowledgeable, dedicated people ::: Need to market membership (what do the jobs really have to be to attract the needed people) ::: Have to attract people ::: Have to hold people ::: Have to recognize and reward people ::: Have to motivate people ::: Have to serve and satisfy people ::: Has to be an organization of equals, of “colleagues,” of “associates” ::: The position of each is determined by its contribution to the common task rather than by any inherent superiority or inferiority ::: Must be organized as a team of “associates” ::: They are always managed ::: Have “leaders” ::: May be perfunctory and intermittent ::: Or may be a full-time and demanding job for a fairly large group of people ::: Have to be people who make decisions ::: or nothing will get done ::: Have to be people who are accountable for the organization’s mission, spirit, performance, results ::: Must be a “conductor” who controls the “score” ::: There have to be people who: focus the organization on its mission; set the strategy to carry it out; define what the results are ::: This management has to have considerable authority ::: Yet its job in the knowledge organization is not to command; it is to direct (and inspire) ::: To be able to perform, an organization must be autonomous ::: Cannot be used to carry out “government policy”
Organization as a destabilizer #jump #lter #psdapa #sda ::: The organization of the post-capitalist society of organizations is a destabilizer ::: Its function is to put knowledge to work on tools, processes, and products + on knowledge itself ::: #horizons It must be organized for constant change ::: It must be organized for #innovation ::: It must be organized for systematic abandonment of … the established, the customary, the familiar, the comfortable, products, services, and processes, human and social relationships, skills, organizations themselves (#wgobcd) ::: Knowledge changes fast ::: Today’s certainties will be tomorrow’s absurdities ::: Skills change slowly and infrequently ::: Changes that most profoundly affect a knowledge do not, as a rule, come out of its own area ::: Social innovation is as important as new science or new technology in creating new knowledges and in making old ones obsolete ::: Purposeful innovation has itself become an organized discipline ::: Which is both teachable and learnable ::: Every organization has to build into its very structure the management of change ::: Organized abandonment ::: Increasingly, organizations will have to plan abandonment rather than try to prolong the life of a successful policy: practice, or product—something which so far only a few large Japanese companies have faced up to (#wgobcd) ::: The ability to create the new (three systematic practices) ::: Continuing improvement of everything it does (Kaizen) ::: What every artist does ::: Aim is to improve each product or service so that it becomes a truly different product or service in two or three year’s time ::: Learn to exploit ::: Develop new applications from its own successes ::: Learn how to innovate ::: Every organization will have to learn how to innovate and to learn that innovation can and should be organized as a systematic process ::: Then we come back to abandonment and we start all over again
Post-capitalist society has to be decentralized (#sda #horizons) ::: Its organizations must be able to make fast decisions based on closeness to performance, to the market, to technology, to the changes in society, environment, and demographics, all of which must be seen and utilized as (REAL not imagined) opportunities for innovation ::: Organizations in the post-capitalist society thus constantly upset, disorganize, and destabilize the community (#horizons #sda) ::: The “culture” of the organization must transcend community ::: It is the nature of the task that determines the culture of an organization, rather than the community in which that task is being performed ::: If the organization’s culture clashes with the values of the community the organization’s culture will prevail or else the organization will not make its social contribution ::: “Knowledge knows no boundaries” ::: Of necessity every knowledge organization is of necessity non-national, non-community ::: Even if totally embedded in the local community
The employee society ::: Another way to describe the phenomenon of the society of organizations ::: Employees who work in subordinate and menial occupations ::: Service workers ::: The wage earner, the “worker” of yesterday ::: Knowledge workers ::: 1/3 of the work force ::: They own the “means of production” ::: Cannot, in effect, be supervised ::: Cannot be told what to do, how to do it, how fast to do it and so on ::: Unless they know more than anybody else in the organization they are to all intents and purposes useless ::: They hold a crucial card in their mobility ::: Organizations and knowledge workers are interdependent ::: “Loyalty” will have to be earned by proving to knowledge employees that the organization which presently employs them can offer them exceptional opportunities to be effective ::: Capital now serves the employee ::: From command and control to information-based to responsibility-based organizations (#responsibility #information word stem #contribut) ::: The Society of Organizations text society of organizations brainroad
The need for productivity
regular text version
The Society of Organizations (PDF)
On Growth and Form #ad
In this classic of biology and modern science, Sir D'Arcy Wentworth Thompson (1860-1948), one of the most distinguished scientists of the modern era, sets forth his seminal "theory of transformation" — that one species evolves into another not by successive minor changes in individual body parts but by large-scale transformations involving the body as a whole.
First written in 1917, the book was revised by Thompson in 1942 — the revision reprinted here.
The esteem in which this monumental, lavishly illustrated work is universally held derives not only from its scholarship and creativity, but also from the rich literary style that exemplifies Thompson's great erudition in the physical and natural sciences, ancient and modern languages and the humanities.
The book begins with studies of organic magnitude, the rate of growth, cellular form and structure, adsorption, and the forms of tissues, then examines a vast spectrum of life forms, and concludes with a comparison of related forms that leads to the theory of transformations.
Realities and concepts are the essence of this page
They ↑ are vision elements in a life design & management system ↓
This page and its connected pages can be used as starting points
to create your own pre-thought work approach
A work approach that is effective
for the challenges ahead ↓
#43 #wlh Realities → Business realities, Market realities, and Knowledge realities
“… being right is the feeling of being right. This is what
guides your actions …” Practical Thinking and logic bubbles
The Black Cylinder Experiment #bce
First museum exhibit → Imagine the time span between the emergence of the railroad
— making the industrial revolution accomplished fact — and 2050 …
… how many alternative realities and unimagined futures do you #see?
From various points around the world, how many? ↓
( Long Shadow may be available on Netflix streaming)
↓
#ewtl
Adventures of a Bystander → toward organic design !!!
The management of change → abandon the old
and create the new ← a community destabilizer explore !!!
Exhibit 2 ↓
“We know only two things about the future ↑.
It cannot be known.
It will be different from what exists now and
from what we now expect”
This ↑ means the future isn’t going to be like today
which was created yesterday …
and yesterday
was the product of the day before yesterday ↓
We are nowhere near the end of the turbulences,
the transformations, the sudden upsets #lter continue :::
Long years of profound change
And “The actual results of (current) action are not predictable ↓” continue
#reality assumptions ::: The Black Cylinder Experiment !!! #bce
Exhibit 3 ↓
These unimagined alternative realitieS ↑ imply the need to
circumvent the organization and political power structureS that
act on the assumption (here) that tomorrow
is going to be an extrapolation of yesterday.
This backward focus ↑ sabotages the futureS and
leaves its victimS as prisonerS of the past …
“Looking out the window” ↓ is a #useful alternative
Exhibit 4 ↓
↑ A work approach that searches for
“INFORMED” future horizons to work toward
is needed ↓ REPEATEDLY
A work approach that is effective for the challenges ahead
There are major horizons (here) and supporting horizons (here) at different points in time
And what is the global social value of those horizons and how operationally specific are they?
Exhibit 5 ↓
One example of unimagined futureS ↑ → KNOWLEDGE is the only
meaningful resource “TODAY” — dynamicS ↓ & implicationS ↓
A change in how the world functions
Exhibit 6 ↓
It is impossible to work on “things/opportunities” that
aren’t on one’s mental radar ↓ ↓ at the “right & necessary” point S in time ↑ ↓
The Power and Purpose of #Objectives: The Marks & Spencer Story and Its Lessons !!!
The case against corporate short termism
It is also impossible to work toward “horizons” that
aren’t on one’s mental radar ↑ ↑ at the “right & necessary” point S in time ↑ ↓
The things on your current mental radar are most likely
wrong, out-of-date, or mis-informed important
The sequence of “things” ↑ and “horizons” ↑ needs to be operationally reversed
Awareness ↑ ↓
about #Questions
#Questions are a key time-life navigation tool #question
Try a #page-search for the word stem “question”
A #question thoughtscape ↓ ::: Larger view ↓
Creating a constellation from #question alternativess ↓ ::: Larger view ↓
Questions are attention-directing tools #adt
#54 We cannot #see things unless we are prepared to see them.
That is why science advances by fits and starts as paradigms change and we are allowed to #see things differently.
That is why the analysis of #data can never produce all the ideas present in that data.
Think “big data” vs. #information challenges.
The inherent weaknesses in all possible #information systems
That is why #analysis is a limited tool, not the complete one we have always believed it to be. continue
“Your thinking, choices, #decisions are determined by
what you have SEEN” edb
Why Peter Drucker Distrusted Facts
Try a #page-search for the word “information”
and then visualize the connections between what you have #SEEN
Hash tags (#) 53, 54, 55 56 and 57 form a thought space
The CEO in the New Millennium #worldview #mbr
The CEO in the new millennium has six specific tasks.
They are
- To define the meaningful outside of the organization
- To think through what #information regarding the outside is meaningful and needed for the organization, and then to work on getting it into usable form
- To decide what # results are meaningful for the institution
- To set priorities for the organization
- To place people into key positions
- To organize top management
The concept of the CEO is an American invention and export.
Connections :
A PDF #pdf
Not even educated in management
Management revolution → making knowledge productive
A radical change in structure for the organizations of tomorrow
The prototype of the modern organization
From command to information-based to responsibility based organization
“#Information is data endowed with relevance and purpose.” — Druckerism
Attention-directing frameworks
Continuing turmoil
The Society of Organizations and the accompanying destabilization society of organizations brainroad
Meta-System by Edward de Bono continue
Meta-System definition
A meta-system provides a reason for doing something which does not lie within the immediate situation itself.
The Happiness Purpose
What do you want to be remembered for?
Try a #page-search for: “remembered for”
A meta-system is a higher system outside the immediate system in which one happens to be operating.
Examples
Perhaps the most striking example of the operation of a powerful meta-system is the way Christian martyrs went singing to their deaths in the Colosseum of Rome and elsewhere throughout the ages.
Their meta-system of belief was so powerful that they were willing to give up life itself:
the meta-system required that the operating system close down.
A meta-system can make no higher demand.
Not very different was the fervour with which the Janissaries and other soldiers of Islam hurled themselves into battle with a disregard for their personal safety.
They knew that once a jehad or holy war had been declared, death in battle meant instant access to heaven.
Suicides (lack of a meta-system)
In contrast to the Christian martyrs and the Islamic soldiers there is the opposite example of suicides or people who end their lives not through the operation of a meta-system but through the lack of one.
From this must be exempted ritual suicide such as the Japanese hara-kiri which is another example of the operation of a powerful meta-system (though this time a social one and with no reward of heaven).
I have known many people who have attempted suicide and several who have succeeded.
Anthony Bourdain: Wikipedia ::: CNN ::: images
If we leave aside the gesture type of suicide attempt there seem to be two mechanisms.
One is a sort of temporary madness or rage and fury at life itself and especially at oneself.
Though the end-point is different the process is probably not any different from any burst of destructive rage.
The other mechanism is a sort of blankness or emptiness of the will to live.
There seems to be nothing to look forward to and no point in life.
The spirit appears to have died and so the body might as well follow it.
It is sadly characteristic of depression that at the depth of depression it does not seem possible that anything can ever change or get better.
It does not seem possible that there should ever be any enjoyment again in anything.
No matter how many up and down swings a depressive may experience, in each down-swing he cannot believe that it will pass.
The depressive exists from moment to moment.
There is no meta-system of belief which allows him to get outside of himself and outside of the moment.
Figure 2 shows how in the moments of depression a meta-system can provide the needed continuity and hope.
A device for reacting
A meta-system is a device for reacting to something other than what is immediately under one’s nose.
Left to himself a child would eat poison berries (or medicines) because they were red and pretty.
Human children would have difficulty in surviving if there were not the meta-system of parents who provide instruction that goes beyond the gratification of the moment.
Because of his freedom of action a human child needs such an outside meta-system.
A bird, however, avoids the poison berries because instinct has programmed him against them.
Instinct provides an inbuilt meta-system—except that the bird probably does not feel attracted to the berries in the first place since he is not free to be attracted unless his instinct programme includes such attraction. continue
#z01 #hor1 #hor2 #hor3 #wlh A road ahead ↑ and horizon ↓ #mmit #sda
Striving toward an idea outside of yourself
A horizon → Knowledge Economy and Knowledge Polity !!!
And with knowledge becoming the key resource,
there is only a world economy ↑ ↓
“Making a living is no longer enough,” …
“Work also has to make a life.”
The need for roots
Druckerism (calendarize this? #ams)
#hor1 #wlh
“Self-development
— #wlh ↑ — seems to me
to mean both
acquiring
more capacity and also
more weight as a person altogether.
By focusing on accountability,
people take a bigger view of themselves.
That’s not vanity, not pride,
but it is self-respect and self-confidence.
Its something that, once gained,
can’t be taken away from a person.
It’s outside of me
but also inside of me.”
continue ::: two development tasks
Work has to make a life — Version 1
“The … I wouldn’t say happy people, but satisfied, contented people I knew were all people who lived in more than one world.
Those single-minded people — you meet them most in politics — in the end they are very unhappy people.
There isn’t that much room at the top — there is very little room at the top.” Then what? and #YouTube
How much labor?
Where right becomes wrong
#16 #iit #sda #dwrau #6 Frames Info
#Intelligence ::: #Information ::: #Thinking
Intelligence Information Thinking → PDF
A brief celebration of Edward de Bono's ideas on thinking (YouTube)
Edward de Bono interview — The Science Show #audioplayback
Books by Edward de Bono
The explorer
JUDGEMENT → Attention-directing frameworks
Intelligence Information Thinking #dtao #pdf by Edward de Bono
The #PMI and mental scanning
Information is energy for mental tasks
Information and truth (truth paste)
Information vs. Thinking
The inherent weaknesses in all possible information systems
B.C. Forbes → Foundations and opportunities ↓
Knowing what to do #apta
How do you explain an event
you cannot understand?
The concepts above imply the need for dense reading plus
thinking broad and thinking detailed
Malcolm Forbes ↑ ::: Remembered for?
The love letters of Walter Bagehot and Eliza Wilson #pdf
#wlh
“Your first and foremost job as a leader
is to take charge of your own energy
and then help to orchestrate the energy
of those around you” — Peter Drucker
What Makes An Effective Executive?
Management: Tasks, Responsibilities, Practices #MTRP
Management, Revised Edition
Drucker’s other work
What thinking is needed
to get these ideas ↑ ↓ — this information —
effectively accomplished?
#ewtl
larger view ↑
How could you convert these concepts ↑
into evolving operational steps ↓? calendarize this? #ams
Ludecy
z03 #wlh
“Why is ‘thinking’ important? awareness
Because without thinking we can only act in the following ways:
1. Act purely on instinct like insects.
2. Repeat the usual routines.
3. Do what someone else > decides > and orders.
4. Follow the emotion of the moment.” — Edward de Bono
What about feelings and values?
Thinking is a skill
#twws = the world we see
We live in the world we ‘see’.
But the world we see
is not the physical world around us
but the ‘perceived’ world in our minds.
Outer world — inner world
The physical world may be exactly the same
but different people
will see different things.
A holiday is half gone.
Or, half the holiday is still to come.
A glass is half empty.
Or, the glass is half full.
The mistake is a disaster.
Or, the mistake teaches a #useful lesson.
A plate of chicken is placed on the table before a person.
How does that person perceive the food?
1. A vegetarian does not want to eat the chicken but is timid about asking for something else.
2. A hungry person looks with delight and anticipation at the food.
3. A person who is trying to lose weight wonders how many calories there are in the chicken and remembers the fat is mainly in the skin.
4. A person who has a stomach upset is nauseated by the smell of the food.
5. A person who has just read about an outbreak of salmonella infection is suspicious and cautious.
Would it be risky to eat the chicken?
For each person
the physical appearance of the chicken
is exactly the same
as would be shown
if each person
took a photograph
from the same angle.
But the mind does not take photographs.
The mind brings in information, experience, frames, present contexts, feelings and emotions.
All these get organized
by perception
to give us
‘the way we look at the situation’ evolving worldviews ::: Grandmother and the Twentieth Century.
On Being Right — Rules Of Everyday Thinking
#conversation
“If I had to summarize the most important rules of everyday thinking I would reduce them to two. #conversation
1. Everyone is always right #mmit
2. No one is ever right
These are not contradictory.
In his own mind no one is wrong on purpose.
According to his knowledge, experience, emotions and the way he looks at things a person sets up his ideas in the best possible way.
One has to realize that this is the case when one is dealing with other minds.
It may be obvious but it is very easy to forget.
If one does want to show someone a different point of view one has to arrange things so that his mind can of itself snap over to that point of view in an insight change.
Insight is also the process by which one moves, oneself, from an idea that is adequate to one that is even better.
Although everyone is always right within his own context this rightness is not absolute but limited to that context. #mmit
This means that one must forego the arrogance and dogmatism of those who feel that they are so right that they must impose their ideas on others.
This arrogance is the most deadly mistake since it goes right against the natural behavior of the mind in improving its ideas.
If one accepts that no one is ever right in an absolute sense then one is more willing to look around for better ideas, and to look at the ideas of others.” — EDB
Thinking is the most fundamental of all human skills.
The quality of our future will depend directly on the quality of our thinking.
Is it then not only astonishing but also absurd that thinking is not the core subject in all #education and the central subject on any school curriculum?
It is not.
It is not there at all.
There are some schools that teach thinking.
Many of them teach #critical thinking, which is excellent but totally inadequate.
Judgement thinking is important but so is design thinking.
We need to create as well as to judge. continue
“Attention is a key element of perception
Without the ability to direct attention #adt ,
we #see only the familiar patterns (#connect)
Attention can be pulled or attracted
to something unusual
How much attention do we pay to the usual?” — EdB
“Attention-directing tools (#adt) are very powerful.
If you are looking in the right direction you #see things.” continue
«§§§»
#03 #patterns #mmit
#htmp = how the mind performs
“The mind works to
recognize familiar patterns
in the outside world … ↓ #apta
Outer world — inner world
As soon as such a #pattern is recognized (Sherlock Holmes or Hercule Poirot)
the mind switches into it
and follows it along —
further thinking is unnecessary …
The explorer
Unless there are competing patterns (here+),
then anything remotely similar
to the established pattern
will be treated
just as if it were that #pattern.
It is not unlike the watershed into a valley.
Unless there is a competing valley #information,
water which falls quite far away
will end up at
the center of the valley.
This is what we might call ‘the centering of patterns.’” continue
de Bono Thinking Course
The Telephone Game (Chinese Whispers) ::: YouTube
No two people ever read the same book
#sda ↓
Most mistakes in THINKING
are mistakes in perception:
seeing only part of the situation
#ewtl #information
THE OBSCURE VIRUS CLUB
Throughout the 1970s, a biologist named Howard Temin became convinced that something wasn’t right in science’s understanding of viruses.
His colleagues dismissed him as a heretic.
He turned out to be right — and you’re alive today as a result.
Season Four (Revisionist History) ends with a bedtime story about how we should be freed by our doubts (#adt), not imprisoned by them. Druid Hills #adt ::: Research Management #adt
Research Laboratory: Obsolete?
Connections: Pearl Harbor, Pentagon Papers, Afghanistan Papers, Watergate, Flint water lies, Newark water lies …
Examples of competing landscapes:
One ::: Two ::: Three
To know something … one must look at it from sixteen different angles continue
Sources of competing patterns:
The Drucker Lectures: Essential Lessons on Management, Society, and Economy
The Daily Drucker
The Textbook of Wisdom
Practical Thinking
#Podcasts
This page and #hotw the history of the world in two hours
Try a #page-search
for the word stem “pattern”
to see the #pattern concept in different contexts
Why thinking is important …
Highly intelligent people do not necessarily make good thinkers. the #intelligence trap below
#84 #lchp #opeo
“For there are three types of intelligence
* one understands on its own
* the second discerns what others understand
* the third neither understands by itself nor through the intelligence of others
# the first kind is most excellent
# the second excellent
# the third useless” — Machiavelli
The Prince #pman
On New Principalities Acquired by One's Own Arms and Skill
On the Prince's Private Advisers
On Fortune's Role in Human Affairs and How She Can Be Dealt With
(naming) People behaviors #wgobcd
CATEGORY ONE: Behavior that is constructive but also very effective
The Intelligence Trap
Effectiveness: Getting the right things done
CATEGORY TWO: This is a person who is actually contributing a great deal at this moment
CATEGORY THREE: This is someone who is hardworking, cooperative, helpful and also effective.
CATEGORY FOUR: This person is positive, agreeable, pleasant and cheerful.
CATEGORY FIVE: Behavior that is neutral, behavior that is passive.
CATEGORY SIX: This behavior is critical, negative and destructive.
CATEGORY SEVEN: Behavior that is totally selfish.
CATEGORY EIGHT: This is the behavior of the bully.
CATEGORY NINE: This is the behavior of the outlaw. continue
The manager and the moron ↓ The point at which we teach people to think will have to be moved further and further down the line → Knowledge, technology, computers, managers, economic impact … the future continue
#35 #sda #tias Thinking is a skill,
not
intelligence in action.
“Why is ‘thinking’ important? awareness — seeing the road ahead
Because without thinking we can only act in the following ways:
1. Act purely on instinct like insects.
2. Repeat the usual routines.
3. Do what someone else > decides > and orders.
4. Follow the emotion of the moment.” — Edward de Bono
If you don’t design your own life THEN someone else will do it for you!!!
The Alternative to Tyranny
Dealing with risk and uncertainty
Everyday thinking is what fills in the time when you are neither asleep nor dead.
Thinking is that waste of time between SEEING something and “knowing” what to do about it.
Knowing what to do
The purpose of thinking is to deliver to you the values you seek … continue
“If you do not care
to understand something,
then you must borrow an explanation
from someone else (and they will deceive you)
or do without one.” continue
#wlh #thinking
“One can … never be sure
what the knowledge worker thinks—and yet
THINKING !!! is her/his specific work;
it is his/her “doing.”” ↓
Dealing with risk and uncertainty ↓
What thinking is needed — now or later? ↑ ↓
Now and then the ‘edge effect’
Edward de Bono interview (12+ minutes) #audioplayback
Wisdom is largely about ‘broadening’ perception
… to know something important … (#sda on memo)
Finding and selecting the pieces
Connect, connect, connect
Getting a broader view !!! helicopter
DEALING WITH RISK AND UNCERTAINTY ↑ ↓
Most of the mistakes in thinking are mistakes in perception. an exploration #sda
 SEEING only part of the situation — insufficient #information #wb
Topics vs. realities ::: larger view ↓
#fastp
Three types of broad — width, depth, richness
Once you see something you can’t unsee it
JUDGEMENT → Attention-directing frameworks
Now and then the ‘edge effect’ ↑
It’s easy to get lost without a map ↑
Creating a better “map” ↓
 The patterning system of the mind — the NEED for MANY competing patterns
Finding and selecting the pieces of the puzzle ↓
“Alternatives don’t have to show themselves” ↓
A big really picture
A smaller element ↓
 “The terms knowledge industries, knowledge work and knowledge worker are nearly fifty (sixty, seventy, eighty) years old.
They were coined around 1960, simultaneously but independently— the first by a Princeton economist, Fritz Machlup, the second and third by this writer.
Now everyone uses them, but as yet hardly anyone understands their implications for human values and human behavior, for managing people and making them productive, for economics, and for politics.” — PFD
The Second Curve — missing the turn to the future
The World: A Brief Introduction
Books by Walter Wriston
Technology is about work: the specifically human activity by means of which man pushes back the limitations of the iron biological law which condemns all other animals to devote all their time and energy to keeping themselves alive for the next day, if not for the next hour.
 “A change as tremendous as … doesn’t just satisfy existing wants, or replace things we are now doing.
It creates new wants and makes new things possible.”
Knowledge and technology
No surprises
Long years of profound changes
The Five Deadly Sins
A FREEDOM brainroad
T. George Harris — civil rights, politics, business, psychology, careers, self-development, health and spirituality
Celebrating the life of Peter Drucker — audio by Rick Warren
Things don’t alway work out as expected. What are the implications for those impacted?
The voyage of the St. Louis 1939
The really bad guys don’t always get what they deserve
The good guys don’t always carry out their obligations
Intelligence, information, thinking
If you never change your mind, why have one?
Have a sign on your desk which says:
‘Same thinking as yesterday, last year or ten years ago.’ — life experience
Parallel Thinking
Water Logic — what does something lead to?
Think! Before It's Too Late
Practical Thinking — The black cylinder experiment and the world surrounding you
Textbook of Wisdom — if you can SEE the road ahead …
Attention directing frameworks — a place in the mind
Intelligence ::: Information ::: Thinking combo pdf
Three types of intelligence
Dealing with risk and uncertainty
Information: Search not Think
Windows of Opportunity #woo
Information and Decisions
What Everybody Knows Is Frequently Wrong
Time-life Navigation Insights
The memo THEY don’t want you to see
Why bother?
How can the INDIVIDUAL survive?
The INDIVIDUAL in entrepreneurial society
Managing Oneself — a REVOLUTION in human affairs
More than anything else we are responsible for our own self-development and allocating our lives
The second half of one’s life
Who you really are and who you might become!?
Jumping to conclusions
see above
“Most people make the mistake of believing that because something is simple, obvious and sensible we do it all the time.
This is not so at all.
We do not usually do even the simplest of things.” EDB
Assumptions
Misinterpretation caused by feelings
What about feelings and values?
What about beliefs? It is also true that beliefs can stand in the way of progress
Doing a PMI
Social ecologist
Sixteen different angles
Broad
Perception provides
the ingredients for thinking ↓ #pta
↑ “If our perceptions are wrong
then no amount of logical excellence
will give the right answer.” ↓
Your thinking, choices, DECISIONS are
determined by
what you’ve “SEEN” ↑ …
“It is only our lack of complete information
that makes it necessary for us to think”
The traditional notion in education that information is sufficient is old-fashioned and dangerous
“In addition to information
we need #ideas.
Ideas are
the spectacles
through which
we look
at information.”
‘An #idea
can never
make the best use
of available information
because
information trickles into the mind
over a period of time
the idea patterns set up
cannot be as good
as if
all the information
arrived at once.’ continue
“One does not pay attention to everything.
And one acts
only upon what one is
paying attention to.
(A Century of Social Transformation)
The reaction may be #thinking or it may be action (which is only thinking that passes through our mouths or our muscles instead of our minds).
The world around is full of a huge number of things to which one could pay attention.
But it would be impossible to react to everything at once.
So one reacts only to a selected part of it.
The choice of attention area
determines
the action or thinking
that follows.
The choice
of this area of attention
is one of the most fundamental
aspects of thinking.”
Very powerful ::: TLN Insights ::: #adt #edb
The thinking
needed
to get things done:
Getting the RIGHT things done and avoiding the four realities of an executive’s situation that push them toward futility
Is it a problem or an important decision?
Career Performance or trivial pursuit
objectives, priorities, alternatives,
other people's views,
creativity, decisions, choices, planning,
consequences of action operacy
#hor3 #wlh “There are three types of ‘broad’.
The first type of broad is to do with ‘width’.
How widely do we #see?
This means taking into account different factors, different people, different values and different needs.
The second type of broad is to do with ‘depth’.
This means looking forward and looking backwards.
We look backwards in time to seek explanations and reasons for what is before us.
We look backwards to examine past experiences, both our own and those of other people.
We look forward to #see the #consequences of what is before us.
#ewtl
This might be prediction in terms of what may happen.
It may also be looking for the #consequences of any action we are contemplating.
We look forward from the immediate #consequences to the long-term #consequences
The third type of broad is to do with ‘richness’.
Here we open up alternatives and different ways of looking at things.
We seek out the existing alternatives.
We imagine the different viewpoints of other people.
We make an effort to generate further alternatives.
These are alternatives of perception and alternatives of action.
We look for ‘might be’ and for ‘possibly’.
We go beyond ‘what is’.” wisdom ::: creativity in broadening perception ::: Water logic
#wlh #edu Reactive and Pro-Active Thinking
In school it is very practical to put work-sheets, textbooks, and blackboard texts in front of students.
The students are then asked to ‘react’ to what is before them.
For these practical reasons almost all the thinking taught in school is ‘reactive’.
‘Here is something - what do you think of it?’
You cannot easily ask students to go out and organize a business.
You cannot easily ask students to solve a real problem or undertake a real project.
It simply is not practical in a school setting.
It also happens that this reactive type of thinking fits in with the intellectual tradition of scholarship: how do we react to what is already in existence?
But school and education is not a game unto itself.
Real life involves a great deal of ‘pro-active’ thinking.
This means going out and doing things.
All the information is not given - you have to find it.
Something is not placed before you.
If you just sit in your chair nothing will happen.
It is easy enough to eat in a restaurant if the meal is placed before you.
But buying the food (or even growing it) and cooking it are different matters.
It is not the fault of education that pro-active thinking is not so easy to handle as reactive thinking.
But it is the fault of education to suppose that reactive thinking is sufficient.
#wlh #edu The New Word ‘Operacy’ #operacy #opeo
Everyone knows what literacy and numeracy mean.
I invented the word ‘operacy’ several years ago to cover the skills of ‘doing’.
There is a myth in education that ‘knowing’ is enough.
If you have sufficient knowledge, action is obvious and easy.
If you have a detailed map, getting about is easy.
The real world is different.
My many years of experience working with business and with government have shown that ‘doing’ is not at all easy.
There is a great deal of thinking involved in doing.
‘Gut feeling’ and ‘flying by the seat of the pants’ have long ceased to be sufficient.
There are people to be dealt with.
There are decisions to be made.
There are strategies to be designed and monitored.
There are plans to be made and implemented.
There is conflict, bargaining, negotiating and deal-making.
There are values to be assessed and trade-offs to be made.
All this requires a great deal of thinking.
All this requires a high degree of operacy.
In a competitive world, industrial nations that do not pay attention to operacy will be left behind.
On a personal level, youngsters who do not acquire the skills of operacy will need to remain in an academic setting.
Operacy involves such aspects of thinking as: other people’s views; priorities; objectives; alternatives; consequences; guessing; decisions; conflict-resolution; creativity and many other aspects not normally covered in the type of thinking used for information analysis.
These things are part of ‘pro-active’ thinking, not the usual ‘reactive’ thinking.
More on this type thinking and topic work
#wlh #Information vs. Thinking
We need both information and thinking.
Information is no substitute for thinking and thinking is no substitute for information.
In connection with information there are two uses for our thinking.
The first is directed at the information itself:
getting information
obtaining the maximum from the information we already have
checking the information.
The second is the use of the information to carry out some thinking purpose:
decision
action
choice
plan
design
or pleasure.
§
We need as much information (1) as we can get.
But we also need thinking.
We need thinking to decide what information (2) we should seek and where to look for it.
We need thinking to make the best use of the information (3) we have.
We need thinking to set up possible ways of putting the information together.
The traditional notion in education that information is sufficient is old-fashioned and dangerous.
It is only our lack of complete information that makes it necessary for us to think
Thinking is no substitute for information.
Check the timetable, do not just try to think when there might be a flight to Geneva.
The more information we have the better will our thinking be and the more appropriate our actions.
Since every little bit of information helps, every bit of time must be taken up with providing more information.
So there is no time to look directly at thinking as a skill.
The dilemma is obvious.
If we could have complete information in an area then thinking would be unnecessary.
But if we cannot have complete information then it is better to have somewhat less information and higher skill in thinking.
«§§§»
There may be certain areas where it is possible to have complete information but more often we have to supplement the information with thinking.
Suppose the timetable does show that there is a flight from London to Geneva at 9.45 A.M. designated as SR 815.
Now that we know, do we need thinking?
Indeed, we do.
How are we going to get to the airport?
How long should we allow to get there?
Is it rush hour?
Are there any strikes on at the moment?
Is there likely to be bad weather and what would be the best way of checking this?
Does it matter if the flight is late?
If the plans are disrupted how do I let the person at the other end know of this?
These are all considerations that require thinking.
#Information and ideas #apta
In our management thinking we tend, quite rightly, to rely heavily on information.
A good financial reporting system leads to profits. #profit
A speedy sales reporting system results in effective marketing.
Detailed market analysis information brings about the correct product choice.
An examination of trends and forecasts provides the information required for planning.
It could be said that the size of any decision is proportional to the inadequacy of the reason for making it
If our information was complete then the information would make its own decisions.
If a shipowner for instance had complete information about oil transport requirements, future cost of finance, the firm plans of his competitors, knowledge of political and labour stability, information about government subsidies and regulations and so on, he could feed all this into a computer and the decision would be produced for him.
It is only when our information is inadequate that we have to make a human decision.
And the greater the inadequacy of information the bigger the decision will seem
Our hunger for information should not, however, blind us to the fact that information alone is insufficient
In addition to information we need #ideas.
Ideas are the spectacles through which we look at information.
I once gave the following problem to a group of chief executives:
'A man buys a dog as a watch-dog.
He then finds that the dog does not bark.
What should he do?' continue
#53 de Bono's 1st law: #apta
'An idea can never make the best use of available information.'
Since an idea develops slowly over time as more information becomes available the idea cannot make as good use of that information as would be possible if all the information had become available at once
de Bono's 2nd law:
'Proof is often no more than lack of imagination in providing an alternative explanation.'
The realization that proof does not arise solely from the excellence with which the explanation fits the facts but also from a feeble imagination is hugely important.
It leads at once to three things:
1. It is not enough for scientists to be accurate and to work with painstaking logic on their data.
They need to be imaginative and creative as well.
It is idea creativity that turns up alternative explanations to challenge the certainty of a current explanation and so suggest new experiments.
2. No explanation can be absolute in its rightness since it is impossible to exclude an alternative explanation simply because you cannot think of one yourself and no one else can at the moment.
3. People with feeble imaginations are the most sure of their conclusions.
If one puts the law in a rather fiercer form:
'Certainty arises only from a feeble imagination,'
then one can clearly see the shift in emphasis from the solidity of a proof in itself to the feeble imagination which cannot provide an alternative explanation.
Hash tags (#) 53, 54, 55 56 and 57 form a thought space
#INFORMATION
Thinking is never a substitute for information.
We need all the information we can get.
Two thousand years ago China was far ahead of the rest of the world in science and technology.
They had gunpowder, rockets and many other things long before the rest of the world.
Had China continued at the same rate of progress it would easily be the dominant power in the world today.
But it did not continue.
Progress came to a dead end.
Why?
The scholars started to believe that they could move from certainty (fact) to certainty without any need for the messiness of ‘possibility’.
So they never developed the possibility system: hypothesis, speculation, imagination, etc.
Progress came to a dead end.
Exactly the same thing is happening today in the West.
Because of the excellence of our computers we are starting to believe that all you need to do is to collect and collate information.
That information will do your thinking for you.
That information will make your decisions, design your strategy and indicate the way forward.
This is much more dangerous than most people realize.
Thinking is needed to interpret the information in different ways.
Thinking is needed to put information together to design value.
Thinking is needed to see where to get more information.
Thinking is not a substitute for information but information is not a substitute for thinking.
Search Not Think
Youngsters given computers and Internet connections have a huge world opened up for them.
This is a great privilege.
There is a danger, however, that youngsters start to believe that you do not need to think.
All you need to do is to ‘search’ and somewhere you will find that answer.
This is a difficult point.
Everyone does not need to re-invent the wheel for him and herself.
There is much #useful information available that can save a lot of thinking.
What is important is that as we develop the search abilities we should at the same time develop the ‘thinking’ abilities.
The combination of thinking and information is most powerful.
School and #Information
A large part of school is taken up with information.
This is for two very practical reasons and two less so.
The first practical reason is that there is a lot of information around.
It is there and it is relatively easy to teach.
So as school is a sort of ‘baby-sitting’ exercise the information fills up time.
The pupils are busy.
The teacher is busy.
The parents are happy.
The second practical reason is that information is easy to test.
Does the pupil remember the information he or she is supposed to know?
Marks and grades can be given.
These are believed to be good motivators to get the pupils to work harder — directly or through the parents.
The third reason is that the information is there and has always been taught traditionally.
In the UK children leave school knowing the names of most of Henry VIII’s wives and even the date of the Treaty of Utrecht.
Yet they have no ideas how the corner shop works or how value is created in society.
The fourth reason is the unfortunate belief that teaching information is a way of teaching thinking.
This is a dangerous mistake since it blocks the direct teaching of thinking as a skill.
Certain skills of presentation and argument may accompany the teaching of information but these are only a very tiny part of practical real-life thinking.
Necessary but not Enough
If a chef spends so much time making elaborate pastries that he has no time to make a decent sauce that does not mean that the pastries are bad or even a waste of time.
It simply means that time must be made available for the sauces.
There is no substitute for information.
We need as much as we can get.
But we need thinking as well.
The skill of thinking does not arise from teaching more and more information.
Unless you can teach the right answer to every conceivable situation, then the skill of thinking is needed.
Intelligence and thinking
Far too many people regard thinking as a matter of inborn intelligence — which it is not.
In my researches and experiments I have again and again come across very intelligent people who turned out to be very poor thinkers.
Nor have I found that thinking skill has much to do with #education, for some of the best educated people (Ph.D.s — phds, university lecturers and professors, senior business executives, etc.) have also been poor thinkers.
To regard thinking as a skill rather than as a gift is the first step towards doing something to improve that skill.
«§§§»
Highly intelligent people do like to be right.
This may mean that they spend their time attacking and criticizing others since it is so easy to prove the others wrong.
It also may mean that highly intelligent people are unwilling to take speculative risks because they cannot then be sure they are right.
There is, of course, nothing to prevent highly intelligent people also being excellent thinkers.
But this does not follow automatically.
There is need to develop the skill of thinking.
Intelligence ::: Information ::: Thinking
Intelligence is like the horsepower of a car.
Thinking is like the skill with which the car is driven.
Information (including ecological awareness) is like the road map available to the driver.
By themselves, each of these three components — #intelligence, information, thinking — is not enough, but together they can be used to great effect in the world around us.
#40 Operacy → the thinking that goes into doing #apta
… objectives, priorities, alternatives, other people's views, idea creativity, decisions, choices, planning, #consequences of action.
… “It is perfectly true that the characteristics of effectiveness are more important in doing than intellectual niceties.
But the characteristics of effectiveness include a great deal of thinking : especially of the goal-setting variety.
The action-directed thinker is perhaps more concerned with the positive aspects of the possible than with doubts and fears, but that is thinking none the less.
That a doer should stand up and proclaim his pride in not thinking reflects either upon his luck or the poor image that thinking possesses.”
Idea creativity and #brainstorming
REAL Opportunities ::: Serious Creativity idea creativity
Six Thinking Hats
Management and the World's Work #pdf #mbr
… the real pattern of economic activity
larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two
The Forces Creating a New Geography of Opportunity?
#27 3 kinds of #intelligence
and 9 action behaviors
#fastp ↑ ↓ ← Niccolò Machiavelli ↑ ↓
The motivation to seek REAL opportunities ::: Executive styles
Finding Your Role #pdf
Society of Organizations
Executive realities —
unless executives work at becoming #effective,
the realities of their situation
will push them into futility
The Intelligence Trap continue
“Twenty-five years of experience in the field have convinced me that many people who consider themselves to be highly intelligent are not necessarily good thinkers.
They get caught in the intelligence trap.
There are many aspects of this trap but I shall mention just two.
A highly intelligent person can take a view on a subject and then use his or her #intelligence to defend that view.
The more intelligent the person the better the defense of the view.
Everybody is alway right and nobody is ever right
The better the defense of the view the less that person sees any need to seek out alternatives or to listen to anyone else.
If you know "that you are right" why should you do either of those things?
As a result, many highly intelligent minds are trapped in poor #ideas because they can defend them so well.
A second aspect of the intelligence trap is that a person who has grown up with the notion that he or she is more intelligent than those around (possibly a correct view) wants to get the most satisfaction from that intelligence.
The quickest and most reliable way to be rewarded for intelligence is to "prove someone else wrong."
Such a strategy gives you an immediate result and also establishes your superiority.
Being constructive is much less rewarding.
It may take years to show that a new idea works.
Furthermore, you have to depend on the listener liking your idea.
So it is obvious that being #critical and destructive is a much more appealing use of #intelligence.
This is made even worse by the absurd Western notion that " #critical thinking " is enough.”
¶ ¶ ¶
#research “There is, of course, a place for academic intellectualizing and passive scholarship (which consists of repeating what others have repeated about still yet others) but that is only a small part of thinking — but valuable nevertheless.” EDB
#pti Practical Thinking
“You can probably remember things you were taught at school :
about geography (valleys, river deltas, rice-growing countries, etc.) and
about history (dates of battles, names of kings, etc.).
But can you remember what you were taught about thinking?”
… “Far too many people regard thinking as a matter of inborn #intelligence — which it is not.” continue
Perception
Perception is how we look at the world, what things we take into account, how we structure the world — #worldview #apta Water Logic.
Outside highly technical matter, perception is by far the most important part of thinking.
Professor David Perkins at Harvard has shown that almost all the errors of thinking are errors of perception.
In real life, logical errors are quite rare.
Yet we persist in believing that thinking is all a matter of avoiding logical errors.
… snip, snip …
Exactly the same thing applies to logic.
If your perception is limited then flawless logic will give you an incorrect answer.
Bad logic makes for bad thinking.
Everyone would agree with that.
But the opposite is not true at all.
Good logic does not make for good thinking.
If the perception is poor then good logic will give you a faulty answer.
There is even the added danger that good logic will give a false arrogance with which to hold the false answer. #arrogance
Unlike most books on thinking this book is not about logic but about perception .
It now seems very likely that perception works as a “self-organizing information system” (see The Mechanism of Mind , Penguin, 1976, I Am Right You Are Wrong , Penguin, 1992).
Such systems allow the sequence in which information arrives to set up patterns.
Our thinking then remains trapped within these patterns.
So we need some ways of broadening perception and of changing perception (idea creativity).
These are the sort of matters that are covered in this book.
More on perception.
Man’s mind
#10 Man's mind creates the world in which he lives.
Man lives according to
his own map of the world,
his own way of SEEING things,
which has been created by
his perception.
The process of perception
is a self-organizing one
in which signals
from the external world
received through the senses
are converted into
nerve excitations in the brain.
These excitations
organize themselves
into recorded patterns.
The patterns are individual
and depend on
#circumstances,
past experience
and the particular
sequence of
arrival of the information.
It is quite possible
for the same information
to be put together
in another pattern
by a different brain
or by the same brain
in the process
known as
insight or idea creativity. #apta
‘An #idea
can never
make the best use
of available information
because
information trickles into the mind
over a period of time
the idea patterns set up
cannot be as good
as if all the information
arrived at once.’ continue
Finding and selecting the pieces of the puzzle #fastp
#57 #hor3 #wlh “Why We Need Creativity
The human brain is not designed to be #creative.
It is designed to set up routine #patterns and to use and follow these patterns.
That is why life is practical and possible.
We may need to use routine patterns 98 per cent of the time and only to be creative 2 per cent of the time.
To show this, there is a game where you start with a letter and then add another letter.
At each point, as you add another letter, a whole word has to be formed.
Start with ‘a’.
Add ’t’.
The new word is ‘at’.
Add ‘c’.
The new word is ‘cat’.
Add ‘o’.
The new word is ‘coat’.
Add ‘r’.
The new word is ‘actor’.
Until the addition of the ‘r’ it was quite simple to add the new letter to the existing ones to form a new word.
With the ‘r’ it was necessary to go back and completely restructure the use of the previous words.
INSIGHT
We live over time.
New information comes in over time.
We add this new information to what we already have.
There may come a point where we have to go back and restructure what we had before.
This is #creativity. idea creativity
More often we are not forced to go back.
We stick to what we have.
If, however, we choose to go back and restructure then we get a much better arrangement.
This is idea creativity we choose to use.
Another important consequence is the realization that no amount of ‘tinkering’ with an existing idea will suddenly change it into a fundamentally different idea.
The new idea may require a basic rearrangement of the components.
It is also possible to claim that no idea can ever make the best use of its components, since these have arrived in a particular sequence over time and that sequence of arrival plays too large a part in the final arrangement.
Theoretically all the components would have needed to be present simultaneously.
But what are the practical outcomes from these realizations and considerations?
One outcome is the understanding that radical changes are sometimes essential.
What was wonderful and the best in its time may need to be radically changed.
But how do you change from something which is adequate, or which people have come to accept as adequate, to something that is unknown and risky?
If the existing idea is the best then we should keep it.
If the new idea is better then we must change.
We are tied here to the either/or and true/false dichotomies that underly our thinking.
So what is the ‘parallel’ approach?
The answer is very literal.
You introduce the new idea ‘in parallel’ or alongside the old idea.
You allow both to coexist.
You might even give people the option of choosing.
If the new idea is valuable, over time it will then gain force.” — Edward de Bono
Hash tags (#) 53, 54, 55 56 and 57 form a thought space
No two people
“Actually, the real quote is, “ No two persons ever read the same book.” (Edmund Wilson)
And holy mackerel is that statement true!
Take any book and read a sampling of the reviews and you’ll find yourself wondering if they even read the same book.
What is praised in one is completely trashed in the other, from the writing and grammatical errors (which shouldn’t be debatable but apparently are) to the story line, the writing style, the characterizations, the dialog, and everything (and I mean everything) in between.
It’s amazing how each person reacts to the same book: the words are the same, the story is the same but the response is vastly different. (#meetings, #conversation, #communication)
And the higher the expectations the worse the review if the story fails to deliver.
What a person brings with them when they begin a story matters, too; being in the right frame of mind can mean the difference between loving a book and loathing the same book.
It’s fascinating to see the different responses and learning more about what makes people tick.” source
The Telephone Game (Chinese Whispers) ::: YouTube
«§§§»
“To raise the question (What is our business? — chapter 7, Management: Tasks, Responsibilities, Practices) always reveals cleavages and differences within the top-management group itself. (See what exists is getting old)
People who have worked side by side for many years and who think that they know each other’s thoughts suddenly realize with a shock that they are in fundamental disagreement.”
«§§§»
#hor1
Lateral thinking is a provocative process used for changing the patterns of perception.
Thinking, in general, is an exploration of the map of the world created by perception.
The purpose of thinking is either direct enjoyment or else a change in the world map intended to increase happiness.
This change in the world map
may take the form of
an adjustment to circumstances
or an alteration of circumstances by means of activity which follows the thinking.
The balance between adjustment of oneself or alteration of circumstances is emphasized.
Water Logic
At several points in the book I have referred to ‘water logic’ as a contrast to the ‘rock logic’ of traditional thinking.
The purpose of this naming of ‘water logic’ is to give an impression of the difference.
At this point I shall spell out in more detail some of the points of difference.
A rock is solid, permanent and hard.
This suggests the absolutes of traditional thinking (solid as a rock).
Water is just as real as a rock but it is not solid or hard.
The permanence of water is not defined by its shape.
A rock has hard edges and a definite shape.
This suggests the defined categories of traditional thinking.
We judge whether something fits that category shape or not.
Water has a boundary and an edge which is just as definite as the edge of a rock, but this boundary will vary according to the terrain (#connections).
Water will fill a bowl or a lake.
It adapts to the terrain or landscape.
Water logic is determined by the conditions and circumstances.
The shape of the rock remains the same no matter what the terrain might be.
If you place a small rock in a bowl, it will retain its shape and make no concession at all towards filling the bowl.
The absolutes of traditional thinking deliberately set out to be circumstance-independent.
If you add more water to water, the new water becomes part of the whole.
If you add a rock to a rock, you simply have two rocks.
This addition and absorption of water logic corresponds to the process of poetry, in which new images become absorbed in the whole.
It is also the basis of the new artificial device of the ‘strata!’.
With conditions and #circumstances, the addition of new circumstances becomes part of the whole set of circumstances.
We can match rocks by saying this shape ‘is’ or ‘is not’ the same as another shape.
A rock has a fixed identity.
Water flows according to the gradient.
Instead of the word ‘is’ we use the word ‘to’.
Water flows ‘to’ somewhere.
In traditional (rock) logic we have judgements based upon right/wrong.
In perception (water) logic we have the concepts of ‘fit’ and ‘flow’.
The concept of ‘fit’ means:
‘Does this fit the circumstances and conditions?’
The concept of ‘flow’ means:
‘Is the terrain suitable for flow to take place in this direction?’
Fit and flow both mean the same thing.
Fit covers the static situation, flow covers the dynamic situation.
Does the water fit the lake or hole?
Does the river flow in this direction?
Truth is a particular constellation of circumstances with a particular outcome.
In this definition of truth we have both the concepts of fit (constellation of circumstances) and of flow (outcome).
In a conflict situation both sides are arguing that they are right.
This they can show logically.
Traditional thinking would seek to discover which party was really ‘right’.
Water logic would acknowledge that both parties were right but that each conclusion was based on a particular aspect of the situation, particular circumstances, and a particular point of view. …
continue
#42 #tln #wlh #dwrau #ptf #apta #fastp #ole #weigo #lypc
#brainstorming #mindfulness #journaling
Dealing with risk and uncertainty
The brain is a history library #mmit …
… that has to run #mmit
in the future tense.
Almost all our thinking activity
is directed towards
dealing with the future
since all actions taken
are directed towards
bringing about an effect
which is not yet present.
Yet the brain can only make
observations of the moment (#worldview)
and recall experience of the past.
Assumptions rarely made explicit
What exists is getting old #weigo
Even what we see
at the moment
is conditioned by (the patterning system of the mind)
the perceptions of the past …
Water Logic → Outer world — inner world
this brainroad continues following the sidebar below
sidebar ↓ (#connect #mmit #CAF)
We know only
two things
about the future
continue
What are the implications ↑ for #brainstorming?
“And it ought to be remembered
that there is nothing more difficult
to take in hand,
more perilous to conduct,
or more uncertain in its success,
then to take the lead
in the introduction
of a new order of things.”
Niccolò Machiavelli: The Prince
Tomorrow always arrives
and it is always different
Making the future
Practical Thinking >
The Black Cylinder Experiment
Success always obsoletes the very behavior that achieved it #arrogance
Intelligence and behavior
Information challenges
Most
mistakes in thinking
are
mistakes
in perception
explore further ::: #sda
The dimensions of Broad #sda ::: Assumptions
main brainroad continues ↓
Our habit of #analysis
has been developed
in order to
break down unfamiliar chunks.
We seek to discover scientific truths
so that we may predict
what will happen
and how we can make things happen
with a practical degree of certainty.
Five ways to understand
The use of understanding
We are forever extrapolating the past
in order to prepare the future
into which we are always moving.
#smp small moving parts
#wlh Luther, Mac, and the salmon
Continuing Turmoil
Experts speak !
It is not surprising that
much of business
is dealing with risk and uncertainty
because all of business
is dealing with the future.
When we concern ourselves with #opportunity #woo
we are dealing with greater risk and uncertainty
because we have to do
much more
than predict
that an already existing business #ole
will go on being successful #lypc
(the minimal prediction anyone has to make — and
it is increasingly difficult to make). — Edward de Bono ::: continue
The expected always means
something so very different
The concept of “risk management” is essentially fairy-tale BS.
See “Innovation—The New Conservatism?” and
Search the contents of The Daily Drucker for “risk”
Why Drucker distrusted “facts”
The inherent weaknesses in all possible #information systems
The Tool Method
Carpenters have tools and learn how to use them.
The hammer, the saw, the plane and the drill all have their purposes.
Each tool carries out a defined function.
The skilled carpenter knows which tools to use at any point in order to get the desired effect.
In an exactly similar way, some very fundamental thinking tools are put forward in this book.
They are extremely simple but very powerful to use.
You can learn and practice the tools.
When you have built up some skill in using the tools they can be taken and applied to any situation whatever.
The tools are really “attention-directing tools.” #adt
We can now direct attention at will.
Without attention-directing tools,
attention follows the patterns
laid down by experience
and we remain trapped.
Logic bubbles
This tool method has now been in use for twenty years and it works very well.
It is easy to learn, easy to practice and easy to apply.
The tool method is much easier and more effective than other methods of teaching thinking.
Teaching people to avoid mistakes is very limited.
You could avoid all mistakes in driving by leaving the car in the garage.
Debate and discussion around a subject may practice thinking but do not leave any transferable skills.
Following the thinking of an outstanding teacher could work but would depend on a long period of contact and the general availability of outstanding teachers.
Each tool is very simple to learn.
Once learned it can be applied explicitly.
Our minds are full of “descriptive” concepts such as table, shop, book, #education etc.
What the thinking tools do is to furnish the mind with some “executive” concepts so that at different points in our thinking we can instruct our own minds to work as we wish .
Thinking is a skill that can be improved—if we want to improve that skill.
The tool method is a powerful and effective way of improving that skill.
Some of the most basic tools are laid out in this book.
These tools are derived from the basic #CoRT Thinking Lessons program, which is available for use in schools across a wide range of ages and abilities.
#CAF: Consider All Factors
This is one of the thinking tools from the widely used #CoRT Thinking Program (published by SRA) that I developed.
This program is now in use in thousands of schools world-wide.
The CoRT Program is a comprehensive program consisting of sixty thinking lessons divided into six sections.
There are detailed teacher guides.
A small handful of the #CoRT tools are included in this book because it would be confusing to create new tools to serve the same purpose .
I must make clear, however, that the full CoRT Program is the one designed for educational use in schools.
This book is designed for parents at home.
It may also happen that parents who use this book may want to move on to the full CoRT Program .
CAF is an attention-directing tool.
CAF is a tool designed to increase the breadth of perception. #sda
What are the factors that have to be considered in this matter?
CAF is pronounced ‘caff’.
… ‘Please do a “caff” on this.’
… ‘If you had done a “caff” you would not have left out that important point.’
… ‘Should we do a CAF here?’
The more you use the tool in a deliberate manner the more of a tool it becomes.
If you are shy about mentioning the tool, it does not become usable as a tool but remains as a weak attitude.
A father told his young daughter that she could call in early at his office on her way back from school, because business was very slack.
When she arrived at his office the girl (who had been doing CoRT Thinking at school) suggested to her father that they do a CAF on why business was slack.
Some ideas were developed that helped the business to pick up again.
Looking around a used-car lot a man suddenly spots his favorite make of sports car.
The condition is good, the mileage is right and the price is just affordable.
He is delighted.
Later he comes back and purchases the car.
He drives home in triumph.
He then finds that the car is too wide to fit in the garage at his home.
He had forgotten to do a CAF.
A dwarf got into the elevator intending to go up to the twentieth floor.
But he had to get out at the tenth floor.
He could only reach as high as the tenth-floor button.
He had not done a CAF.
If he had, he might have waited until someone else was ready to get into the elevator.
The government allowed wealthy foreigners to bid up the price of houses in the town.
They then found that they could not get local people to work in the town because the local people could not afford the same prices.
Someone had not done a CAF.
Teaching CAF is a matter of adding to the list of factors.
What has been left out?
Can you add another factor to the list we have?
What else must be considered?
Of course, there is a difference between important factors and less important factors.
But the main effort is to find the factors.
Far too often we go ahead with our thinking without having done a proper CAF.
Although CAF is a very simple tool it can be very powerful when it is done well.
Exercises on CAF
1. A lion-tamer in a circus has lost one of his lions in an accident.
He has to replace this lion.
Do a CAF for him.
What factors must he take into account?
2. You are asked to design an advertisement to get young people to drink more Coke.
What factors do you have to keep in mind?
Do a CAF.
3. A herd of wild horses roams freely over some grazing lands.
Dead horses are found and the farmers are accused of shooting the horses.
The farmers claim that there are now too many horses and they are taking the grazing from the cattle.
Do a CAF on this situation.
4. You are going to a job interview.
What things do you have to keep in mind?
Do a CAF.
5. Your parents are choosing a place to go on holiday.
They have done a CAF and list the following factors.
Have they left out anything?
cost
climate
good restaurants
nearness to a beach
sporting facilities
6. A friend asks to borrow some money from you.
You do a CAF and list the following factors.
Are these enough?
the amount of money
how long he wants the money for
how good a friend he is
7. If you had to make suggestions for re-designing the human head and face, what factors would you keep in mind?
Do a CAF on this.
8. You are running a large department store and you want to recruit some new staff.
When interviewing the applicants what factors would you consider?
Emotions and Values #eav
Far too many people believe that thinking is unimportant because, in the end, emotions determine our choices and actions and that thinking makes little difference .
This is partly true.
In the end all thinking is emotional, and so it should be.
The purpose of thinking is to so arrange the world so that the application of our emotions and values will give an effective and acceptable outcome .
It is true that logical argument is very unlikely to change emotions .
But changes in perception can change emotions .
If you look at something in a different way then your feelings will also be different .
There is, however, an important point.
Do we use emotions first and allow these to determine our perception and our thinking?
Or do we use our perception first and allow emotions to determine our final decision?
Gut Feeling and Thinking
There is among some people a belief that thinking is a waste of time and that gut feeling is all that matters.
There is disillusionment with thinking.
Thinking seems to be a matter of solving puzzles or playing intellectual word games which are of great interest to philosophers and more or less useless to the real world.
Time and again thinking has been seen to rationalize and justify courses of action that have, in hindsight, been inhumane or disastrous.
Thinking, like mathematics, is seen as a tool that serves big business and the military as much as it serves anyone else.
The thinking of politicians is seen as justifying their continuation in power rather than the improvement of society.
Gut feelings and human values are seen to be more reliable.
Much of this disillusionment is directed at the “ intellectualizing ” type of thinking that seems to exist for its own sake.
This is the type of thinking that I described in the “ intelligence trap ,” where thought is used to justify any position .
This is the type of thinking that is used in endless debate and argument and point scoring.
This is the type of thinking that is used in philosophical word games .
Like everyone else I, also, am disillusioned with that type of thinking.
It has its value but as a small part of thinking .
Most of thinking needs to be of the
common-sense, robust, everyday type of thinking on one level
and objective thinking directed towards effectiveness on another.
There is nothing wrong with gut feelings and emotions as the final judges of options .
The danger arises if we place them first and use them as a substitute for thinking .
To the person holding them at the moment gut feelings always seem true and honest and, by definition, good for society #gfs .
We must not forget, however, that some of the most ridiculous and inhuman behavior in the history of man has also been fueled by gut feelings.
Persecutions and wars and lynchings and South Sea bubbles are all a result of gut feeling.
No doubt our gut feelings have improved along with the rest of our civilization, but to entrust them with the task of doing our thinking for us seems, to me, to be too dangerous and too unreliable .
For one thing gut feeling seems to favor violence in clash and revolution .
Maybe that part of our brain still adheres to the simple methodology of animals.
So I am all in favor of using gut feeling at the end of our thinking but not as a substitute for it.
I would also like to insert a “ sense of humor ” as one of our gut feelings which otherwise are always so solemn.
There is, of course, another reason for our flight from thinking to gut feeling, the stars, and other determinants of action.
It is that the world is getting so complicated that it seems impossible to think about anyway.
If all the learned economists argue about inflation to the point that the onlooker can only assume they know very little about it, then how is the voter, himself, going to figure out the economic basis for his vote?
This is a more serious problem than the first one and seems to demand a much greater attention to the teaching of thinking as a skill in #education and elsewhere (even to economists).
Emotions at Three Points
The figure below shows three possible ways in which emotion can interact with perception .
I will use the word “perception” rather than thinking for throughout this book.
I have tried to emphasize that for most practical matters perception is thinking .
In the first situation the emotion is present from the beginning even before the particular situation is encountered.
This is equivalent to blind rage or panic.
It may also occur in a particular context even before the details of the situation have been seen.
This may happen with aggression, jealousy or hatred.
We can call this “blind emotion.”
The second situation is by far the most usual one.
With our perception we examine the situation briefly .
We recognize some pattern .
That switches on our emotion .
From then on our further perception is narrowed and channeled by that emotion .
If you offer a foul-looking liquid to people to drink, most of them will wrinkle their noses and decline the offer.
A blindfolded person will taste the drink and declare it to be orange juice—which is what it has been all along.
The initial perception has triggered our feelings , which then determine our actions .
In the third situation we have the ideal .
There is a broad and calm exploration of the situation and in the end emotions come in to make the final #decision and choose the course of action .
This is the model I have been advocating in this book.
Explore first with such tools as #PMI, #CAF, #APC, #EBS, #ADI, #OPV.
Then make a choice or decision .
This choice may be based on survival, ego-needs, achievement, or self-interest of any sort.
These ↑ are all emotionally based .
Some years ago a friend of mine stopped to help a lady who had been hit by a motorist and left bleeding at the side of the road.
As he was bending over the lady another motorist pulled up and slugged my friend, knocking him unconscious.
What had happened was that the motorist’s initial perception had interpreted that my friend had knocked the lady down.
This triggered his emotions and he reacted accordingly.
The point is a very important one indeed.
In general when we think we are acting from gut feeling we nevertheless have a short perception phase during which we interpret the situation .
We need to extend that phase and to do far more thinking in it.
There is much less we can do about the “blind emotion” situation.
Jealousy is a most curious emotion since it seems (unlike the other emotions) to have no intrinsic survival value unless on a sexual basis.
A person who is jealous of another person will interpret any action whatsoever in a negative manner.
As an emotion jealousy is more interesting than most and could benefit from some scrutiny.
Changing Feelings
But can perceptions change feelings?
Many believe that perception or thinking cannot really change feeling.
The orange juice experiment is a suggestion that such change is impossible.
Consider a man who is having an argument with a woman who is in tears.
The man feels that he is a bully and is about to concede some points—then a friend whispers to him that he is being emotionally blackmailed .
At once his attitude changes .
This suggestion has changed his perception or way of looking at things —and with this his feelings .
A woman feels that she has to look after her aging parents and cannot therefore get married.
A friend tells her that she is making herself a “victim” and at once her attitude and feelings change.
David Lane used the #CoRT thinking lessons at the Hungerford Guidance Center and told me the effect they had on the violent youngsters.
Before the lessons the youngsters had been inclined to react with a violent cliché when asked to think about society or their place in it.
The question triggered their emotions and the reaction followed.
After the thinking lessons they had developed some pride in themselves as “thinkers.”
There was now a thinking pause instead of a rush to reaction.
There was more consideration and more objectivity to the thinking.
Edna and Bill Copley reported a similar trend when using the #CoRT lessons in a reformatory.
It is possible for thinking to alter feelings—especially the perceptual type of thinking which allows us to #see things in a different way .
The PMI demonstration I mentioned earlier in the book showed how some simple thinking changed the feelings of children who had at first welcomed the idea of being paid to go to school.
We shall see later in this section how certain “value-laden” words can alter perceptions and feelings .
Some new proposal is put to a work force to settle an industrial dispute.
At first they are inclined to accept it—then it becomes labeled as a bribe or a trick and feelings begin to change.
Carpenters and Thinkers by Edward de Bono in Teach Your Child How To Think
My favorite model for a thinker is that of the carpenter.
Carpenters do things.
Carpenters make things.
Carpenters do things step by step. A need to employ Practical Thinking at every step
Carpenters deal with the physical substance of wood — so we can see what they are doing.
Basic Operations
The basic operations of a carpenter are few and we could summarize them as three:
1. Cutting
2. Sticking
3. Shaping
Cutting means separating out the piece you want from the rest.
As I shall explain later this corresponds to the thinking operations of: extraction, analysis, focus, attention etc.
Sticking means putting things together with glue or nails or screws.
The corresponding thinking operations include: connections, linkages, synthesis, grouping, design etc.
Shaping means setting out to achieve a certain shape and comparing what you have at the moment to what you want.
In thinking this corresponds to: judging, comparing, checking and matching.
So the basic operations of a carpenter are quite few (actually there are some others like drilling and polishing) but with these few operations a carpenter can make complicated objects.
Tools
In practice the carpenter uses tools to carry out the basic operations.
The carpenter does not just say, ‘I want to cut this,’ but picks up a saw and uses the saw.
These tools have been developed over the centuries as effective ways of carrying out the basic operations.
So we have saws, chisels and drills for cutting.
So we have glue, hammer and nails, screws and screwdriver for sticking things together.
So we have planes and templates for shaping things.
In exactly the same way we can have tools for thinking.
Some of these tools (like the PMI) will be presented in this book.
The carpenter builds up skill in the use of the tools.
Once the carpenter has acquired the skillful use of the tools, they can be used in different combinations to do different things.
A saw is something quite definite.
In the same way the thinking ‘tools’ are also definite and need to be treated in this manner.
When you use a saw you use a saw and not just a ‘method of cutting.’
Structures
There are times when the carpenter needs to hold things in a certain position so that he or she can work upon them.
For example you need to hold the wood steady in order to saw through it.
You need to hold the wood steady so you can drill the holes where you want them.
For this purpose there are vices and work-benches.
When the carpenter wishes to glue certain pieces together he puts the pieces in a sort of holding structure called a jig.
This is a supporting structure which enables him to carry out his construction.
In exactly the same way there are thinking ‘structures’ that will be presented in this book.
These are ways of holding things so that we can more easily work on them.
Attitudes
A carpenter usually has some background attitudes towards his or her work.
The attitude may be one of always seeking simplicity.
Another attitude may be an emphasis on durability.
Strength is a background attitude for all carpenters.
In the same way a good thinker has certain background attitudes which are always present in his or her thinking.
Principles
Attitudes are more general and principles are more specific.
Often the two overlap.
A carpenter will also build up a number of guiding principles of things to do and things to avoid.
These principles might include: Go with the grain of the wood.
Arrange the maximum sticking surface for all joints.
Measure everything.
Use a thin layer of glue.
In the same way there are certain basic principles which guide thinking.
For example, good thinking will always want to examine the specific circumstances in which a statement is true.
Larger view of thinking principles ↓ Text version ↓ :::
Always be constructive ↓ What additional thinking is needed?
Habits
A carpenter develops certain work habits.
These may not come naturally and the carpenter may have to keep reminding himself or herself of the habit until it does become automatic.
Such habits may include: Always replacing a tool in the rack immediately after use.
Regular sharpening of the cutting edges.
Frequent checking of a shape against the template.
Sometimes the habit may consist of the automatic application of a principle, so the distinction between the two may not always be clear.
The important point is that habits are routine procedures.
In the same way there are routine habits which a good thinker seeks to build up.
For example, as a matter of routine, a good thinker will always pause to see if there are alternatives at any point.
There may be alternative ways of looking at the situation, alternative explanations, alternative courses of action, alternative values etc.
Summary
So the model of the carpenter provides us with all the elements of thinking skill that I shall be describing in this book.
ATTITUDES: The attitudes with which we approach thinking.
PRINCIPLES: The guiding principles that make for good thinking.
HABITS: The routines we seek to make automatic.
BASIC OPERATIONS: The fundamental operations of thinking.
TOOLS: The thinking tools we practice and use deliberately.
STRUCTURES: Formats in which we hold things for convenience.
Always keep in mind the model of the carpenter as he or she goes about constructing things.
#66 #hor1 #hor2 #hor3 #wlh #lms #ams
If you can see the road ahead …
“the sure sign of wisdom is constant cheerfulness” — A Gentleman in Moscow #ad
“Wisdom is not at all the same as cleverness.
I have known many people who are very clever indeed within their own fields (even winning #Nobel prizes) but not especially ‘wise’ outside their own fields of study.
Wisdom is more about perspective than about detail.
Wisdom is about how the information fits into the world around and our own values.
Wisdom is the art with which perception crafts experience to serve our values.
Wisdom is about broader perception, deeper perception, richer perception, etc. #sda
If you have a good sense of humor you have the potential to be wise.
Thinking, perception and idea creativity — the basic elements of ‘wisdom’
Since so much of my work is in the field of thinking, perception and idea creativity, it is hardly surprising that these are the basic elements of ‘wisdom’.
In a sense, I have always been writing about wisdom indirectly.
I am now writing about wisdom directly (AWARENESS) .
Wisdom is to do with the broader view.
Wisdom is to do with the deeper view.
Wisdom is to do with the richer view.
Wisdom seeks to take the ‘helicopter view’, so that everything can be seen in perspective and in relation to everything else. #sda
The whole point about wisdom is that, used effectively, it reduces your anxiety.
The notion of ‘stupid and happy’ only refers to a very stable world in which nothing ever goes wrong.
If you are lucky enough to find such a world then stay there.
Otherwise you need wisdom to cope with difficulties.” #edb
«§§§»
#76 #lchp #hor2 #hor3 #wisdom
The richer and more complex the world in which you live, the more likely you are to be confused.
But it does not have to be so.
A fear that conscience like a nagging aunt is forever observing, scolding and directing behaviour …
Go through this book picking out the points that make sense to you and putting them together.
You can ‘graze’ through the book as often as you like or dip into it anywhere at any time
You are supposed to integrate what you read here with your own experience, rather than to choose one or the other.
You use what you find to be of value for you.
Wisdom is about awareness and possibilities: awareness of the world around; awareness of possibilities and #choices.
Perception is a matter of picking out the patterns that we have got used to seeing.
It becomes difficult to see things in another way unless we make the effort demanded by wisdom.
Wisdom is about breadth of perception.
There are three types of breadth.
1. How widely do we look? How widely do we see?
2. How deeply do we look? Forward, backwards and into detail.
3. How rich is our vision? This means possibilities, speculations, alternatives and different points of view.
A logic bubble is that bubble of perceptions and values within which everyone acts logically.
Possibility is the key to wisdom.
Possibility is the basis of creativity.
Possibility is the best antidote to arrogance.
Possibility drives exploration.
Richness of perception and design are based on alternatives.
So is effective action.
The design of alternatives is a key element in wisdom.
Wisdom encourages different thoughts and different values.
This gives a richness of perception.
There does not have to be a #choice of one and a rejection of the others
Parallel thinking is the opposite of traditional adversarial thinking.
Instead of judgement, both sides are laid down in parallel and then a way forward is designed.
Because wisdom encourages alternatives and possibilities, wisdom also encourages #choice according to your values.
If we determine our values then those values can determine our #choices and behaviour.
If our emotions come first then they determine our perceptions.
We only see things the way we want to see them.
We need judgement to find our way through life.
The danger is an excessive emphasis on rigid acceptances and rejections, and not enough attention to design.
Design is a matter of putting things together to achieve an objective and to serve our values.
Instead of searching for the standard solution we design a way forward.
Wisdom comes with #growth.
But wisdom is also the fertilizer for growth.
Why bother?
#wlh
How can the INDIVIDUAL survive?
Knowledge specialty ::: The #individual in entrepreneurial society :::
Return on luck ::: Danger of too much planning
Managing Oneself Overview
THE ROAD AHEAD exploration
Social awareness
#32 ↓ #fastp #hor1 #lchp #sea With every season of life #hor2 #hor3 #whtmal ::: overview hashtags
#mmit
Life directions — alternative approaches
If you don't design your own life
someone else will do ii for you!
The beach and the road
Why thinking is important
“A painter does not paint with her fingers, in the air with no brush, no canvas and no colors.
The full freedom of painting is not too seriously restricted by the need to apply color to the canvas with a brush.
These are specific tools which make possible the expression of the artist’s vision.
How structured do we have to be in the use of wisdom?
There are people who have known what they want to do with their lives from the age of ten.
There are others who go through university and still wonder what they are going to do.
There are others who are content to drift about, taking each direction and each opportunity as it arises .
Can you get to a destination if you do not know where you are going ?
The simple answer is that you cannot.
So you ought to know where you want to go.
The detailed plan may not be so important as the destination .
The more complex answer is that you can get to a destination even without knowing where you wanted to go .
You simply choose to make your destination the place where you happen to have arrived .
This is a post hoc destination .
Detailed plans give purpose , values , decisiveness and a basis for choice .
There is a way of monitoring achievement .
Where necessary the plan can be made flexible or changed.
There is a reason for every next step .
Plans, however, restrict choices and values to ones which were set down some time ago .
Plans freeze the plan-maker at the date the plans were made .
An alternative to a plan is ‘evolution’.
Let influences and events mould the next steps.
Take advantage of all that is happening .
You may end up doing something you could never have planned to do .
I set out as a medical doctor but became interested in human thinking and perception as a result of my work in the more complicated systems of the body (glands, kidneys, lungs, circulation and their interaction).
How can the INDIVIDUAL Survive ::: The INDIVIDUAL in Entrepreneurial Society ::: The Danger of Too Much Planning ::: The Return on Luck
Another alternative is to plan to get yourself into the best position to move in any direction that takes your fancy .
Just as an athlete works towards being fit and healthy with high stamina, so you plan to develop your skills and abilities to their fullest (including wisdom).
Many major corporations have given up long-term planning because in an uncertain world it is almost impossible to tell what is going to happen .
Dealing with risk and uncertainty
So they concentrate on being efficient, fit and lean, and then wait to see in which direction to move.
Another alternative is to decide that the hand that chance and circumstance have dealt to you is the hand you are going to play as well as you possibly can .
The International (audio)
Another alternative is to make mini-plans which just take you a short way ahead.
Then you make another mini-plan, and so on.
Wisdom is not just a clever way of deciding between the obvious options .
Wisdom is much more concerned with the ‘design’ of options .
There may be ways of combining existing options which seem different . ” — continue
#wgobcd
Why bother?
No surprises
Managing Oneself
#caf Consider All Factors
Make your life your endgame
A wisdom learning curve
It is time to be wise about wisdom and to summarize this book.
‘Where ignorance is bliss, ’tis folly to be wise.’
This well-known quotation is itself a #useful piece of wisdom.
The ‘wise’ in the quotation refers to knowledge.
There are times when it is better not to know everything.
The saying could be misinterpreted on the basis that it might indeed be better to be stupid and happy than wise and anxious.
The whole point about wisdom is that, used effectively, it reduces your anxiety.
The notion of ‘stupid and happy’ only refers to a very stable world in which nothing ever goes wrong.
If you are lucky enough to find such a world then stay there.
Otherwise you need wisdom to cope with difficulties.
Continue
The danger of too much planning
If you don’t design your own life
then someone else will do it for you.
What do you want to be remembered for?
Alternative life directions
Belief
A woman is wheeling along a pram in which are her two children aged three and five years.
An acquaintance comes up to her and looks at the children:
‘Aren’t they beautiful children?’ gushes the acquaintance.
‘Oh, never mind them,’ replies the mother, you should see their photographs — now those are really beautiful.’
I sometimes use this story when addressing a conference.
People always laugh at the absurdity of the photograph being more important than the real thing.
So I go on to explain my point.
Maybe the photographs are more important than the children.
When you see the photographs you see beauty and the photograph will be the same for ever (a reasonable number of years).
The children will grow and change.
When you look at the children you may see a smiling child or a dribbling child or a fractious child but the photograph always shows beauty.
Perhaps the purpose of the children is only to create beautiful photographs.
This seems a perverse and outrageous point of view, but it is not.
Perhaps the purpose of life is to create beautiful and enduring myths and it is these we are meant to enjoy.
Day-to-day reality is there only to fuel the myths.
It is true that myths and beliefs are easy and often false and impossible to substantiate.
Yet they may be the true reality for a perceptual system.
Myths provide beauty, purpose, value, comfort, security and emotional fuel.
A few small details
It is also true that beliefs can stand in the way of progress and have, in the past, been responsible for very much suffering — and passive acceptance of what might have been changed.
I have dealt with belief at so many different points in this book that I do not wish to repeat all I have written, so I shall summarize it very simply.
A belief is a perceptual framework which leads us to see the world in a way which reinforces that framework.
This circularity is a very natural function of a self-organizing patterning system, so beliefs are very easy to form.
In a sense ‘belief’ is the truth of a perceptual system.
When you burn your finger at a fire only once in your lifetime, you are operating a belief system.
Your fear of fire is not built up by induction based on repeated experience.
Your initial trauma creates a belief that prevents you from ever contradicting that belief, so the circularity is established.
Humor, hindsight and insight, idea creativity and lateral thinking, lateral thinking as process, judgment and provocation, the word "Po", the stepping stone method, the escape method, the random stimulation method, general use of lateral thinking, the logic of lateral thinking continue #pdf
“Age can provide richer experience, but not necessarily so.
Professor John Edwards is fond of saying that a teacher with twenty years’ experience may indeed have twenty years’ experience or may have twenty times a one-year experience.
If you always look at things in the same way then more experience only provides more books on the same shelf.
Age permits you to have more experience but only if you permit yourself to be open to new experiences.
If you never change your mind, why have one?
Have a sign on your desk which says: ‘Same thinking as yesterday, last year or ten years ago.’” — Edward de Bono
#wlh Wise about Wisdom : # 170 Awareness ::: # 171 Perception ::: # 172 Broad #sda ::: # 173 Logic Bubble ::: # 174 #Possibly ::: # 175 Alternatives ::: # 176 Plurality ::: # 177 Parallel Thinking ::: # 178 Choice ::: # 179 Values ::: # 180 Emotions and Feelings ::: # 181 Judgement ::: # 182 Design ::: # 183 A new super-pattern: What would Merlin do here?
Water Logic
Questions from Parallel Thinking
#information #org
“Information is what holds an organization together and
information is what makes individual knowledge workers effective.” — Druckerism
You can search the contents of de Bono books below
Thought fragments about the future
↓
pics ::: #discontinuity ::: decisions exist only in the present
“We know only two things about the future.
It cannot be known.
It will be different from what exists now and
from what we now expect”
see Chapter 10 ::: The future … already happened ::: Making the future ::: Research management
… the importance of accessing, interpreting, connecting, and translating knowledge …
Research Laboratory: Obsolete?
Knowledge Economy and Knowledge Polity
#SEE → The Wisdom of Peter Drucker ::: “Life 2.0” ::: A change in the human condition
#mmit #hor3 #wlh #mo1
“Making a living is no longer enough,” …
“Work also has to make a life.”
The need for roots
Druckerisms (calendarize these?)
#wlh
Successful careers ↑ are not planned ↓ they exploit opportunities
Carry-on and Connect-up
#37 #wlh The Return on Luck … ↓ by Jim Collins
needs to be a part of a Managing Oneself structure
(strengths? → values?) or
striving toward an idea outside of yourself →
where you belong?
#operacy The thinking that goes into doing
The actual results of action are not predictable
Danger of too much planning →
more on managing oneself further down the page :::
all of these sequences
need to be made operational if they are to be of any value
#operacy
calendarize this ↑ ? → begin with an end in mind
This is who I am
… Second, Peter changed not just the minds of his students but their lives and, through them, the lives of other people.
Think of a student like a vector heading out into time and space ; if you can change the trajectory of that vector even a little bit, those small changes will turn into a large sweeping arc years down the road.
And then if that vector in turn changes the trajectory of tens or hundreds or thousands of other vectors, then a teacher can have a multiplicative impact on the world.
This is exactly what Drucker-as-teacher did. the return on luck
by Jim Collins
author of Built to Last , Good to Great , How the Mighty Fall and Good to Great and the Social Sectors
«§§§»
“The … I wouldn’t say happy people, but satisfied, contented people I knew were all people who lived in more than one world.
Those single-minded people — you meet them most in politics — in the end they are very unhappy people.
There isn’t that much room at the top — there is very little room at the top.”
And it doesn’t last that long. Then what? and #YouTube
How much labor?
… subconsiously assuming
that tomorrowS will be an extrapolition of today
is a form of planning
Peter maintained that planning doesn’t work.
#dwrau #psdapa #jump
What is the purpose of various career fields or areas of work?
Managing Oneself ::: The return on luck ::: Water logic
The Josh Abrams story
You can
prepare yourself,
learn what you ought to know, and
expand your experience and professionalism (#mindmap / #mind map these),
but ultimately, he said, “ opportunity comes in over the transom,”
#woo Windows of Opportunity
and that means
you have to be
flexible,
ready to seize the right (REAL, not delusional) opportunities
when they come. #mindmap these
What should you be doing now,
to be effective in your new job? continue
Information challenges
#ewtl
“Too much planning,” he said, “can make you deaf to opportunity.”
Knowing what you → want to do, and being prepared and equipped to do it, is more important than the specific “how.”
SUCCESSFUL CAREERS ARE NOT PLANNED → THIS IS WHO I AM
WORK HAS TO MAKE A LIFE
Ten Principles for Life II
This is who I am
Peter said, “Opportunity knocks, but it only knocks once.
You have to be ready for the accident.”
#opportunity ::: #broad ::: #question ::: #productivity ::: #innovation ::: #effective (Also try a #page-search for the word stem “effective”)
“Most of us, if we live long enough, must change careers.
If career planning means not being open to opportunity, it doesn’t work.
Planning should tell you only
which opportunities are the right ones for you
and which are the wrong ones continue, but
some ecological awareness (for example) is also #useful
The individual in entrepreneurial society
«§§§»
“The most effective road
to self-renewal is to
look for the unexpected success
and run with it.” continue
«§§§»
Opportunities — the book
«§§§»
What should you be doing now,
to be effective in your new job? continue
«§§§»
The concepts in this collection of thought-fragments
are part of a life-management system. #lms
thinking broad and thinking detailed ↑ ↓
Successful careerS are not planned here
Foundations and opportunities ↓
A Year with Peter Drucker:
52 Weeks of Coaching for Leadership Effectiveness
Every dreamer ↓
This page purposefully lacks a contents list — that
would be too orderly. Reality
doesn’t unfold in an convenient manner …
The future of the planet depends on our ability to
navigate unimagined futureS.
And that depends on
what’s between our earS #worldview #apta ↓ … ↑ here
Now and then the ‘edge effect’
“Our thinking, choices, decisions are determined by
what we have seen” edb
The Black Cylinder Experiment #bce
Competing mental patterns are one of those “thingS” ↑ ↓
The fallacy of empowerment
“Background awareness” plus a broad and deep #worldview needs to be part of those “thingS” ↑ ↓
Awareness and worldview are part of a foundation for future directed decisions ↑ ↓
This page provides an exploration path for building that foundation ↑ ↓
… Another implication is that the performance of an individual, an organization, an industry, a country, in acquiring and applying knowledge will increasingly become the key competitive factor — for career and earnings opportunities of the individuals; for the performance, perhaps even the survival, of the individual organization; for an industry; and for a country.
The knowledge society will inevitably become far more competitive than any society we have yet known — for the simple reason that with knowledge being universally accessible, there are no excuses for nonperformance.
There will be no “poor” countries.
There will only be ignorant countries.
And the same will be true for individual companies, individual industries, and individual organizations of any kind.
stagnation → social tension
Drucker: The Man Who Invented the Corporate Society
Why was Drucker in such demand?
Click image ↓ for a Drucker intro
Larger image view
↑ Wisdom is about awareness ↓
Celebrating the Life of Peter Drucker ↓
A tribute to Peter Drucker by Pastor Dr. Rick Warren —
Author of the all-time best selling book (printed in English)
The Purpose Driven Life and
Founder of Saddleback Church continue
What follows is Rick Warren’s PERCEPTION
of Drucker
and his experiences with Drucker.
These perceptions are based on Warren’s existing mental patterns.
When Drucker asked Warren a question,
Drucker may not have been seeking information,
but attempting to redirect Rick’s attention.
Drucker’s secret to mentoring
PD → “Integrity ::: humility ::: generosity” RW’s ↑
#ea Druckerisms are #brain-addresses
Notes from audio : On behalf of the Drucker School, Drucker Institute, Drucker Society
thank you. Thank you for coming to honor this man...
… Two or three hundred Drucker proverbs, Druckerisms … Had a way of saying things so succinctly... Well Peter said ::: Principles that changed RW’s life … A tribute to Peter the man
Peter was far more than the founder of modern management and a brilliant man one of the greatest minds of the 20th century … He was a great soul ::: Anybody who knew him found their lives enriched by this man ::: Uniquely great man
Met Peter when Warren was 29 years old... Peter became not just a teacher, a mentor, a friend... Over the years Saddleback grew to 100,000 names, 120 acre campus, network of over 400,000 churches in 160+ countries
This man changed my life ::: I don't just admire Peter, I love him for what he did in my life
First QUESTION → how often do you have to change the structure in a rapidly growing organization? First decade Saddleback growing 42% … Drucker 45% … Drucker just made up the number (a stupid question) Had to be on a consistent basis. The shoe could never tells the foot how big it gets … Organization structure had to adapt and change … had to be fast and fluid flexible if you’re going to grow and develop and meet the needs
The Purpose Driven Life (best selling book in English in history?)
Drucker was a purpose driven man ::: QUESTIONS → What is our business? Who is our customer? What do they value? What is our mission? (See what exists is getting old)
And he always said it is the mission
that matters.
I never knew a more purpose driven person in my life
#Experts …
Talk about the man (Drucker)... If I summed up Peters life in three words it would be these... Integrity, humility, generosity ::: Three words are the antidotes to three traps of leadership
Integrity... compartmentalize our lives … exact opposite of integrity ::: Far more than honesty … means wholeness
Authentic ::: Life was integrated ::: The only renaissance man … knew a lot about everything and integrated it all ::: It all matters
Management not just a science, art, liberal art, social construct, spiritual discipline … all of these things
Asking questions forces the other person to do their own thinking and accept the answer
Exchanging questions ::: Examples from Japanese art etc. … made it all fit ::: A way of looking at the world from a system's view … it all matters ::: Can't be just economic, spiritual, psychological … there’s a relationship between it all … and it all matters (#connect ::: T. George Harris)
He was a man of integrity ::: Titanic myth ::: If you are weak in one area … that's where the chain breaks … it all matters ::: Peter not just taught it … he lived it … it all matters … every area of life.
Humility ::: Misunderstood term ::: Being honest about your weaknesses ::: Not cover them up … personally or institutionally ::: That needs to be changed ::: Needs to be worked on ::: Being teachable ::: All learners are leaders ::: When you stop learning you stop leading ::: Corporations require growing leaders ::: Effective Executive ::: building on strengths so weaknesses become irrelevant ::: Humility is the willingness to learn ::: The number one characteristic of humility is the ability to ask #questions ::: You can learn from anybody ::: Everybody ignorant on different subjects ::: Drucker asking questions to both acquire information and make the other person think for themselves ::: Peter's greatness ::: Tears
Most of us would rather pretend that we know it all than know it all ::: Don't want to admit it when we don't know something … so we pretend … live in ignorance ::: Trained over 400,000 leaders in 162 countries over the last 30 years … the things he learned from Peter Drucker
Generosity ::: Time, affirmation ::: Miser makes us miserable ::: The more you give away the more you get
Learn from the person of Drucker … commitment to integrity, humility, generosity
“If you want to diagram my work #lms, in the center is writing,
then comes consulting, then comes teaching.
I’ve never been primarily an academic. I like to teach
because that’s the way I learn.” Peter Drucker
Peter Drucker → he liberated me
Management and the World’s Work #impact and #mbr #pdf
↑ In less than 150 years, (circa 1988)
management has transformed the social and economic fabric
of the world’s developed countries.
It has created a global economy
and set new rules for countries
that would participate in that economy as equals. ↓
The Management Revolution
↑ Making knowledge productive
Purpose driven life
Political ecologists (Drucker ↑) believe that the traditional disciplines define
fairly narrow and limited tools rather than meaningful
and self-contained areas of knowledge, action, and events … continue
↑ It would be difficult to say, I submit, which of chapters in this volume
are “management,” which “government” or “political theory,”
which “history” or “economics.” continue
“To know something,
to really understand something important,
one must look at it from sixteen different angles.
People are perceptually slow,
and there is no shortcut to understanding;
it takes a great deal of time.” read more ↓
#hor3
From The End of Economic Man:
The Origins of Totalitarianism #eoem
“The End of Economic Man was my first book, and at the time of its publication I was still an unknown young man.
Economic Man (Wikipedia)
Yet the book received tremendous attention when it came out in the spring of 1939, and was an instant success. #adt
It was even more successful in Britain than in the United States.
Winston Churchill, then still out of office, wrote the first review, and a glowing one. #pdf
When, a year later, after Dunkirk and the fall of France, he became prime minister he gave the order to include The End of Economic Man in the book kit issued to every graduate of a British Officers’ Candidate School.
(It was, appropriately enough, packaged together with Lewis Catroll’s Alice in Wonderland by somebody in the War Department with a sense of humor.)
Although this book was published more than fifty years ago, it was actually written even earlier.
It was begun in 1933, a few weeks after Hitler had come to power.
An early excerpt — the discussion of the role of anti-Semitism in the Nazi demonology and the reasons for its appeal — was published as a pamphlet by an Austrian Catholic and anti-Nazi publisher in 1935 or 1936.
And it was finished between April 1937, when I first arrived in the United States from England, and the end of that year.
It was the first book to try to explain the origins of totalitarianism — its subtitle.
It has kept on selling.
Indeed it has been reissued several times before this republication as a Transaction book, the last time in 1969 (the preface to that reissue is included in this volume).
And lately the book has again gotten a fair amount of scholarly attention.
But for a long time during the nineteen-sixties — and indeed, well into the nineteen-seventies — the book was pointedly ignored by the scholarly community.
One reason: it was not “politically correct” to use current jargon.
It fitted neither of the two politically acceptable theses of the postwar period: the thesis that Nazism was a “German” phenomena to be explained by German history, German character, German specifics of one kind or another or the Marxist thesis of Nazism as the “last gasp of dying capitalism.”
This book, instead, treated Nazism — and totalitarianism altogether — as a European disease, with Nazi Germany the most extreme, most pathological manifestation and with Stalinism being neither much different nor much better.
Anti-Semitism, for instance, appeared first as persecution and popular demagoguery in France, rather than in Germany, in the Dreyfus Affair of the eighteen-nineties.
And it was the failure of Marxism — rather than that of capitalism — as a creed and as a savior, The End of Economic Man asserted, that led to the “despair of the masses” and
made them easy prey to
totalitarian demagoguery and demonology ↓
King Trump ↑ #evidence-wall ↓
But there was a second reason why the book did not fit into the scholarly climate of the postwar period.
It is the more important one, simply because the climate still persists.
#idea This book treats a major social phenomenon as a social phenomenon.
This is still largely considered heresy (except by such fellow-heretics as the publishers of Transaction books and Society magazine).
No two people ever read the same book
Major social phenomena are treated either as political and economic history, that is, in terms of battles, armies, treaties, politicians, elections, national-income statistics, and so on.
(A good example for Germany and Nazism are the excellent books of the Stanford historian Gordon Craig, for example, his 1978 book Germany: 1866-1945 .)
Such developments are also explained in terms of “isms.” that is, in terms of all-embracing philosophies.
The prototype and exemplar of this approach for our theme is the 1951 book by Hannah Arendt The Origins of Totalitarianism which blames Hitler and Nazism on the systematic German philosophers of the early nineteenth century: Fichte, Schelling, or Hegel.
No matter how valid either approach, they are not adequate by themselves.
The stool needs a third leg.
Social phenomena need social #analysis, an analysis of the strains, stresses, trends, shifts, and upheavals in society.
This, I would maintain, is what sociology was meant to do, was indeed invented for in the early years of the last century.
It is what the great men of sociology, a Max Weber (1864-1920) or a Vilfredo Pareto (1864-1923), did.
It is what Joseph Schumpeter (1883-1950) did when he identified the “innovator” as the social force that turns economies upside down; the innovator does not behave economically, does not try to optimize, is not motivated by economic rationale — he is a social phenomenon.
It is what this book tries to do.
“Society” (#pdf) is vague and impossible to define, argue my historian friends, my economist friends, my philosopher friends.
They are absolutely right.
But equally resistant to definition are history, economics, philosophy, nation, science, and poetry — indeed everything worthwhile thinking, talking, and writing about.
Yet all of us know what to do with these terms — “plus or minus 80%” as the statisticians would say — that is, adequate for operational purposes (despite everything the linguistic logicians say to the contrary).
The End of Economic Man treats society as the environment of that very peculiar critter, the human being.
History treats what happens on the surface, so to speak.
“Isms” — that is philosophical systems — may be called the atmosphere.
But society is the “ecology.”
This book does not attempt to define “society.”
It tries to understand it.
Whether it succeeds in this attempt readers must decide for themselves.
But this book was the first attempt to understand THE major social phenomenon of the first half of this century, that is, the rise of totalitarianism as a social event.
It is still, half a century later, the only such attempt.
This alone, I hope, makes it worthwhile reading.”
Peter F. Drucker
The End of Economic Man: The Origins of Totalitarianism book page
Freedom, power, revolutions, and
the alternative to tyranny
«§§§»
… “It is this belief in diversity and pluralism and in the uniqueness of each person that underlies all my writings, beginning with my first book ( The End of Economic Man ) more than fifty years ago.
During most of these fifty years centralization, uniformity, and conformity were dominant.
The totalitarian regimes ( The End of Economic Man ) in which everybody was to conform, to think the same, to write and paint the same, to be centrally controlled — the Nazis called it “switched onto the same track” (gleichgeschaltet)— were but the head of a universal current.
It swept over the democracies as well.
#pdsv But every one of my books and essays, whether dealing with politics, philosophy, or history; with social order and social institutions; with management, technology, or economics, has stressed pluralism and diversity.
Where the prevailing doctrines preached control by big government or big business, I stressed decentralization, experimentation, and the need to create community.
And where the prevailing approaches saw government and big business as the only institutions and as the “countervailing powers” of a modern society, I stressed the importance and central role of the nonprofit, public-service institutions, the “third sector”— as the nurseries of independence and diversity; as guardians of values; as providers of community leadership and citizenship. #profit more from Adventures of a Bystander
… but there’s no virtue in being a nonprofit #profit
Every social problem is an opportunity
And I pointed out how much of society is organized and informed by non-business, non-governmental institutions, the universities, for instance, or the hospitals, each with very different values and a different personality.
But I was swimming against a strong current.
Now, at last, the tide has turned, and it has turned my way.
The flag-bearer of the collectivist, centralizing, uniformity-imposing parade, Communism, has proven a sham, incompetent even to provide the mere rudiments of effective government, functioning economy, citizenship, and community.
And in the West too we are now rapidly decentralizing, indeed uncentralizing.
For a generation after World War II, we believed that any sickness was best treated in a centralized hospital, the bigger the better.
We are now moving patients into “outreach” facilities as fast as we can.
During the last fifteen years America’s large corporations have been shrinking steadily.
All the phenomenal employment #growth in this period — the fastest growth in jobs in peacetime history anywhere — has been in small and middle-sized enterprises.
In the decades following World War II, America built ever-bigger consolidated schools — one cause, I believe, of our educational malaise.
Now we are moving towards diverse, decentralized schools, the “magnet schools,” for instance.
(See chapter 14, “The Accountable School” in Management, Revised Edition)
“Small is beautiful” is, of course, as much stifling dogma as “big is best”— and equally stupid, as one look at the diversity of God’s creation will show.
We surely will not return to the nineteenth-century society, which knew only the smallest and weakest of governments and few institutions except the local church and school.
The knowledge society into which we are moving so fast is going to be a society of organizations.
But of organizations — plural — that will be diverse, decentralized, multiform.
And within these organizations, we are moving away from the standardized, uniform structures that were generally accepted in public administration and business management, “the one right structure for the typical manufacturing company,” for instance, or the “model government agency.”
We are moving toward organic design, informed by mission, purpose, strategy, and the environment, both social and physical — the design I began to advocate forty years ago in The Practice of Management (which came out in 1954). …
This means a radical change in structure for the organizations of tomorrow
From command to responsibility-based organization
… November 11 in the Austria of my childhood was “Republic Day,” commemorating the day, in 1918, on which the last of the Habsburg emperors had abdicated and the Republic was proclaimed.
For most of Austria this was a day of solemnity, if not of mourning — the day of final defeat in a nightmare war, the day in which centuries of history had crumbled into dust. …
A Functioning Society ::: The (human) Ecological Vision ::: The End of Economic Man
Management Tasks Responsibilities Practices #MTRP → Management Revised Edition and
Management Revised Edition Cases
ONCE upon a time a young man set out to write
the definitive book on China. continue
The Effective Executive ::: Managing Oneself
about Questions
Creating Tomorrow’s Society of Citizens
Drucker and Me by Bob Buford
What Bob Buford is remembered for #pdf
Peter once told me ↑, “The fruit of your work grows on other people’s trees.”
T. George Harris ↓
YouTube : Thoughts on prayer #youtube
Interview with T. George Harris ↑ → Deming, Juran, Drucker
↑ A deeper sense of purpose : T. George Harris was born a Baptist on a small and rocky Kentucky tobacco farm in 1924, a time when most Americans believed the earth was 7,000 years old and heaven was a place you could point to—straight up. …
Harris wrote and edited about many subjects, including civil rights, politics, business, psychology, careers, self-development, #health and spirituality.
Sixteen different angles #sda
Social ecology
Served in World War II and graduated from Yale.
He became a journalist, as a reporter and later bureau chief and editor for Time and Look magazines.
Harris was a media pioneer when it came to mind-body health, for instance as founding editor of American Health magazine, and particularly about how health intersected with spirituality.
He was a founder of Spirituality & Health magazine, and was an early columnist for Beliefnet.com.
Besides their friendship, Harris and Drucker were associated in a variety of ways. Post Capitalist Executive
Harris was editor-in-chief of Psychology Today and later executive editor of the Harvard Business Review .
Celebrating the life of Peter Drucker — Rick Warren
Who was Peter Drucker
The many lives of Charles Handy → YouTube link #youtube
Give it a name
The Second Curve #second-curve
Humans First — Technology Second #youtube
Self renewal ::: Reinvent yourself
#smallfires “Five hundred years ago an unknown friar in an unknown German town laid a complaint against his employer.
The friar was Martin Luther, the town Wittenberg.
His employer was the Catholic Church, and the burden of his complaints — 95 of them — was twofold.
First, to be permitted to buy your way to heaven — as the church offered through the sale of indulgences — was wrong: a scam on the poor to make the rich richer, which sounds familiar today.
… So where do we find another leader?
One who will lead our reformation?
Well, let me follow another Martin Luther and have a dream.
Couldn’t the modern Wittenberg be the Drucker Forum?
And the Luther of our time be Peter Drucker? #mbr #mentor
With his words from the grave magnified … by all of us.
And exemplified by putting our words into practice.
If people criticize, we have to be bold, like Luther, and say: here I stand, I can do no other, because this is the right way to behave.
So don’t ask for leaders.
It’s up to us to start small fires in the darkness, until they spread and the whole world is alight with a better vision of what we could do with our businesses (and other organizations) .
If not us, then who? if not now, then when?” continue
The Alternative to Tyranny
Living in an Age of Overlap
A Functioning Society
Citizenship Through the Social Section
Post-capitalist executive ↑
… “Given a choice, the average manager would like to have at his side, not so much a computer as a super-management #expert; someone like Peter Drucker, or at least like the image of Drucker as super-consultant that exists in many executive minds.
The manager could handle most chores on his own; but, when difficulties arose, he could turn to his mentor and obtain expert guidance.
Of course Peter Drucker does not do this.
Even if you could afford to buy his time, you could not so involve him in the day-to-day tasks of management.
For one thing he would not leave his study at Claremont to undertake the job.
For another thing, it would bore him to distraction.
So the manager who wants answers from Drucker reads Drucker’s books and articles and listens to his lectures when he can.
This can be extremely frustrating.
Most executives are looking for specific answers to the nitty-gritty problems that come up, day after day.
They know they should be thinking big thoughts #pdf and taking the broad view, but nagging details keep interfering.
So they want help in handling the recurring, mundane matters that make up their working lives.
It is hard to find this in Drucker.
His books do not resemble the typical books produced for managers in great profusion.
Within a Drucker book — even those that focus most specifically on the tasks of management — you do not find the kinds of chapter headings you find in a typical “how-to-run-a-business” book; headings like “Six Ways to Make Things Happen,” “How to Change Bad Habits to Good Ones,” “Ten Steps to Solving Problems,” “A Sure-Fire Way to Organize Your Time,” and so forth.
Drucker does not make it seem that simple.
It is not that he is vague; he is quite specific.
But he does not distill his message into convenient and catchy little nuggets that can be ingested with no effort at all.
Drucker is a stimulator.
He tries to make people think, not give them substitutes for thinking.
The return on luck
The manager and the moron
Moreover, he approaches management from a philosophical point of view.
He places small, discrete activities in a larger framework.
So you can’t consult the index of a Drucker book and thumb the pages to a brief, specific “answer” for your current problem.
He doesn’t make it look that easy because he doesn’t think it is that easy.” Drucker: The Man Who Invented the Corporate Society
The Practice of Management ::: Where do I begin to read Drucker? #whtmal
The world is rapidly becoming a knowledge society, a society
of organizations, and a network society.
At the same time,
if you look at the life story of any prominent organization
you will see multiple non-linear chapters
in their story. The iPhone is not a natural outgrowth
of anything Apple™ had done previously.
Without an effective mission there will be no #results
This ↑ is a dynamic system of evolving, non-static, and impermanent parts.
Management and the World’s Work (#pdf) — 1850 … ↑ ↓
In less than 150 years, (circa 1988) management has transformed the social and economic fabric
of the world’s developed countries. #mbr
It has created a global economy
and set new rules for countries that would participate in that economy as equals. ↓
↑ is connected to → time span, unimagined futures, impossible, mental patterns, awareness, and worldview ↑ ↓
Concepts and applications → Management Tasks Responsibilities Practices → Management Revised Edition and Management Revised Edition Cases ↓
WHAT EXECUTIVES SHOULD REMEMBER (Audible)
Executive realities ::: What makes an executive effective?
Post-Capitalist executive interview — A MAJOR work-life brainroad
… accept that it’s your own responsibility
to work on your development and not depend
on any one company
The need for roots ::: From command to responsibility-based organization
::: Post-capitalized society has to be decentralized
Knowledge specialty → Knowledge in application is specialized.
It is always specific, and therefore, not applicable to anything else.
How To Guarantee Non-Performance ↓ #apta
No one can guarantee the performance of a public service program.
But we know how to ensure non-performance with absolute certainty.
Part I : Have a Lofty Objective ::: Try to Do Several Things at Once :::
Believe That "Fat is Beautiful" ::: Don't experiment, be #dogmatic :::
Make sure that you will not learn from experience ::: Inability to Abandon :::
Part II : Avoiding These Six Deadly Sins is the Prerequisite for Performance and #Results → What Results
Should You Expect? — A Users' Guide to MBO :::
Part III: The Lack of Concern With Performance in Public Administration Theory
Have a lofty objective = To use such statements as “#objectives” thus makes sure that no effective work will be done. For work is always specific, always mundane, always focused. Yet without work there is non-performance. To have a chance at performance, a program needs clear targets, the attainment of which can be measured, appraised, or at least judged.
Aim high
The theory of the business et. al. #second-curve #connect
↑ The University Art Museum: Defining Purpose and Mission
Find “First Things First” on this page
Management as a liberal art #mbr ::: #wgobcd
#mmit
2017 Wharton text + #podcast ‘The End of Loyalty’: Shock and Awe for Many American Workers (#wgobcd)
“The previous generation of American workers had a different relationship with their employers
than the workers today. Many skilled-labor employees stayed with one company for the long haul,
earning solid wages, good benefits and a pension in exchange for loyalty and hard work.
But those days are long gone, notes Rick Wartzman. The reduction in salaries, retirement, health care
and other perks has prompted a breakdown in the relationship between employee and employer,
a problem that Wartzman focuses on in his book, The End of Loyalty:
The Rise and Fall of Good Jobs in America . Wartzman, a Pultizer Prize-winning former journalist
who is a senior adviser at the Drucker Institute , joined Knowledge@Wharton
to talk about the new state of the American worker …” #surprises podcast access ::: NPR
How did the employers “manage” to create this situation? ↑
Middle-class blues (#wgobcd)
Why good people still can’t get jobs #pdf
Will GE’s pension freeze help or hurt? #surprises
The organization graveyard
Singapore-on-Thames?
Investigation shows IBM flouted US laws against
age discrimination and estimates the company
eliminated about 20K+ US employees
over 40 in the past five years
by Peter Gosselin · March 22, 2018
“For nearly a half century, IBM came as close as any company to bearing the torch for the American Dream.
As the world’s dominant technology firm, payrolls at International Business Machines Corp. swelled to nearly a quarter-million U.S. white-collar workers in the 1980s.
Its profits helped underwrite a broad agenda of racial equality, equal pay for women and an unbeatable offer of great wages and something close to lifetime employment, all in return for unswerving loyalty. #profit …snip, snip …
sidebar ↓ (#connect #mmit #CAF)
Who Says Elephants Can’t Dance? :
Leading a Great Enterprise through Dramatic Change .
When Louis Gerstner joined IBM in 1993
he noted that IBM employed more #Nobel Laureates
than most countries possess. And yet,
IBM was just a few months from being forced to
declare bankruptcy. In addition to the Nobel Laureates,
IBM also employed many people possessing
“#education credentials” — PhDs, masters, and college graduates.
And yet, not one of the nearly 400,000 employees was thought
capable of leading IBM more #dead #intelligence. Mike Kami connection
What thinking is needed?
↑ Assumptions rarely made explicit
main brainroad continues ↓
But when high tech suddenly started shifting and companies went global, IBM faced the changing landscape with a distinction most of its fiercest competitors didn’t have: a large number of experienced and aging U.S. employees. #surprises
The company reacted with a strategy that, in the words of one confidential planning document, would “correct seniority mix.” (#wgobcd)
It slashed IBM’s U.S. workforce by as much as three-quarters from its 1980s peak, replacing a substantial share with younger, less-experienced and lower-paid workers and sending many positions overseas.
ProPublica estimates that in the past five years alone, IBM has eliminated more than 20,000 American employees ages 40 and over, about 60 percent of its estimated total U.S. job cuts during those years.
In making these cuts, IBM has flouted or outflanked U.S. laws and regulations intended to protect later-career workers from age discrimination, according to a ProPublica review of internal company documents, legal filings and public records, as well as information provided via interviews and questionnaires filled out by more than 1,000 former IBM employees.
Among ProPublica’s findings, IBM:
Denied older workers information the law says they need in order to decide whether they’ve been victims of age bias, and required them to sign away the right to go to court or join with others to seek redress.
Targeted people for layoffs and firings with techniques that tilted against older workers, even when the company rated them high performers.
In some instances, the money saved from the departures went toward hiring young replacements.
Converted job cuts into retirements and took steps to boost resignations and firings.
The moves reduced the number of employees counted as layoffs, where high numbers can trigger public disclosure requirements.
Encouraged employees targeted for layoff to apply for other IBM positions, while quietly advising managers not to hire them and requiring many of the workers to train their replacements.
Told some older employees being laid off that their skills were out of date, but then brought them back as contract workers, often for the same work at lower pay and fewer benefits.
IBM declined requests for the numbers or age breakdown of its job cuts.
ProPublica provided the company with a 10-page summary of its findings and the evidence on which they were based.
IBM spokesman Edward Barbini said that to respond the company needed to see copies of all documents cited in the story, a request ProPublica could not fulfill without breaking faith with its sources.” continue
Tomorrow always arrives
The Second Curve
Amazon → How the Mighty Fall — Stages: 1 Hubris Born of Success; 2 Undisciplined Pursuit of More; 3: Denial of Risk and Peril Stage; 4 Grasping for Salvation; 5 Capitulation to Irrelevance or Death. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do.
… accept that it’s your own responsibility
to work on your development and not depend
on any one company … ↓
Managing Oneself overview #pdf
Moving toward organic design
Post-Capitalist Society PCS
Management Challenges for the 21st Century ::: Managing in the Next Society
The Management Revolution
#18 #hor2 #hor3 #lms #tln #seek #competingpatterns → #podcast ↓
Time-life navigation
insights
“Wisdom is about awareness.
If you know the road, life is easier.
No surprises
If you can see the road, life is easier.
At what point in your life?
Alternatives do not need to show themselves !!!!!
Those who want to live a fulfilling life
If you can discover new roads, life is richer.
If you know you have a choice of roads,
life is richer.” continue
Finding and selecting the pieces
Managing oneself is a revolution in human affairs
Foundations and opportunities ↓
The concepts above imply the need for dense reading plus
thinking broad and thinking detailed
Malcolm Forbes ↑ ::: Remembered for?
“Making a living is no longer enough.
Work has to make a life”. #whtmal Druckerism
“I don't think of work as work
and play as play. It's all living.” Richard Branson
“For almost nothing in our educational systems
prepares people
for the reality
in which they will live, work,
and become #effective” —
#Druckerism and intellectual capitalist #lms #education
Books by
Peter Drucker ::: Walter Wriston ::: Bob Buford ::: Rick Warren
How could an education system prepare us
for unknown and unpredictable future #realitieS?
Topics in books by Walter Wriston ::: Transnational/Tribal
A Century of Social Transformation
«§§§»
Thinking … the most fundamental,
the most important aspect of life,
the basis for everything
is totally neglected …
School : no thinking subject —
Book store : no thinking category
Universities : no thinking faculty
and zero possibility thinking
What about critical thinking?
— Edward de Bono
Malcolm Gladwell’s exploration of
Law School Admission and other competitive realities part 1 ::: part 2 #podcast
Move: The Forces Uprooting Us
is a book about
how humanity responds to complexity.
We’re facing simultaneous global risks and challenges,
such as geopolitical competition, demographic imbalances,
political upheaval,
economic dislocation, technological disruption,
and climate change—all at the same time.
These are not parallel phenomena.
In fact, they’re converging, and they’re even colliding.
And we don’t have adequate global responses
to any of these issues individually,
let alone taken together.
Even at the national level,
very few governments are actually prepared.
“Success always
obsoletes the very behavior that achieved it.
It always creates new realities.
It always creates,
above all,
its own and different problems …” continue
Many businessman are always
establishing new beachheads. They never ask,
“Is there a beach to the beachhead?”
Foundations : Wisdom, The Daily Drucker, Practical Thinking, Deliberate Thinking #dtao
The Danger of Too Much Planning
Kevin Kelly: 103 Bits of Advice I Wish I Had Known
Make Judgement Operational within time
#worldview #conversation
“Great minds talk about #ideas ↑ ↓,
average minds talk about events,
and small minds talk about people.”
Eleanor Roosevelt
Dinner #conversation at Downton Abbey: one and two
Prince of Tides — dinner party scene HD
A changing world — constructive design,
contribution … commando spirit needed
Make everybody a contributor
Family worldview
#ideas … but equally resistant to definition are
history, economics, philosophy, nation, science, and poetry —
indeed everything worthwhile
thinking, talking, and writing about. in context
Adventures of a Bystander deals with people and events
that have struck me—
and still strike me—
as worth recording, worth thinking about,
worth rethinking and reflecting on,
people and events
that I had to fit
into the pattern of my own experience
and into my own fragmentary vision
of the world around me
and the world inside me. Inner world — outer world
What ↑ ideas, events, and people? A mind map?
#Experts speak !
Luther, Machiavelli, and the Salmon
From Knowledge to KnowledgeS
Moving Beyond Capitalism
The Three Stonecutters
Dogmatic
Dinner conversation
“If you never change your mind, why have one?”
Edward de Bono
The very rich no longer matter — economically continue
“If it works, it’s obsolete.”
Marshall McLuhan
#um “The reasonable man adapts himself to the world;
the unreasonable man persists in trying to adapt the world to himself.
Therefore, all progress depends on the unreasonable man.”
— George Shaw ::: Five ways to be wrong
The Bomber Mafia
“Without deviation from the norm, progress is not possible.”
Frank Zappa
“Nobody can go back and start a new beginning,
but anyone can start today and make a new ending.”
Maria Robinson
Finishing Well
When threatened by defeat
change the situation
so it favors you
“Self-development becomes self-renewal
when you walk a different path,
become aware of a different horizon,
move toward a different destination.”
Druckerism
“If you want to diagram my work, in the center is writing,
then comes consulting, then comes teaching.
I’ve never been primarily an academic. I like to teach
because that’s the way I learn.”
Peter Drucker #lms #whtmal
“Today is always the result of actions
and decisions taken yesterday.”
Druckerism
Luther, Machiavelli, and the Salmon
#55 “Tomorrow is being made today,
irrevocably in most cases.”
Druckerism
“Decision making is a time machine
that synchronizes into a single time — the present —
a great number of divergent time spans.
larger view ↓
We are learning this only now.
Our approach still tends toward making plans for something
we will decide to do in the future,
which may be entertaining but is futile.
We can make decisions only in the present,
and yet we cannot make decisions for the present alone;
the most expedient, most opportunistic decision — let alone
the decision not to decide at all —
may commit us for a long time,
if not permanently and irrevocably.” — Chapter 11, MRE by PFD
«§§§»
#apta The unique event that changes the universe is an event “at the margin.”
By the time it becomes statistically significant, it is no longer “future”
it is, indeed, no longer even “present.”
It is already “past.”
«§§§»
“The future requires decisions-now. It imposes risk-now.
It requires action-now.”
Druckerism
“The purpose of the work on making the future (#mtf)
is not to decide what should be done tomorrow,
but what should be done today to have a tomorrow.”
Druckerism
“What do we have to do now to obtain our #objectives tomorrow?”
Druckerism
“The constant temptation of every organization is safe mediocrity.”
Druckerism
Hash tags (#) 53, 54, 55 56 and 57
form a thought space
“It takes years to build a management team;
but it can be destroyed in a short period of misrule.”
Druckerism
“Every company that has put its trust in financial manipulation #fman
as a substitute for purposeful management has eventually come to grief.”
Druckerism
“The first policy — and the foundation for all the others — is to abandon yesterday.”
Druckerism
“Performance of management, therefore, means in large measure
doing a good job in preparing today’s business for the future.”
Druckerism
“The most effective way to manage change successfully
is to create it.”
Druckerism
“To know what a business is
we have to start with its purpose.”
Druckerism
“The first lesson business executives can learn
from successful nonprofits is to begin with mission.”
Druckerism #profit
It is paradoxical but profoundly true and important
principle of life
that the most likely way to reach a goal
is to be aiming not at that goal itself
but at some more ambitious goal beyond it. — Arnold Toynbee
“We are at the beginning — perhaps one-third
of the way through — a transition
from a Western-dominated international economy
to a world economy that is multi centered.”
Druckerism
“Tomorrow’s school — whether kindergarten,
university or continuing #education —
has to be integrated into the community
and to be an integrator of the community.”
Druckerism
“Knowledge may be neutral,
but what we do with it is by no means neutral.”
Druckerism
You can’t get there from here —
you can’t get to tomorrowS from yesterdayS
Bob Embry
“Success breeds complacency.
Complacency breeds failure.
Only the paranoid #survive.”
Andy Grove
“Failure should always be considered a symptom
of an innovative opportunity.”
Druckerism
“Market domination produces tremendous
internal resistance against any innovation.”
Druckerism
“The first task of a leader
is to be the trumpet
that sounds the clear sound.”
Druckerism
“Your first and foremost job as a leader
is to take charge of your own energy
and then help to orchestrate the energy of those around you.”
Druckerism
“In cost control, an ounce of prevention is worth a pound of cure.”
Druckerism
“It is perhaps the biggest job of the modern corporation —
to find a synthesis between justice and dignity,
between equality of opportunities and
social status and function.”
Druckerism
“Just as modern money penetrated the whole world
within less than a century and
totally changed people’s lives and aspirations,
we can safely assume that information now penetrates everywhere.”
Druckerism
“That one can truly manage other people
is by no means adequately proven.
But one can always manage oneself.
Indeed, executives who do not manage themselves for effectiveness
cannot possibly expect to manage their associates and subordinates.”
Druckerism
“The better a person is,
the more mistakes they will make—
for the more new things they will try.”
Druckerism
“Information is what holds an organization together
and information is what
makes individual knowledge workers effective.”
Druckerism
“Every decision is risky:
it is a commitment of present resources
to an uncertain and unknown future.”
Druckerism
“The customer is the foundation of a business
and keeps it in existence.”
Druckerism
“Management has no choice but to anticipate the future,
to attempt to mold it,
and to balance short-range and long-range goals.”
Druckerism
“Corporations once built to last like pyramids
are now more like tents.
Tomorrow they’re gone or in turmoil.”
Druckerism → Long years of profound change
“A successful person is one who can lay a firm foundation
with the bricks that others throw at him or her.”
David Brinkley
“We’ve also moved from a society in which capital was its scarce resource
into one in which knowledge is the scarce resource.
If you have the knowledge, you can get the money.”
Druckerism
“Knowledge differs from all other means of production in that it
cannot be inherited or bequeathed. It has to be acquired
anew by every individual, and everyone
starts out with the same total ignorance.”
Druckerism
“Management will have to learn to run, a the same time,
an existing managerial organization and a new innovative one”
Druckerism
“How much business can we expect in this new company
if we are successful?
And how much front-end investment
is then justified?”
Druckerism
#tspans “You have to produce #results in the short term.
But you also have to produce results in the long term.
And the long term is not simply the adding up of short terms.”
Druckerism
“The #critical feature of a knowledge workforce is
that its workers are not labor, they are capital.”
Druckerism
“There is a great deal said and written these days about
the technological impacts of information. But perhaps
its social impacts are greater still, and more important.”
Druckerism
“We live in an age of unprecedented opportunity: If you’ve
got ambition and smarts, you can rise to the top of your chosen profession,
regardless of where you started out.”
Druckerism
“I’ve learned from experience
that the greater part of our happiness or misery
depends on our dispositions and not on our circumstances.”
Martha Washington
“Effective executives concentrate on what is important.
They are not overly impressed by speed in decision making.”
Druckerism
“The difficulty lies not so much in developing new #ideas
as in escaping from old ones.”
John Maynard Keynes
“I’ve learned to run with success and not worry too much about non-success.
You know there’s an old saying ‘At first if you don’t succeed, try, try, try again.’
It’s wrong.
If at first you don’t succeed, try once more,
and then try something else.” Druckerism
“It is futile to try to guess
what products and processes the future will want.
But it is possible
to make up one’s mind what #idea
one wants to make a reality in the future,
and to build a different business
on such an idea.” Druckerism
“Keep on going
and the chances are you will stumble on something,
perhaps when you are least expecting it.
I have never heard of
anyone stumbling on something sitting down.”
Charles F. Kettering
“All #growth depends upon activity.
There is no development physically or intellectually without effort,
and effort means work.”
Calvin Coolidge
“Success consists of going from failure to failure without loss of enthusiasm.”
Winston Churchill
“Practically no product or service any longer
has either a single specific end-use or application, or its own market.”
Druckerism
The beacons of productivity and innovation must be our guideposts
Druckerism
“Am I not destroying my enemies when I make friends of them?”
Abraham Lincoln
“Tell me and I’ll forget; show me and I may remember;
involve me and I’ll understand.”
Chinese Proverb
“Great minds have purposes, others have wishes.”
Washington Irving
“People who are crazy enough to think they can change the world,
are the ones who do.”
Apple
“Strength does not come from physical capacity.
It comes from an indomitable will.”
Mohandas Gandhi
“I have noticed even people who claim everything is predestined,
and that we can do nothing to change it, look before they cross the road.”
Stephen Hawking
“What we #see depends mainly on what we look for.”
Sir John Lubbock
“Nothing so conclusively proves a man’s ability to lead others
as what he does from day to day to lead himself.”
Thomas J. Watson Sr.
“Remember there’s no such thing as a small act of kindness.
Every act creates a ripple with no logical end.”
Scott Adams
“Management is about human beings.
Its task is to make people capable of joint performance,
to make their strengths effective and their weaknesses irrelevant.”
Druckerism
“All management books, including those I have written,
focus on managing other people.
But you cannot manage other people unless you manage yourself first.”
Druckerism
“We perceive, as a rule, what we expect to perceive.
We #see largely what we expect to #see, and we hear largely
what we expect to hear.”
Druckerism
“The people who keep themselves alive and growing
also build a review of their performance into their work.”
Druckerism
“The most effective road to self-renewal is to
look for the unexpected success
and run with it.”
Druckerism
“Above all, effective executives treat change as an opportunity
rather than a threat.”
Druckerism
“It is the very nature of knowledge that it changes fast
and that today’s certainties will be tomorrow’s absurdities.”
Druckerism
“Risk failure. Risk ridicule. Risk shame. Risk criticism.
Risk snorts of derision. Risk embarrassment, mockery, and rejection.
But do not, do not, do not risk losing who you are.
Be your own embarrassment.
Don’t be someone else’s false ideal.”
“You can tell whether a man is clever by his answers.
You can tell whether a man is wise by his questions.”
Naguib Mahfouz
“Prosperity and #growth come only to the business
that systematically finds and exploits its potential.”
Druckerism
“Innovative companies know that returns on #innovation
behave radically differently from returns in the ongoing business.”
Druckerism
“Information has to be organized
to challenge a company’s strategy.”
Druckerism
“Innovation is thus not only opportunity.
It is not only risk. It is first and foremost responsibility.”
Druckerism
“To be effective, an innovation has to be simple, and
it has to be focused.”
Druckerism
“Forget past mistakes. Forget failures.
Forget everything except what you’re going to do now
and do it.”
Will Durant
“Learning and teaching are going to be more deeply affected
by the new availability of information
than any other area of human life.”
Druckerism
“If you don’t encounter setbacks in your career,
if you don’t have doubts and disappointments,
let me tell you, you’re not dreaming big enough.”
Michael Bloomberg
“Just because people are doing extraordinary things
doesn’t mean they’re not ordinary people.”
Laird Hamilton
“I haven’t failed. I’ve just found 10,000 ways that won’t work.”
Thomas Edison
“I am always doing that which I cannot do,
in order that I may learn how to do it.”
Pablo Picasso
“You can’t build a reputation on what you are going to do.”
Henry Ford
“I’ve learned that people will forget what you said,
people will forget what you did,
but people will never forget how you made them feel.”
Maya Angelou
“Never let your memories be greater than your dreams.”
Doug Ivester
“We either make ourselves miserable
or we make ourselves strong. The amount of work is the same.”
Carlos Castaneda
Innovation → “The characteristic of the innovator
is the ability to envisage as a system
what to others are unrelated, separate elements.”
Druckerism
“Most innovations in public-service institutions
are imposed on them either by outsiders or by catastrophe.”
Druckerism
“Knowledge workers cannot be satisfied with
work that is only a livelihood.”
Druckerism
“Organizations are wise to be strategic
and proactive in presenting themselves to the public.
If they do not, the public will define their brand for them.”
Mary Gendron
“It is management’s job
to get the right regulation enacted.”
Druckerism
“Whether competing for business, attention, or contributions,
the experience needs to excite the customer
enough to last beyond that moment of engagement
in a vivid way that can be shared enthusiastically.”
Kevin Daum
“The purpose of an organization is to enable
common men to do uncommon things.”
Druckerism
“The test of an innovation is whether it creates value.”
Druckerism
“Innovation, almost by definition, has to be decentralized, ad hoc, autonomous.”
Drucker
“Identify a clear WHY or purpose statement about why change, adaptiveness, and
innovation are important to the organization to ignite people’s intrinsic motivation.”
Janet Sernack
“Just as no one learns as much about a subject as the person
who is forced to teach it, no one develops as much
as the person who is trying to help others to develop themselves.”
Druckerism
“The man who fails to perform must be relocated or let go.
“Management owes this … to the man himself.”
Druckerism
“Predicting the future #ptf
can only get you into trouble.
The task is
to manage what is there
and to work to create
what could
and should be.”
Druckerism
“What we call the Information Revolution is actually a Knowledge Revolution.”
Druckerism
“It is better to be prepared for an opportunity and not have one,
than to have an opportunity and not be prepared.”
Whitney Young
“Knowledge is nonhierarchical.
Either it is relevant in a given situation, or it is not.”
Druckerism
“I have always been attracted to the unexpected success;
in my experience, it holds the key to understanding.”
Druckerism
#wlh
“Successful careers develop when people are
prepared for opportunities
because they know their strengths,
their method of work, and
their values.
Knowing where you belong
can transform you into an outstanding performer.”
Druckerism
“Would the roof cave in if we stopped doing this work altogether?”
Druckerism
“Key activities are not to be found in books.
They emerge from #analysis of the specific enterprise.”
Druckerism
Destiny is a name often given in retrospect
to choices that had dramatic #consequences. — J.K. Rowling
“Plans are worthless; but planning is invaluable.”
Druckerism
“In appraising themselves,
people tend to be either too #critical or not critical enough.”
Druckerism
“One survives problems by
making them irrelevant because of success.”
Druckerism
“Economic expansion and increase are not aims in themselves.
They make sense only as means to a social end.”
Druckerism
In the case of a police search, whether it is your car,
your home, or your briefcase, the police officer is
not looking for evidence to exonerate you from some
crime; they are looking for evidence to charge you
with a crime. Therefore, I do not consent to a
search without a warrant.
If the officer needs to search your car, the
officer can apply for a search warrant. This, in
many cases, can be done over the telephone; This is
called a telephonic search warrant. If, on the
other hand, the officer is on a hunting and fishing
expedition, then they should fish somewhere else;
this lake is closed!
It's not possible that allowing a search will
somehow help you.
“Learn to manage your time.
The secret is not to do the five million things
that do not need to be done and will never be missed.”
Druckerism — Try a #page-search for the word “need”
“Individuals who can navigate this landscape, who can shift fluidly
from one source of information to another,
who can pull #ideas from multiple areas,
synthesizing them into groundbreaking innovations and discoveries,
are better suited for the times we live in.”
Dale Griffiths Stamos
“Even if you’re on the right track,
you’ll get run over if you just sit there.”
Will Rogers
“Don’t just be yourself. Be all of yourself.
Don’t just live. Be that other thing connected to death.
Be life.”
Joss Whedon
“Always remember, your focus determines your #reality.”
George Lucas
“It is paradoxical but profoundly true and important principle of life
that the most likely way to reach a goal is to be aiming
not at that goal itself but at some more ambitious goal beyond it.”
Arnold Toynbee
“Not only can you not plan the impact you’re going to have,
you often won’t recognize it when you’re having it.”
Dick Costolo
“Either you run the day, or the day runs you.”
Jim Rohn
“The effective people I know simply discipline themselves
to have enough time for thinking.”
Druckerism
Freakonomics — The hidden side of everything is largely BS
“What do you want to be remembered for?”
Druckerism
Peter Drucker — my life as a knowledge worker #lms #whtmal
… thinking broad and thinking detailed ↑
Could we be embedded within ↑ ↓ just ONE dynamic system moving in time?
#34 #incc Imagining NAVIGATION course changes
NAVIGATION: “The process or activity of accurately ascertaining one’s position and planning and following a route” — Oxford Languages
Carry on or Connect up
Imagine it’s 1910 and you’re 21 years old.
Your parents fit in one of the following resource groups:
dirt poor, barely struggling to survive;
are employed by a major institution; or
are wealthy enough to be “truly independent”. Drucker’s childhood
See chapter 8: Rice Paddies and Math Tests in Outliers, by Malcolm Gladwell
You are living in one of the following #cities:
New York City, London, Paris, Rome, Berlin, Warsaw, Moscow, Vienna, a city in South Vietnam, a city in North Vietnam, Shanghai, Singapore, Hong Kong, or a random, isolated small town.
sidebar ↓ (#connect #mmit #CAF)
World's busiest cities on Netflix — BBC → GOOGLE: world map with population ::: world map with population density ::: world map points of interest
main brainroad continues ↓
#whtmal You have become aware of the NEED for #self-development.
Under each of the location and possible resource situations above,
what “time investments”
would you enter in your calendar
for the upcoming yearS?
Why bother?
Seeking guidance?
How can the individual survive?
He liberated me
Those who want to live a fulfilling life …
Try adding different skin colors, ethnicities or tribal identities
to the thinking exercise above
How would these calendar entries
alter your situation
as you mature
and develop
and as time and #reality unfold?
Feedback #analysis applies to all important action
Three types of intelligence and
naming people behaviors #seek #opeo
“The better a person is,
the more mistakes they will make—
for the more new things they will try.”
Druckerism
Most mistakes in thinking are …
Managing Oneself
#wgobcd The Vanishing East ↓
Dealing with risk and uncertainty ↓
Management World View
Life directions
#Intelligence #Information #Thinking overview #pdf ::: related brainroad
Try a #page-search for the word “aim”
If you changed the starting point
for this mental exercise
to 1940, 1960, 1980, 2000, today or 2030,
what would you change?
How would some
ecological awareness
be helpful?
The love letters of Walter Bagehot and Eliza Wilson #pdf
Karen Blixen
Lovers in Auschwitz, Reunited 72 Years Later.
He Had One Question. #pdf
The Educational Revolution circa 1957
The end of loyalty
Knowledge Economy and Knowledge Polity
Attention directing tools
How could you
alter your calendar procedure
to minimize
the repeated rescheduling
of important actions?
Taking the 77 Important Truths I've Learned About Life into account,
how would they change
what you put in your calendar?
How can a person learn to #see
the difference between bull-shit artists
and genuinely informed people?
Feedback #analysis applies to all important action
The Daily Drucker
#wwh What happens if a region, nation, city, organization, ethnic group or whatever keeps repeating last week over and over again?
What would happen if a 6 year old kept repeating last week over and over again?
Where would that 6 year old be at age 75
What if the individual involved went to any of the top schools on the US News and World Report list of best universities?
Where could evidence be found? IBM?
What would happen if part of a region, nation, city, organization, kept repeating last week over and over again while another entity was trying to design a way forward?
Now coming from the opposite direction what if everyone on the planet were not in a repeat loop but heading in different directions?
How can the Six Thinking Hats arrive at an effective course of action if the underlying information/knowledge is based in yesterday?
# 181 Judgement
“We can only move through life because the judgement of ‘recognition’ tells us at every moment
what things are;
what things to #seek; #lms
what things to #avoid; #lms
what things to #use as means to get other things. #lms
Without judgement we could not proceed at all .
The danger lies in the harsh, quick and rigid judgements that we require of ourselves and that are required by our traditional thinking habits .
Too often we use stereotypes to ease our judgement.
Too often we put up false either/or choices to force ourselves, or others, into a certain position .
All this is an integral part of the Gang of Three thinking system, with its emphasis on:
rejection of the ‘untruth’
the search for absolutes
and an inclusion/ exclusion box type of logic with the avoidance of contradiction.
This is an excellent system for many purposes but it has its limits and its dangers.
In a changing world the ‘boxes’ derived from the past may no longer be adequate to describe a changed present .
The dangers of judgement lie both in the rejection aspect and in the acceptance aspect .
Something rejected drops out of attention and perception .
It is no longer an ingredient in our thinking .
Something accepted may be accepted too wholeheartedly, when acceptance should be
milder,
doubtful or
related to circumstances .
While acknowledging the practicality of simplistic black/white judgements, most people are coming to realize that the world does not work that way.
If you choose to take a black and white photograph of the world this does not mean that the world has no colors.
Instead of judgement the emphasis is on ‘design’ .
How do we put things together in order to satisfy our values and needs ?
Design may be much more difficult than judgement but the results will be better .
Many problems can be solved by analysis .
You identify the cause of the problem and then you seek to remove that cause .
But when the cause cannot be found or, if found, cannot be removed, then we are paralyzed because more and more #analysis will not solve that problem.
We need to be able to ‘ design the way forward ’, leaving the cause in place .
#ihong While we are excellent at #analysis we are not nearly so expert at #design — because design requires idea creativity .” continue
Consider ALL Factors ↓
See BrainroadS and image at the top of this page
Revisionist History : Saigon, 1965 ::: The Prime Minister and the Prof
Up to Poverty ::: The Vanishing East
Hong Kong & photography: 1910 vs. more recent ↓
Economic content & structure connected to “life in time” ↑ ↓ (larger ↓)
The Poverty of Economic Theory #pdf
… the real pattern of economic activity
larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two
The Forces Creating a New Geography of Opportunity?
The Management Revolution ↑ ::: Developing countries
The Individual in Entrepreneurial Society
The End of Loyalty and IBM’s seniority mix fix
Managing Oneself overview — a revolution in human affairs #pdf
Now, most of us, even those of us with modest endowments, will have to learn to manage ourselves.
We will have to learn to develop ourselves.
Will have to place ourselves where we can make the greatest contribution.
And we will have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do.
Managing Oneself is a REVOLUTION in human affairs.
…
It requires new and unprecedented things from the individual, and especially from the knowledge worker.
For in effect it demands that each knowledge worker think and behave as a Chief Executive Officer.
Further, the shift from manual workers who do as they are told — either by the task or the boss — to knowledge workers who have to manage themselves profoundly challenges social structure.
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.
…
Managing Oneself is based on the very opposite realities : Workers are likely to outlive organizations, and the knowledge worker has mobility.
What’s the focus of your diary? — Water logic?
“For almost nothing in our educational systems
prepares people
for the reality
in which they will live, work,
and become #effective” —
Druckerism and intellectual capitalist #lms #education
How could an education system prepare us
for unknown and unpredictable future #realitieS?
Topics in books by Walter Wriston ::: Transnational/Tribal
A Century of Social Transformation
«§§§»
Thinking … the most fundamental,
the most important aspect of life,
the basis for everything
is totally neglected …
School : no thinking subject —
Book store : no thinking category
Universities : no thinking faculty
and zero possibility thinking
What about critical thinking?
— Edward de Bono
#77
Every social problem
is an opportunity ↓ #apta
Good intentions aren’t enough;
define
the results
you want.
#Results should not to be confused with
#outcomes which are a polar opposite
«§§§»
The number of nonprofits and charitable organizations in this country has exploded in the past several years, but many of them get poor #results, Drucker said, because “they don’t ask about results, and they don’t know what results they want in the first place.
They mean well and they have the best of intentions, but the only thing good intentions are for (as the maxim says) is to pave the road to hell.”
To achieve the best results, Drucker said people must ask the right questions (#caf #rq) and then partner with others who have the expertise, knowledge, and discipline to get the right results. #caf (consider all factors) #profit #volunteer
“I think the public may have given up on many of our public institutions because of a feeling that these people have their jobs, their security, their tenure, their Civil Service regulations; but they’ve really stopped trying.
They’re just doing what they did last week and last year and five years ago, whether it works or not.” —ALBERT SHANKER continue
See Managing the Non-Profit Organization
Without an effective mission statement
there will be no performance continue
Social Needs and Business Opportunities
The Gospel of Wealth by Andrew Carnegie
Beware of guttersnipes
«§§§»
The Temptation to Do Good
Public-service institutions are out to maximize rather than to optimize.
The most important obstacle to innovation is that public-service institutions exist, after all, to “do good.”
This means that they tend to see their mission as a moral absolute rather than as economic and subject to a cost/benefit calculus.
Economics always seeks a different allocation of the same resources to obtain a higher yield.
In the public-service institution, there is no such thing as a higher yield.
If one is “doing good,” then there is no “better.”
Indeed, failure to attain objectives in the quest for a “good” only means that efforts need to be redoubled.
“Our mission will not be completed,” asserts the head of the Crusade Against Hunger, “as long as there is one child on the earth going to bed hungry.”
If he were to say, “Our mission will be completed if the largest possible number of children that can be reached through existing distribution channels get enough to eat not to be stunted,” he would be booted out of office.
But if the goal is maximization, it can never be attained.
Indeed, the closer one comes toward attaining one’s objective, the more efforts are called for.
For, once optimization has been reached, additional costs go up exponentially while additional results fall off exponentially.
The closer a public-service institution comes to attaining its objectives, therefore, the more frustrated it will be and the harder it will work on what it is already doing. — The Daily Drucker
«§§§»
Citizenship Through the Social Sector #seek
#worldview “In a transition period, the number of people in need always grows.
There are the huge masses of refugees all over the globe, victims of war and social upheaval, of racial, ethnic, political, and #religious persecution, of government incompetence and of government cruelty.
Even in the most settled and stable societies
people will be
left behind
in the shift to knowledge work.
It takes a generation or two before a society and its population catch up with radical changes in the composition of the work force and in the demands for skills and #knowledge.
It takes some time—the best part of a generation, judging by historical experience—before the productivity of service workers can be raised sufficiently to provide them with a “middle-class” standard of living.” citizenship through the social sector
«§§§»
“Success always obsoletes the very behavior that achieved it.
It always creates new realities.
It always creates, above all, its own and different problems …” continue
The Management Revolution ↑ ::: Post-capitalist executive ↑
Creating Tomorrow’s Society Of Citizens and Refining the Mission Statement
You have vital judgments ahead: whether to change the mission, whether to abandon programs that have outlived their #usefulness and concentrate resources elsewhere, how to match opportunities with your competence and commitment, how you will build community and change lives.
Self-assessment is the first action requirement of leadership: the constant re-sharpening, constant refocusing, never being really satisfied.
And the time to do this is when you are successful.
If you wait until things start to go down, then it’s very difficult.
«§§§»
#caf Consider ALL Factors → What need’s doing?
Aim high (#impact)
How to guarantee non-performance (#impact)
The Five Most Important Questions You Will Ever Ask About Your Nonprofit Organization
What Results Should You Expect? — A Users’ Guide to MBO
Managing Service Institutions in the Society of Organizations
Entrepreneurship in the Public-Service Institution
The Wisdom of Peter Drucker
Life 2.0
Allocating your life
Without an effective mission there will be no results
Managing Oneself ← a revolution in human affairs
Creating Tomorrow’s Society Of Citizens
Purposeful Innovation (try a page search for “purpose” in Innovation and Entrepreneurship ) #profit
No one can guarantee the performance
of a public service program.
But we know how to ensure non-performance
with absolute certainty. ↓
Part I: Have a Lofty Objective (details below) ::: Try to Do Several Things at Once :::
Believe That "Fat is Beautiful" ::: Don't experiment, be dogmatic :::
Make sure that you will not learn from experience ::: Inability to Abandon :::
Part II: Avoiding These Six Deadly Sins is the Prerequisite for Performance and Results → What Results Should You Expect? — A Users' Guide to MBO :::
Part III: The Lack of Concern With Performance in Public Administration Theory
↑ #worldview ↓
Have a lofty objective ↓
… To use such statements as “objectives”
thus makes sure
that no effective work
will be done.
For work is
always specific,
always mundane,
always focused.
Yet without work
there is non-performance.
To have a chance at performance,
a program needs
clear targets,
the attainment of which
can be
measured,
appraised,
or at least judged.
Targets and measurements are very different concepts
How To Guarantee Non-Performance
#00 #wlh
#wgobcd = what goes on behind closed doors
Continuing Turmoil
#ewtl
↓
Books by
Peter Drucker ::: Walter Wriston ::: Bob Buford ::: Rick Warren
#wgcf
#wgcf
#wgcf
#z02 See #lms1 for context ↓
Serious Outside Interest
operacy
— the skills of doing
need to be learned
a way forward
“The twenty-first century
will surely be one of continuing
social, economic, and political turmoil and challenge,
at least in its early decades. (#concept #impact #work-approach?)
The Age of Social Transformations
is not over yet.
And the challenges looming ahead
may be more serious and more daunting still
than those posed by the social transformations that have already happened, the
social transformations
of the twentieth century … .
Hong Kong — then and now
… Yet we will not even have a chance to resolve
these new and looming problems of tomorrow
unless we first address
the challenges
posed by the developments
that are already
accomplished #facts,
the developments reported in the earlier sections of this essay. ↓
Introduction to a A Century of Social Transformation
The Social Structure and Its Transformations
The Rise and Fall of the Blue-Collar Worker
The Rise of the Knowledge Worker
The Emerging Knowledge Society
How Knowledges Work
The Employee Society
What Is an Employee?
The Social Sector
Knowledge Economy and Knowledge Polity
School and #Education as Society’s Center (not the present system)
The Competitive Knowledge Economy
How Can Government Function?
Conclusion: The Priority Tasks — The Need for Social and Political Innovations
#ewtl
Every social problem is an opportunity
Why you NEED many competing mental patterns
How can the Individual Survive? ::: The Individual in Entrepreneurial Society
Citizenship through the social sector and
subsequent topics … #parallel
Thoughts on knowledge and
knowledge productivity ↓
On the road ahead ↑, there will be multiple, multiple new realitieS ↓
#knowledge1 #know1 #mmit
A broader map
“THE knowledge
we now ↑
consider knowledge
proves itself in action. ↑ ↓
“More detailed map”
Innovation requires abandonment
What we mean by knowledge
is
information in action,
information focused on results. …
These results are seen outside the person —
in society and economy, or
in the advancement of knowledge itself.” ↓
— Druckerism (#impact) #mbr
That knowledge
has become THE resource
rather that A resource
is what makes our society
post-capitalist continue
We need to measure knowledge worker productivity
The responsibility based organization
The leading social groups of the knowledge society
knowledge industries, work, worker
Knowledge vs. skill
Knowledge — ever changing
“But knowledge has another very peculiar characteristic, which is that the important new advances do not come out of the specialist’s discipline
They come from the outside.” continue
“Only Connect”
was the constant admonition
of a great English novelist,
E.M. Forster
James Burke — YouTube
Carry on or Connect up ↑ ↓
The Second Curve
Knowledge exists only in application
“Whatever the base, knowledge in application is specialized.
It is always specific, and therefore, not applicable to anything else.” continue
Entrepreneurship is neither a science nor an art.
It is a practice.
It has a knowledge base, of course, which this book attempts to present in organized fashion.
But as in all practices, medicine, for instance, or engineering, knowledge in entrepreneurship is a means to an end.
Indeed, what constitutes knowledge in a practice is largely defined by the ends, that is, by the practice.
For the educated person in the nineteenth century, technés were not knowledge.
They were already taught in the university and had become “disciplines.”
Their practitioners were “professionals,” rather than “tradesmen” or “artisans.”
But they were not part of the liberal arts or the Allgemeine Bildung, and thus not part of knowledge.
University degrees in technés go back a long way: in Europe, both the law degree and the medical degree as far as the thirteenth century.
And on the Continent and in America — though not in England — the new engineering degree (first awarded in Napoleon’s France a year or two before 1800) soon became socially accepted.
Most people who were considered “educated” made their living practicing a techné whether as lawyers, physicians, engineers, geologists, or increasingly in business (only in England was there esteem for the “gentleman” without occupation).
But their job or their profession was seen as a “living,” not a “life.”
Outside their offices, the techné practitioners did not talk about their work or even about their disciplines.
That was “shop talk”; the Germans sneered at it as “Fachsimpeln.”
It was even more derided in France: anyone who indulged in shop talk there was considered a boor and a bore, and promptly taken off the invitation lists of polite society.
But now that the technés have become knowledges in the plural, they have to be integrated into knowledge.
The technés have to become part of what it means to be an educated person.
The fact that the liberal arts curriculum they enjoyed so much in their college years refuses to attempt this is the reason why today’s students repudiate it a few years later.
They feel let down, even betrayed.
They have good reason to feel that way.
Liberal arts and Allgemeine Bildung which do not integrate the knowledges into a “universe of knowledge” are neither “liberal” nor “Bildung.”
They fall down on their first task: to create mutual understanding, that “universe of discourse” without which there can be no civilization.
Instead of uniting, such disciplines only fragment.
We neither need nor will get “polymaths” who are at home in many knowledges; in fact, we will probably become even more specialized.
But what we do need — and what will define the educated person in the knowledge society — is the ability to understand the various knowledges.
What is each one about?
What is it trying to do?
What are its central concerns and theories?
What major new insights has it produced?
What are its important areas of ignorance, its problems, its challenges?
Without such understanding, the knowledges themselves will become sterile, will indeed cease to be “knowledges.”
They will become intellectually arrogant and unproductive.
For the major new insights in every one of the specialized knowledges arise out of another, separate specialty, out of another one of the knowledges.
Both economics and meteorology are being transformed at present by the new mathematics of Chaos theory.
Geology is being profoundly changed by the physics of matter, archaeology by the genetics of DNA typing, history by psychological, statistical, and technological analyzes and techniques.
An American, James M. Buchanan (b. 1919), received the 1986 Nobel Prize in Economics for applying recent economic theory to the political process and thereby standing on their heads the assumptions and theories on which political scientists had based their work for over a century.
The specialists have to take responsibility for making both themselves and their specialty understood.
The media, whether magazines, movies, or television, have a crucial role to play.
But they cannot do the job by themselves.
Nor can any other kind of popularization.
Specialties must be understood for what they are: serious, rigorous, demanding disciplines.
This requires that the leaders in each of the knowledges, beginning with the leading scholars in each field, must take on the hard work of defining what it is they do.
There is no “Queen of the Knowledges” in the knowledge society.
All knowledges are equally valuable; all knowledges, in the words of the great medieval saint and philosopher St. Bohaventura, lead equally to the truth.
But to make them paths to truth, paths to knowledge, has to be the responsibility of the men and women who own these knowledges.
Collectively, they hold knowledge in trust.
«§§§»
What Is an Employee?
Sidebar ↓
What do these issues, these challenges mean for me & … — an alternative
What actions are suggested by the concepts and information in this section? continue
Dense reading accompanied by thinking broad and detailed is needed in creating an effective action approach
Realities ::: The outer limit of your concern?
main brainroad continues ↓
Most knowledge workers will spend most if not all of their working life as “employees.”
But the meaning of the term is different from what it has been traditionally—and not only in English but in German, Spanish, and Japanese as well.
Individually, knowledge workers are dependent on the job.
They receive a wage or salary.
They are being hired and can be fired.
Legally, each is an “employee.”
But collectively, they are the only “capitalists”; increasingly, through their pension funds and through their other savings (e.g., in the United States through mutual funds), the employees own the means of production.
In traditional economics (and by no means only in Marxist economics), there is a sharp distinction between the “wage fund”—all of which went into consumption—and the “capital fund.”
And most social theory of industrial society is based, one way or another, on the relationship between the two, whether in conflict or in necessary and beneficial cooperation and balance.
In the knowledge society, the two merge.
The pension fund is “deferred wage” and, as such, wage fund.
But it is also increasingly the main source of capital, if not the only source of capital, for the knowledge society.
Equally important, and perhaps more important, is that in the knowledge society the employees, that is, knowledge workers, again own the tools of production.
Marx’s great insight was the realization that the factory worker does not and cannot own the tools of production and, therefore, has to be “alienated.”
There was no way, Marx pointed out, for the worker to own the steam engine and to be able to take the steam engine with himself when moving from one job to another.
The capitalist had to own the steam engine and had to control it.
Increasingly, the true investment in the knowledge society is not in machines and tools.
It is in the knowledge of the knowledge worker.
Without it, the machines, no matter how advanced and sophisticated, are unproductive.
The market researcher needs a computer.
But increasingly this is the researcher’s own personal computer, and a cheap tool the market researcher takes along wherever he or she goes (a.k.a. mobility).
And the true “capital equipment” of market research is the knowledge of markets, of statistics, and of the application of market research to business strategy, which is lodged between the researchers’ ears and is their exclusive and inalienable property.
The surgeon needs the operating room of the hospital and all of its expensive capital equipment.
But the surgeon’s true capital investment are the twelve or fifteen years of training and the resulting knowledge which the surgeon takes from one hospital to the next.
Without that knowledge, the hospital’s expensive operating rooms are so much waste and scrap.
This is true whether the knowledge worker commands advanced knowledge, like the surgeon, or simple and fairly elementary knowledge, like the junior accountant.
In either case, it is the knowledge investment that determines whether the employee is productive or not, rather than the tools, machines, and capital the organization furnishes.
The industrial worker needed the capitalist infinitely more than the capitalist needed the industrial worker—the basis for Marx’s assertion that there would always be a surplus of industrial workers, and an “industrial reserve army” that would make sure that wages could not possibly rise above the subsistence level (probably Marx’s more egregious error).
In the knowledge society the most probable assumption—and certainly the assumption on which all organizations have to conduct their affairs—is that they need the knowledge worker far more than the knowledge worker needs them.
It is the organization’s job to market its knowledge jobs so as to obtain knowledge workers in adequate quantity and superior quality.
The relationship increasingly is one of interdependence with the knowledge worker having to learn what the organization needs, but with the organization also having to learn what the knowledge worker needs, requires, and expects.
Because its work is based on knowledge, the knowledge organization is altogether not one of superiors and subordinates.*
(*On this see again the book by General Bill Creech cited above, which makes it clear that even a military organization like the Tactical Air Force becomes a collegial organization when it becomes a knowledge organization—despite all military rank and protocol.
The colonel commanding a maintenance unit is a colleague of the sergeant doing the maintenance work.
He is accountable for the sergeant’s work, but is not the sergeant’s superior.)
The prototype is the symphony orchestra.
The first violin may be the most important instrument in the orchestra.
But the first violinist is not the “superior” of the harp player.
He is a colleague.
And the harp part is the harp player’s part and not delegated to her by either the conductor or the first violinist.
There was endless debate in the Middle Ages about the hierarchy of knowledges, with philosophy claiming to be the “queen” of the knowledges.
We long ago gave up that moot argument.
There is no higher knowledge and no lower knowledge.
When the patient’s complaint is an ingrown toenail, the podiatrist’s knowledge controls, and not that of the brain surgeon—even though the brain surgeon represents many more years of training and gets a much larger fee.
Conversely, if an executive is posted to a foreign country, the knowledge he or she needs, and in a hurry, is the fairly low skill of acquiring fluency in a foreign language—a language that every native of that country has mastered by age two and without any great investment.
The knowledge of the knowledge society, precisely because it is knowledge only when applied in action, derives its rank and standing from the situation and not from its knowledge content.
What is knowledge, in other words, in one situation, such as the knowledge of Korean for the American executive posted to Seoul, is only information, and not very relevant information at that, when the same executive a few years later has to think through his company’s market strategy for Korea.
This, too, is new.
Knowledges were always seen as fixed stars, so to speak, each occupying its own position in the universe of knowledge.
In the knowledge society, knowledges are tools and, as such, dependent for their importance and position on the task to be performed.
One additional conclusion: Because the knowledge society perforce has to be a society of organizations, its central and distinctive organ is management.
The management revolution: Supplying knowledge to find out how existing knowledge can best be applied to produce results is, in effect, what we mean by management. continue
When we first began to talk of management, the term meant “business management”—since large-scale business was the first of the new organizations to become visible.
But we have learned this last half-century that management is the distinctive organ of all organizations.
All of them require management—whether they use the term or not.
All managers do the same things whatever the business of their organization.
All of them have to bring people—each of them possessing a different knowledge—together for joint performance.
All of them have to make human strengths productive in performance and human weaknesses irrelevant.
All of them have to think through what are “results” in the organization—and have then to define objectives.
All of them are responsible to think through what I call the “theory of the business,” that is, the assumptions on which the organization bases its performance and actions, and equally, the assumptions which organizations make to decide what things not to do.
All of them require an organ that thinks through strategies, that is, the means through which the goals of the organization become performance.
All of them have to define the values of the organization, its system of rewards and punishments, and with its spirit and its culture.
In all of them, managers need both the knowledge of management as work and discipline, and the knowledge and understanding of the organization itself, its purposes, its values, its environment and markets, its core competencies.
The manager and the moron
Management and the World's Work
Management as a practice is very old.
The most successful executive in all history was surely that Egyptian who, 4700 years or more ago, first conceived the pyramid—without any precedent—designed it and built it, and did so in record time.
Unlike any other work of man built at that time that first pyramid still stands.
But as a discipline, management is barely fifty years old.
It was first dimly perceived around the time of World War I.
It did not emerge until World War II, and then primarily in the United States.
Since then, it has been the fastest-growing new function, and its study the fastest-growing new discipline.
No function in history has emerged as fast as management and managers have in the last fifty to sixty years, and surely none has had such worldwide sweep in such a short period.
Management, in most business schools, is still taught as a bundle of techniques, such as the technique of budgeting.
To be sure, management, like any other work, has its own tools and its own techniques.
But just as the essence of medicine is not the urinalysis, important though it is, the essence of management is not techniques and procedures.
The essence of management is to make knowledgeS productive.
Management, in other words, is a social function.
And in its practice, management is truly a “liberal art.”
Drucker’s Lost Art of Management: Peter Drucker’s Timeless Vision for Building Effective Organizations
The inherent weaknesses in all possible information systems
Moving beyond capitalism
see Chapter 10 ::: The future … already happened ::: Making the future :::
Research management
… the importance of accessing, interpreting, connecting, and translating knowledge …
Knowledge Economy and Knowledge Polity
Knowledge has become THE key resource ::: Transnational ::: Portable ::: EVER Changing ::: Political issues ::: World economy ::: Increasingly competitive environment ::: The key to domestic prosperity ::: Knowledge knows no boundaries → And with knowledge becoming the key resource, there is only a world economy, even though the individual organization in its daily activities operates within a national, regional, or even a local setting #edu continue
That knowledge has become THE resource rather that A resource is what makes continue
Moving beyond capitalism
Knowledge exists only in application ↓ ↑
From Progress to Innovation #pdf
ONLY CONNECT CONNECT CONNECT … !!!
Carry on - connect up
The productivity of knowledge (#STEM)
requires
increasing the yield
from what is known —
whether by the individual or by the group.
There is an old American story of the farmer
who turns down a proposal
for a more productive farming method
by saying,
“I already know how to farm
twice as well as I do.”
#64 Most of us
(perhaps all of us)
know many times more
than we put to use.
The main reason
is that
we do not
mobilize
the multiple knowledges
we possess.
We do not
use knowledgeS
as part of one toolbox.
Instead of asking:
“What do I know,
what have I learned,
that might apply to this task?”
we tend to classify tasks
in terms of specialized knowledge areas.
Peter Drucker: Social Ecologist
An ecological view
What needs doing? Here and here
… the real pattern of economic activity
larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two
The Forces Creating a New Geography of Opportunity?
Again and again in working with executives
I find that a given challenge
in organizational structure, for instance,
or in technology
yields to knowledge
the executives already possess:
They may have acquired it,
for instance,
in an economics course at the university.”
Of course, I know that,” is the standard response,
“but it’s economics, not management.”
… This is a purely arbitrary distinction —
necessary perhaps
to learn and to teach
a “subject,” #STEM
but irrelevant as a definition
of what knowledge is STEM
and what it can do ↓.
sidebar ↓ (#connect #mmit #CAF)
↑ ↓
#ewtl
Finding and selecting the pieces of the puzzle #fastp
Knowledge-Based Management
The explorer
What’s your meta-system?
#fktk From knowledge to knowledgeS
Knowledge exists only in application
Knowledge and technology #pdf
Knowledge: Its Economics and Its Productivity
Knowledge Economy and Knowledge Polity
main brainroad continues ↓
#47 #wlh The way we traditionally arrange
our
businesses, government agencies, and universities
further encourages the tendency to believe that
the purpose of the tools
is to adorn the toolbox
rather than
to do work.
Peter Drucker: Social Ecologist
An ecological view
In learning and teaching, we do have to focus on the tool .
In usage,
we have to focus
on the end result,
on the task,
on the work.
sidebar ↓ (#connect #mmit #CAF)
“For almost nothing in our educational systems
prepares people
for the reality
in which they will live, work,
and become #effective” —
Druckerism and intellectual capitalist #lms #education
How could an education system prepare
us for unknown and unpredictable future #realitieS?
Topics in books by Walter Wriston ::: Transnational/Tribal
A Century of Social Transformation
↑
↓
The Management Revolution ↑ ::: Post-capitalist executive ↑
Global Peter Drucker Forum ::: Charles Handy → Starting small fires
Hofburg ↑ ↓
larger view one ::: two ::: three ↑
“The traditional notion in education
that information is sufficient
is old-fashioned and dangerous.”
Edward de Bono → Intelligence ::: Information ::: Thinking
main brainroad continues ↓
#fastp #wlh
“Only connect” was the constant admonition of a great English novelist, E.M. Forster.
James Burke — YouTube
Carry on/connect up?
The Second Curve
Finding and selecting the pieces of the puzzle #fastp
The explorer
sidebar ↓ (#connect #mmit #CAF)
connections ↓
Young people not knowing how to connect :::
Intelligence trap ::: Logic bubble
↑
↓
Up to poverty ↑
The vanishing east ↑
The manager and the moron ↑
Luther, Machiavelli, and the Salmon ↑
A broad #sda #worldview
For each ↑ ↓ thought fragment, concept, illustration,
link, or text block … continue
main brainroad continues ↓
It has always been the hallmark of the artist, but equally of the great scientist — of a Darwin, a Bohr, an Einstein.
At their level, the capacity to connect may be inborn and part of that mystery we call “genius.”
But to a large extent, the ability to connect and thus to raise the yield of existing ↓ knowledge (whether for an individual, for a team, or for the entire organization) is learnable. ↓ …
Finding and selecting the pieces of the puzzle #fastp
Knowledges existing at various point in time ↓ ↑
… Eventually, it should become teachable. continue
Knowledge and Research management
Knowledge economy and knowledge polity
Knowledge and technology
#pdf #apta #impact #lter #knowledge #technology #situation #mbr
Now we are increasingly organizing knowledge and the search for it around areas of application (at a point in time) rather than around the subject areas of disciplines.
Interdisciplinary work has grown everywhere.
This is a symptom of the shift in the meaning of knowledge from an end in itself to a resource, that is, a means to some result.
Finding and selecting the pieces of the puzzle #fastp
The explorer
“To make knowledge productive, we will have to learn to #SEE both the forest and the tree. We will have to learn to connect.” — Druckerism #apta
¶ ¶ ¶
#research “There is, of course, a place for academic intellectualizing and passive scholarship (which consists of repeating what others have repeated about still yet others) but that is only a small part of thinking — but valuable nevertheless.” EDB
¶ ¶ ¶
“There are risk and cost to a program of action, but they are far less than the long-range risk and cost of comfortable inaction.” — John F. Kennedy
#worldview #48 #wlh
“Three stonecutters”
Management: Tasks, Responsibilities, Practices by Peter Drucker
Most mistakes in THINKING
are mistakes in perception
1. Seeing only part of the picture
2. Jumping to conclusions
3. Misinterpretation caused by feelings
The New Pluralism
“An old story tells of three stonecutters who were asked what they were doing.
The first replied, “I am making a living.”
The second kept on hammering while he said, “I am doing the best job of stonecutting in the entire country.”
The third one looked up with a visionary gleam in his eyes and said, “I am building a cathedral.”
The third man is, of course, the true manager.
#worldview People of high #effectiveness are conspicuous by their absence in executive jobs continue
The first man knows what he wants to get out of the work and manages to do so.
He is likely to give a “fair day’s work for a fair day’s pay.”
But he is not a manager and will never be one.
It is the second man who is a problem.
Workmanship is essential: in fact, an organization demoralizes if it does not demand of its members the highest workmanship they are capable of.
But there is always a danger that the true workman, the true professional, will believe that he is accomplishing something when in effect he is just polishing stones or collecting footnotes.
Workmanship must be encouraged in the business enterprise.
But it must always be related to the needs of the whole.
sidebar ↓ (#connect #mmit #CAF)
The Second Curve
What Executives Should Remember ::: html ::: AMZ
Realities
Management Worldviews
The society of organizations
Knowledge economy and knowledge polity
main brainroad continues ↓
The majority of managers and of career professionals in any business enterprise are, like the second man, concerned with specialized work.
True, the number of functional managers should always be kept at a minimum, and there should be the largest possible number of “general” managers who manage an integrated business and are directly responsible for its performance and results.
The way we organize …
Even with the utmost application of this principle the great bulk of managers will work in functional jobs, however.
sidebar ↓ (#connect #mmit #CAF)
#sda ↓
The management revolution
The rest they contract out
What executives should remember (Audible)
Organization life expectancies
Trans/Tribal
Taking relationship responsibility
The responsibility-based organization
Can we then say anything constructive about communication?
Executive realities
The employee society
Where do I begin to read Drucker?
Operacy — the thinking that goes into doing
Serious Creativity
main brainroad continues ↓
A man’s habits as a manager, his vision and his values, are usually formed while he does functional and specialized work.
It is essential that the functional specialist develop high standards of workmanship, that he strive to be “the best stonecutter in the country.”
For work without high standards is dishonest; it corrupts the man himself and those around him.
Emphasis on, and drive for, workmanship produces innovations and advances in every area of management.
That managers strive to do “professional personnel management,” to run “the most up-to-date plant,” to do “truly scientific market research,” to “put in the most modern accounting system,” or to do “perfect engineering” must be encouraged.
But this striving for professional workmanship in functional and specialized work is also a danger.
It tends to divert a man’s vision and efforts from the goals of the business.
sidebar ↓ (#connect #mmit #CAF)
The Second Curve
What Executives Should Remember ::: html ::: AMZ
Realities
Management Worldviews
The society of organizations
Knowledge economy and knowledge polity
main brainroad continues ↓
The functional work becomes an end in itself.
In far too many instances the functional manager no longer measures his performance by its contribution to the enterprise but only by his own professional criteria of workmanship.
He tends to appraise his subordinates by their craftsmanship and to reward and to promote them accordingly.
He resents demands made on him for the sake of business performance as interference with “good engineering,” “smooth production,” or “hard-hitting selling.”
The functional manager’s legitimate desire for workmanship becomes, unless counterbalanced, a centrifugal force which tears the enterprise apart and converts it into a loose confederation of functional empires, each concerned only with its own craft, each jealously guarding its own “secrets,” each bent on enlarging its own domain rather than on building the business.
This danger is being greatly intensified by the technological and social changes now under way.
The number of highly educated specialists working in the business enterprise is increasing tremendously.
And so will the level of workmanship demanded of these specialists.
Our work force is increasingly becoming an “educated” work force in which the majority make their contribution in the form of specialized knowledge.
“Whereas knowledge is the ability to apply information to specific work and performance through use of the brain and skill of the hands.” — Managing for Results by Peter Drucker
The tendency to make the craft or function an end in itself will therefore become even more marked than it is today.
But at the same time the new technology will demand much closer coordination between specialists.
It will demand that functional men, even at the lowest management level, see the business as a whole and understand what it requires of them.
The new technology will need both the drive for excellence in workmanship and the consistent direction of managers at all levels toward the common goal.
That university teachers no longer see the university as their “home” but rather give allegiance to their specialization is considered an important reason for the crisis of the university.
But exactly the same tendency exists in all other institutions, business enterprise included.” — Chapter 34 Management: Tasks, Responsibilities, Practices
Knowledge and technology #pdf
The economic challenge
of the post-capitalist society
will therefore be the productivity
of knowledge work and the knowledge worker. continue
Conditions for survival
“Knowledge is always SPECIALIZED. #kspec
The oboist in the London Philharmonic Orchestra has no ambition to become first violinist.
In the last 100 years only one instrumentalist, Toscanini, has become a conductor of the first rank.
Specialists remain specialists, becoming ever more skillful at interpreting the score.
Yet specialism carries dangers, too.
Truly knowledgeable people tend by themselves to overspecialize, because there is always so much more to know.
The individual in entrepreneurial society
As part of the orchestra, that oboist alone does not make music.
He or she makes noise.
Only the orchestra playing a joint score makes music. #Information #org
For both soloist and conductor, getting music from an orchestra means not only knowing the score, but learning how to manage knowledge.
And knowledge carries with it powerful responsibility, too.
In the past, the holders of knowledge have often used (abused) it to curb thinking and dissent, and to inculcate blind obedience to authority.
Knowledge and knowledge people have to assume their responsibilities.
…
So Organizations Must Do it Themselves
But there is another consideration.
For the first time in human history it really matters whether or not people learn.
When the Prince Regent asked Marshal Blücher if he found it a great disadvantage not to be able to read and write, the man who won the battle of Waterloo for Wellington replied: "Your Royal Highness, that is what I have a chaplain for."
Until 1914 most people could do perfectly well without such accomplishments.
Now, however, learning matters — and not just for school. #partnering
The knowledge society requires that all its members be literate, not just in reading, writing, and arithmetic, but also in (for example) basic computer skills and political, social, and historical systems.
Richard N. Haass #worldview ↓
The World: A Brief Introduction Amazon ::: Preface #pdf
And because of the vastly expanding corpus of knowledge, it also requires that its members learn how to learn. (performance learning — learning to perform in a sense similar to the requirements of an effective rocket scientist or brain surgeon)
There will — and should — be serious discussion of the social purpose of school education in the context of the knowledge society.
That will certainly help to change the schools.
In the meantime, however, the most urgent learning and training must reach out to the adults.
Thus, the focus of learning will shift from schools to employers.
Every employing institution will have to become a teacher.
Large numbers of American and Japanese employers and some Europeans already recognize this.
But what kind of learning?
In the orchestra the score tells the employees what to do; all orchestra playing is team playing.
In the information-based business, what is the equivalent of this reciprocal learning and teaching process?
One way of educating people to a view of the whole, of course, is through work in cross-functional task forces.
But to what extent do we rotate specialists out of their specialties and into new ones?
And who will the managers, particularly top managers, of the information-based organization be?
Brilliant oboists, or people who have been in enough positions to be able to understand the team, or even young conductors from smaller orchestras?
We do not yet know.
Above all, how do we make this terribly expensive knowledge, this new capital, productive?
The world's largest bank reports that it has invested $1.5 billion in information and communications systems.
Banks are now more capital intensive than the biggest manufacturing company.
So are hospitals.
Only 50 years ago a hospital consisted of a bed and a sister.
Today a fair-sized U.S. hospital of 400 beds has several hundred attending physicians and a staff of up to 1,500 paramedics divided among some 60 specialities, with specialized equipment and labs to match.
None, or very few, of these specialisms even existed 50 years ago.
But we do not yet know how to get productivity out of them; we do not yet know in this context what productivity means.
In knowledge-intensive areas we are pretty much where we were in manufacturing in the early nineteenth century.
When Robert Owen built his cotton mills in Scotland in the 1820s, he tried to measure their productivity.
He never managed it.
It took 50 more years until productivity as we understand it could be satisfactorily defined.
We are currently at about the Robert Owen stage in relation to the new organizations.
We are beginning to ask about productivity, output, and performance in relation to knowledge.
We cannot measure it.
We cannot yet even judge it, although we do have an idea of some of the things that are needed.
How, for instance, do famous conductors build a first-rate orchestra?
They tell me that the first job is to get the clarinetist to keep on improving as a clarinetist.
She or he must have pride in the instrument.
The players must be craftsmen first.
The second task is to create in the individuals a pride in their common enterprise, the orchestra: "I play for Cleveland, or Chicago, or the London Philharmonic, and that is one of the best orchestras in the world."
Third, and this is what distinguishes a competent conductor from a great one, is to get the orchestra to hear and play that Haydn symphony in exactly the way the conductor hears it.
In other words, there must be a clear vision at the top.
Unless we can learn how to
increase the productivity of knowledge workers
and service workers, and increase it fast,
the developed countries will face
economic stagnation and severe social tension continue
This orchestra focus is THE MODEL for the leader of any #knowledge-based organization.
“For the first time in human history, individuals can expect to outlive organizations.
This creates a totally new challenge: What to do with the second half of one's life?” (#volunteer)
— Peter Drucker
From Knowledge to KnowledgeS
But knowledge has another very peculiar characteristic, which is that the important new advances do not come out of the specialist’s discipline.
They come from the outside.
It makes no difference what you look at.
Every one of the things that have transformed the discipline of history, for instance, came from outside — from psychoanalysis and psychology, from economics, from population statistics, from archaeology. continue
Knowledge and human development (#education #horizons #psdapa #parallel)
… “Such people know a great many things, but they are not educated in the sense that they can reflect this knowledge on their own work or development, their own personality.
This, I submit, is the great challenge ahead of us, for the next generation of educational leaders.
Without it, we will have a great deal of specialized competence, but little else.
The challenge ahead of us is to make knowledge again a means to human development.
The challenge is to go beyond knowledge as tools and to recover education as the road to wisdom.” #sda continue
There is a site breadcrumb trail ↓ near the bottom of this page
“Your thinking, choices, decisions
are determined by what you’ve “SEEN”
Once perception is directed (#adt) in a certain direction
it cannot help but see,
and once something is seen,
it cannot be unseen”
Each “thought-fragment” ↓ on a board ↓ could be a brain-address
along one of many brainroadS. A brain-address-book is needed
for conducting appropriate reviews …
#z02
operacy
— the skills of doing
need to be learned
a way forward
Larger view ↑ What exists is getting old
↑ finding and selecting the pieces of the puzzle #fastp
Trying to #SEE
Economic content and structure snapshot ↓
Thoughtscape ::: Larger image view ↓
Destabilization is in full swing
Production
In a growing economy ↑, things should get easier — right?
“The stepladder is gone, and
there’s not even the implied structure
of an industry’s rope ladder.
It’s more like vines …
and you bring your own machete.
You don’t know
what you’ll be doing next”
He’s ↑ trying to #SEE & figure out ↓ what needs doing next
rlaexp.com = r eal l ife a dventures + exp loration ↑ ↓
Your thinking, choices, decisions are determined by what you have seen ↑ ↓
“SEEING” ↑ ↓ precedes Doing
“Looking” comes before “Seeing”
The people who will largely shape an individual’s future
are aware — if only subconsciously — of that individual’s
#worldview breadth and realism ↓
Beware of the David Allen’s #gtd model (getting things done)
The things that 99.7% of people get done
don’t adequately deal with the challenges of
navigating a world continuing to move toward unimagined futureS.
What needs doing? continue
#Arrogance, apathy, complacency
Peter Drucker → The Über Mentor → Top of the food chain ↓
A political/social ecologist ↑
A uniquely constructive and dominant #worldview.
Different from disciplines and education system “courses.”
Beware of working with invalid assumptions (here).
Business Week : Drucker — the man who invented management
The Dangers of American Complacency
#Arrogance, apathy, complacency
… but the only thing that is “new” about political ecology is the name.
As a subject matter and human concern, it can boast ancient lineage, going back all the way to Herodotus and Thucydides.
It counts among its practitioners such eminent names as de Tocqueville and Walter Bagehot.
Its charter is Aristotle’s famous definition of man as “zoon politikon,” that is, social and political animal.
As Aristotle knew (though many who quote him do not), this implies that society, polity, and economy though man’s creations, are nature to man, who cannot be understood apart from and out of them.
#idea It also implies that society, polity and economy are a genuine environment, a genuine whole, a true “system,” to use the fashionable term, in which everything relates to everything else and in which men, ideas, institutions, and actions must always be seen together in order to be seen at all, let alone to be understood. continue
Managing Oneself — a revolution in human affairs —
an “earlier” site beginning point.
Now, most of us, even those of us with modest endowments, will have to learn to manage ourselves .
We will have to learn to develop ourselves here.
Will have to place ourselves where we can make the greatest contribution.
And we will have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do continue or overview #PDF.
Why America’s Richest #Cities Are Pulling Away From All the Others
(What are the implications for them and the rest?)
The road ahead … ↑ going where no one has gone before ↑ ↓
We are all born into changing worldS
at different points in time
and different situationS ↑ situation examples.
These situations (#cities) frequently become life-long mental prisons …
without awareness
Very, very, very frequently this ↑ is not seen before
an unpredictable, life-altering major change
or #discontinuity takes place.
This complex #reality ↑ is reflected in
the non-linear jumble of topics here ↑ ↓
To have a chance to deal with these realities ↑
a pre-thought work approach is needed: the calendarization
of informed horizons to work toward ↓
This work approach has to extend beyond a current job or employer
The calendarization includes
concept seeing & noting,
harvesting and action thinking — explored further down the page.
SEEING the non-linearity of time, the systems or
ecologies within which we are embedded and
the way-points you need to navigate during your
evolving horizons is very challenging … Attention
The Black Cylinder Experiment #bce
To know something … one must look at it
from sixteen different angles ↓
#89
Erector set
Part of this connection challenge can be visualized by
conducting a #page-search (page search) for
any of the following topics, words, word stems, or phrases
with or without a hashtag #
#page-search-list: ↓
word stem: lead → leader → leadership
people or #opeo = other people
hashtag overview
Concepts ::: Context ::: Attention flow (#adt)
organization (#org)
reality
theory
way forward
repeat
experience
performance of
responsibility for
"work approach"
"at best"
purpose
management or #mbr (management brainroad),
#think, think, thinking, brain, mind
sequence
important or #important
global, globalization, local, tribal
the future that has already happened
constructive, contribution, effective
budget or budgeting ::: #budget or #budgeting
word stem “develop” (with or without hashtags #)
#prepare preparation
word stem “appli”
#educat, education, educated
word stem “explor” for explore exploration
growth or #growth
analysis
market analysis
knowledge analysis
“rather than”
executive, #executive
central
lateral thinking
#visual or visualizing
word stem: integrat
#idea
#institution or institution
the other
more important
even if
what exists is getting old
results, outcome, #outcomes,
of the situation
#arrogance → arrogance
the word stem ‘success’
“success always obsoletes the very behavior that achieved it”
ideas, concepts
#possible, possible or #possibility
outside, ignore
#attention, #opportunity, #opportunities
#question or #questions, individual, never, nothing, "part of"
#expert, #perception, role, survive, impact, "of the situation"
expert, knowledge, information, skills, innovation, leader,
fundamental, #marketing,
#cities, city, cities,
#podcast,
#connect, #connect #connecting, #connections and the word stem "connect"
#meetings, #conversation, #communication
#FoundationsForFutureDirectedDecisions, #OrganizationEvolution,
#TimeLifeNavigation
#LifeTimeInvestmentSystem, #BrainroadsTowardTomorrows,
#LifeDesign, #CareerEvolution…
One way to digest the thought fragments on this page
is to visualize them along a timeline ↓
Life lines ↓
Alternative life directions
With every season of life
Perception provides the ingredients for thinking
“Just go out and make YOURSELF really #useful” Druckerism
#careerTimeView ↑ ↓
Tactics (success) by Edward de Bono
The concepts on the career time view illustration ↑ can be found by a #page-search
Buford said Drucker passed on
three questions everyone should ask themselves during
different seasons of life:
“Who am I, now?” “Where do I belong?”
“What’s my contribution now?”
What factors
need to be considered
in answering each of the
three questions? #mmit #CAF
The answers to these questions
have to be YOUR answers
“Who I want to be tomorrow” — Thomas Crown 2:23
The danger of too much planning ::: Return on luck
Opportunities
This site is not for you if you think tomorrow
is going to be an extrapolation of yesterday and
that some organization or politician is going to take care of you — despite
all the evidence to the contrary.
If you’re convinced that your daily work routines or
some organization change program is a safety net,
then this site is not for you.
If you naïvely believe that the
conversation and thinking that takes place behind closed doors (#wgobcd)
revolve around making your fantasies or passions come true,
then this site is not for you.
These ↑ notions essentially sabotage
the future of society and future generations.
If you accept that it’s your own responsibility
to work on your development and not depend
on any one company, maybe this site (rlaexp.com) can help you
#SEE your basic options or horizons continue
You can’t design your life around a temporary organization ↓
How could you calendarize the concepts ↑ ↓ on this page?
The secret office
larger version ↑ ::: Realities ::: The outer limit of your concern? ↑
We have no idea what’s coming next — other than it will be dramatically different — and
there is no way to know. There is no way to know what goes on behind closed doorS (#wgobcd) or
predict “Titanic type events” that sink rich and poor alike …
There are no permanent answers here or anywhere else ↓
The future is unpredictable and that implies it ain’t gonna be like today … And
with age and time we may become different people …
in different situations
… And yet we can only work on, with and toward the ideaS ↓ on our mental radarS ↑
at a point in time ↑ (see the images on this page) … connection
The lack of competing patterns ↓ — the perennial danger
He’s ↓ trying to decide on the next effective action
Each clue ↑ ↓ could be called a “#brain-address” and thought fragment
@Pew Research Center ::: @Project Syndicate ::: @TheEconomist ::: @FT ::: The Long Shadow of WW I
The blue hat+ is needed ↑
The return on luck ↑ ↓ requires action (calendarize this?)
Successful careers ↑ are not planned ↓
2 additional concepts that express the same ideas as the page title ↓
… o r mental tools for working & living through time ↑ It ain’t always convenient …
@Pew Research Center ::: @Project Syndicate ::: @TheEconomist ::: @FT ::: The Long Shadow of WW I
… o r Navigating unimagined horizonS ↓ and their opportunitieS
“The world ain’t what it seems … The moment
you think you’ve got it figured out you’re wrong.”
“To know something,
to really understand something important,
one must look at it from sixteen different angles.
People are perceptually slow,
and there is no shortcut to understanding;
it takes a great deal of time.” read more
“Perception is how we look at the world, what things we take into account, how we structure the world.” continue
” It now seems very likely that perception works as a “self-organizing information system” (see The Mechanism of Mind , Penguin, 1976, I Am Right You Are Wrong , Penguin, 1992).
Such systems allow the sequence in which information arrives to set up patterns.
Our thinking then remains trapped within these patterns.
So we need some ways of broadening perception and of changing perception (creativity).” #sda continue
The navigation challenge ↑: to grow,
to change, and to age — without
becoming a prisoner of the past
Circa 1960 … “Indeed anyone over forty lives in a different world
from that in which he came to manhood,
lives as if he had emigrated, fully grown,
to a new and strange country.” continue
The closed doors (#wgobcd) ↑ may not even be obvious — China’s One Belt, One Road: Will it
reshape global #trade? continue
Successful careerS ↓ are not planned continue
The organization graveyard
Unimagined futureS ↓ for many people
The Second Curve
Amazon → How the Mighty Fall — Stages: 1 Hubris Born of Success; 2 Undisciplined Pursuit of More; 3: Denial of Risk and Peril Stage; 4 Grasping for Salvation; 5 Capitulation to Irrelevance or Death. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do.
Many of these organizations ↑ were not initially resource strapped — at one time they may have had plenty of financial resources and they didn’t lack people with substantial reputations, high educational credentials (Nobel laureates, Ph.Ds, MBAs), high IQs, high performance ratings or long experience, facilities or the popular activities (“#marketing”, “innovation efforts” , “strategic planning”, “quality” efforts, employee and management “development”) Who Says Elephants Can’t Dance?
What changed their fortunes? What were their reactions? How mentally prepared were they?
Picture technology: larger view ↑
There can’t be reached from here — tomorrowS can’t be reached from yesterdayS
— at least not directly …
The concepts and patterns implied in the illustration above ↑ can be used
for testing the snake oil that floods through the Internet.
Of the 500 companies that started the Standard & Poor’s index,
85% failed to survive forty years –
less than the working life of the people in them –
and these figures pre-date the 2007/8 crisis.
Only one of the original 500 remains.
In Europe, the average life expectancy of a company
is currently around 12.5 years. continue
So when you lose your current source of income ↑
how many top of the food chain organizations (here and here)
will be clamoring to get you?
Why would they be interested in you?
What do you have that they want?
All one can do is strive to have a prepared mind ↓ that doesn’t extrapolate the past …
… and nobody is going to do it for you — quite the opposite!
This page is a top-of-the-food-chain exploration path
for collecting navigation building blocks below …
These building blocks are essentially thought fragments and “#brain-addresses”
… horizons to work toward and those to steer away from …
It is your job to connect these fragments in ways
that are genuinely #useful to you over the long-term …
Look ↓ → north, south, east, west and #note what you #SEE ↓ continue
(calendarize this ↑?)
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
Peter Drucker ::: The Über Mentor
A quick page scroll provides a preview of this page’s breadth … #sda
Navigating can only be undertaken
with what’s on each individual’s mental radar (explore ↓)
at a point ↓ in time ↓ → about time
Danger: yesterday’s mental patterns
“No two persons ever read the same book.” — Edmund Wilson
“Truth ↑ is a particular constellation of circumstances ↑ with a particular #outcome ↑” continue
“The actual results of action are not predictable ↓” continue
Areas of change ↑ = opportunity continue
Knowledge → ← research management and technologies outside one’s field of vision at a point in time are two examples of point-in-time dependance
Organization as a community (#cities) destabilizer at a point-in-time is another example
Windows of opportunity #woo
Connect, only connect
These examples of ↑ areas of change are dynamic rather than static. They produce continuing sets of new realities and new options ↓ …
Four forces are upending everything you thought you knew | McKinsey Global Institute
New Maps, New Media and a New Human Condition — Knowledge@Wharton
Summer’s Unhappy Returns by Project Syndicate — Project Syndicate
Why China’s Cities Will Drive Global #Growth by Chang Ka Mun and Jaana Remes — Project Syndicate #cities
The Economic Trend Is Our Friend — Project Syndicate
Experimental Capitalism by Haydn Shaughnessy (fortune favors the bold)
Google: disruptive
“Shipping: The struggle to stay afloat
Last month (August 2016) Hanjin Shipping, one of the world’s largest shipping-container firms, filed for bankruptcy protection.
Around the world, 66 of its ships, loaded with $14.5 billion of goods, were left stranded at sea.
Ports refused to let the vessels dock because the line had no money to pay unloading fees.
Companies that move their goods around by sea are worried that other container lines will soon follow, writes our online business editor” continue
What’s needed to make that navigation effective?
First of all, taking more responsibility for oneself and not depending on any one company continue
This implies that you can’t depend on any of society’s organizations, but all of them aren’t going to simultaneously vaporize — some will crystalize and die a slow death, some will transmute themselves, some will die a sudden death and there will be new ones that survive the startup process … continue
“Making a living is no longer enough,” wrote management guru Peter Drucker. “Work also has to make a life.” (calendarize this?)
If you want to keep good people, their work needs to provide them with meaning — a sense they are doing something important, that they are #fulfilling their destiny.
At the end of the day, these psychological needs are likely to be as important, and perhaps more important, than the salary you pay. source
Effective navigation requires choosing one’s horizons very wisely → experts speak :(
“Making a living is no longer enough,” …
“Work also has to make a life.”
Druckerism (calendarize this?)
“History’s great achievers — a Napoleon, a da Vinci, a Mozart have always managed themselves.
That, in large measure, is what makes them great achievers.
But they are rare exceptions, so unusual both in their talents and their accomplishments as to be considered outside the boundaries of ordinary human existence.
Now, most of us, even those of us with modest endowments, will have to learn to manage ourselves.
We will have to learn to develop ourselves.
Will have to place ourselves where we can make the greatest contribution. see about “time”
And we will have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do.” more on managing oneself
Do You Know Where You Belong?
Power is a #reality ::: How can the individual survive?
Caution: the knowledge areas (fiefdoms) contained within the education system do not control reality continue
Fortune favors the prepared mind ↓
@Pew Research Center ::: @Project Syndicate ::: @TheEconomist ::: @FT ::: The Long Shadow of WW I
Peter Drucker (a social ecologist) → he liberated me
Drucker: The Man Who Invented the Corporate Society
“I (Drucker) am not a ‘theoretician’ through my consulting practice I am in daily touch with the concrete opportunities and problems of a fairly large number of institutions, foremost among them businesses but also hospitals, government agencies and public-service institutions such as museums and universities.
And I am working with such institutions on several continents: North America, including Canada and Mexico; Latin America; Europe; Japan and South East Asia.” — PFD
The 500+ pages on rlaexp.com are attention directing tools ↑ for navigating a world moving toward unimagined future S.
It’s up to the reader — the explorer — to figure out what to harvest and calendarize ↓
Calendarization means working something out in time ( 1915, 1940, 1970 … 2040 … the outer limit of a person’s concern) — nobody is going to do it for them.
A foundation + you can’t build a life around a temporary organization
It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what has been rejected.
The reader’s future is between their ears and our future is between our collective ears — it can’t be otherwise.
The apparently unperceived constant reality ↓
We are surrounded by previously unimagined futureS ↑ ↓
We may also be embedded in previously unimagined futures
Nobody and I mean nobody, foresaw today’s world just
a few years ago and nobody
knows what tomorrowS will bring …
… except it won’t be like today
You can easily test this assertion ↑ by looking back in time …
Examples ↑ can be seen in the daily news #pdf …
X: @TheEconomist @FT @ProSyn @mckinsey
@whartonknows @pewresearch @GallupNews
So don’t get surprised by the next sudden #discontinuity
in your strategic situationS. examples
Try to maintain an informed ↑ proactive work approach ↓
It ain’t easy …
in fact, it is very, very difficult
The alternative ↑ to a proactive approach
is waiting to fail before
exploring new and different horizons ↓
And how and where will younger generations
gain exposure to a comparable thoughtscape ↓ ↑ —
the education system? NOT, at work? NOT, or from a narrow focus consultant? NOT
Will they be left behind in the shift to knowledge work? PCS
Will they inherit a world in stagnation and not #SEE ↓ what to do? PCS
“Vienna in 1909 was widely recognized as the intellectual hub of Europe, if not the world.
And Peter’s parents, Caroline and Adolph, a top trade official for the Austro-Hungarian Empire, traveled easily among the elites of the day.
Indeed, their home on Kaasgrabengasse, a quiet avenue in the Viennese neighborhood of Döbling, embodied the tradition of the European salon society.
#conversation Two or three times a week his parents hosted gatherings of state officials, doctors, scientists, musicians, and writers to discuss a remarkably wide range of topics.
Peter, who would become a true polymath, soaked in all of it.
¶ ¶ ¶
Among his parents contemporaries was Sigmund Freud, who became known as the “father of psychoanalysis.”
Peter was eight years old when he first met Freud and recalled what his father told him later that afternoon: “Remember, today you have just met the most important man in Austria and perhaps in Europe.”
Ironically, Peter would go on to be celebrated as the “father of modern management (#pdf),” a title that held little interest or fondness for him.” continue
Navigating requires finding “horizons” or “destinations”
and “way-points” to work toward ↓
… but how can this be done in a world moving toward
repeated unimagined futureS? more examples
It is impossible to work on “things” ↑
that aren’t on your mental radar ↓
↑ is an over-simplification — it should mention START ↓ to work
Those “things” ↑ don’t fit into one familiar, remotely-neat, integrated tool kit ↓
… but everything here ↑ ↓ is intertwined …
Reading is only the first step in navigating …
calendarization — working something out in time — is essential
Your mental radar ↓ needs to contain top-of-the-food-chain ideas
that don’t make you a prisoner of the past
Druckerisms are brain-addresses ↓
currently ↓ individually ↓ and collectively ↓ → Awareness
Site scope ↓
This site contains over 500 web pages ↑ and thousands of topics #sda ↑
“Fortune favors the prepared mind” continue
Once you #SEE something you can’t unsee it
#think
Just reading is not enough … #ams
Concepts have to be converted into daily action
Harvesting and action thinking are needed …
Managing oneself should be the action foundation
You can select and note areas of interest. You can employ what does this mean for me? (illustration) with the PMI, dense reading and dense listening plus thinking broad and thinking detailed with operacy to see where that takes you. The potential effectiveness of our thinking depends on our existing mental landscape → see experts speak. What’s the next effective action?
Concept acquisition → action conversion → click image ↓
When we are involved in doing something, it is very difficult
to look outside that involvement — even when our future depends on it.
Additionally, everything eventually outlives its usefulness continue
And now for the rest of the story
Being prepared for what comes next ↑
The Back of the Napkin: Solving Problems and Selling Ideas with Pictures
#ipb Coach ::: Pre-thought Playbook ::: Pre-thought Playsheet ::: mental scan sheet #iss
How many organizations implement the features found
in college and pro football: front office general
management, coaches, facilities, scouting, training
camps, practices, game video and analysis,
sideline/booth play calling …
This page and its links
contain thought fragments
that can be added to your
life evidence wall ↓, thoughtscape and timescape ↓
↑ Translated into an action system for building YOUR life #ams
A quick page scroll provides a preview of the breadth involved … #sda
As you are looking at the thought fragments on this page and site, don't memorize → instead calendarize. Use these though fragments as a tool to redirect your attention from your current routines to possible horizons and action constellations to work toward. Liberate yourself → Don’t be a prisoner of the past …
You can only work on, with, and toward ↑ the things on your mental radar at a point in time ↓. This means you need an individual work approach and approach to work. Briefly this entails: mental exploration ↑ ↓ selection and noting; time scheduling; reviewing; doing; expectation recording; feedback; and monitoring change … The ideas and realities of on, with, and toward ↑ need to be fully perceived — time and place dependence — for any of this to be individually #useful …
Just reading ↑ ↓ is not enough,
harvesting and action thinking are needed continue
Tom Peters ↑
#workbook #work-approach #hor3 #wlh #fastp #ams #mmit
YouTube: Francis Coppola's Notebook on 'The Godfather' #youtube
::: Book content #pfd (1) (2) #pdf to Scrivener (3) … to MarginNote ::: LiquidText
Just reading is not enough ::: What thinking is needed? :::
A brief celebration of Edward de Bono's ideas on thinking
Aim high (#impact) ↑ ↓ Parallel thinking
The Wisdom of Peter Drucker
“Life 2.0” life two point zero or life 2 point zero
Horizon evolution work ↓
If every stage ↑ results in organization resource increases
then the next stage can move more quickly, but
innovation in the existing organization requires special effort
↓ collected, effective thought fragments provide building blocks ↑ ↓ ::: project plan ↓
The Wisdom of Peter Drucker
“Life 2.0”
“Making a living is no longer enough,” …
“Work also has to make a life.”
Druckerism (calendarize this?)
Action system #ams #dtao
#z02
operacy
— the skills of doing
need to be learned
a way forward
Larger view ↑ What exists is getting old
↑ finding and selecting the pieces of the puzzle #fastp
Time spans
thought fragments about the future
Successful careerS are not planned continue
“Decision making is a time machine (#tspans)
that synchronizes into a single time — the present —
a great number of divergent time spans.
larger view ↓
We are learning this only now.
Our approach still tends toward making plans for something
we will decide to do in the future,
which may be entertaining but is futile.
We can make decisions only in the present,
and yet we cannot make decisions for the present alone;
the most expedient, most opportunistic decision — let alone
the decision not to decide at all —
may commit us for a long time,
if not permanently and irrevocably.” — Chapter 11, MRE by PFD
Search this page for the word “decision”
Kitchen utensils metaphor: Our kitchens typically contain utensils and devices that make possible or assist us in what we are attempting. Once a person #SEES the device or utensil’s function, they can use it when it’s appropriate — at the right time and in the right sequence. The same applies to thought fragments ↑ ↓. What happens when you add recipe books, websites, or tv shows to the cook’s arsenal?
Try a #page-search for the #SEE, #see, and the word stem “see”
Chess metaphor: Situation review → Consider alternative available moves → Make your move(s) → Evaluate new situation → Others respond → Repeat loop
Imagine this ↑ taking place in multiple parallel conceptual spaces
How can you connect the intersections between a concept or thought fragment and a point in time (needs doing)?
The memo they don't want you to see #wb
The “MEMO” ↓
#THEY don’t want
you to SEE
THEY ↑ are the dogmatic, simpleton, narrow ideologues
plus the political
and organization power structures …
THEY think and act as if tomorrowS
are going to be extrapolationS of yesterdayS — they
direct efforts toward problems rather than opportunities.
Consequently they are the enemies of prosperity and the future.
THEY don’t want you to be able to circumvent them.
THEY want you depending on them — it makes them feel “important.”
THEY “want” you to be a prisoner of yesterdayS — just like they are …
THEIR approach effectively sabotageS
themselves (if they get caught),
THEIR communitieS, THEIR colleagues and
the futureS of society …
Don’t be their victim … or a co-conspirator
what exists is getting old
Abandonment
“People in any organization are always attached to the obsolete — the things that should have worked but did not, the things that once were productive and no longer are.” ― more on abandonment (#wgobcd)
Organization efforts ::: Opportunities
WIP: This “subject” is a complex and evolving timescape → As you are exploring this page and its linked pages try to develop a mental model — a work approach and approach to work — that is effective for your realistic needs — which includes how you touch others and how will you remember and revisit what you’ve seen before the next crisis?
TomorrowS … you can’t get there directly from here ↓
… so you can’t get there by piling up more todayS — even
by making some adjustments.
The challenge is to “go where no one has gone before”
Time usage is the central navigation challenge … about time
Clue ↑: if you keep doing what worked in the past you’e going to fail — think about it …
Allocating your life is a related dimension …
Everything here concerns time investing and time investments …
↑ Freedom is the heaviest burden ↓
laid on man … about freedom
Information is not enough … thinking is needed
“If you know the road, life is easier. If you can see the road, life is easier. If you can discover new roads, life is richer. If you know you have a choice of roadS, life is richer.” … more wisdom #sda
To know and not do is to not yet know …
Having alternative mental landscapes is a very good !!! thing … essential competing patterns
Edward de Bono’s thoughtscape
Larger view of thinking principles ↓ Text version ↓ :::
Always be constructive ↓ What additional thinking is needed?
“One can … never be sure
what the knowledge worker thinks—and yet
THINKING !!! is her/his specific work;
it is his/her “doing.”” ↓
When does a person possess a broad enough mental landscape ↓
to effectively work on the challenges confronting them? #sda ↓ ↓ ↓
Dealing with risk and uncertainty ↑ ↓
↑ Assumptions rarely made explicit ↓
What executives should remember
Many businessman are always
establishing new beachheads. They never ask,
“Is there a beach to the beachhead?”
Amazon → How the Mighty Fall — Stages: 1 Hubris Born of Success; 2 Undisciplined Pursuit of More; 3: Denial of Risk and Peril Stage; 4 Grasping for Salvation; 5 Capitulation to Irrelevance or Death. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do.
Reality check ↑
People at each of these organizations ↑ ↓ think they are doing fine. They
act — mis-act — on this assumption …
Picture technology: larger view ↑
“Corporations once built to last like pyramids
are now more like tents.
Tomorrow they’re gone or in turmoil.”
HP 10+ years later
Only The Paranoid Survive
Sur/petition : Going beyond competition —
Creating Value Monopolies
When Everyone Else is Merely Competing
The Theory of the Business #pdf
There ↓ can’t be reached from here — tomorrowS can’t be reached from yesterdayS
— at least not directly …
Evolution of sound players ↓
From Inside-Out to Outside-In #worldview ↓ #mbr
“The failure to understand
the nature, function, and purpose
of business enterprise”
Chapter 9, Management Revised Edition
“The customer never buys ↑ what you think you sell.
And you don’t know it.
That’s why it’s so difficult to differentiate yourself.” Druckerism
“People in any organization are always attached to the obsolete —
the things that should have worked but did not,
the things that once were productive and no longer are.” Druckerism
Conditions for survival
Going outside Yellow hat ::: homework needed
Making the future — a chance for survival ↑
Successful careerS are not planned ↑ continue
The life span ↑ of successful companies has been shrinking steadily … victims of success
How to guarantee non-performance ↓ ::: What results should you expect?
No one can guarantee the performance of a public service program.
But we know how to ensure non-performance with absolute certainty.
Part I : Have a Lofty Objective ::: Try to Do Several Things at Once :::
Believe That "Fat is Beautiful" ::: Don't experiment, be dogmatic :::
Make sure that you will not learn from experience ::: Inability to Abandon :::
Part II : Avoiding These Six Deadly Sins
is the Prerequisite for Performance and Results → What Results
Should You Expect? — A Users' Guide to MBO :::
Part III : The Lack of Concern With Performance in Public Administration Theory
Have a lofty objective = To use such statements as “objectives” thus makes sure that no effective work will be done. For work is always specific, always mundane, always focused. Yet without work there is non-performance. To have a chance at performance, a program needs clear targets, the attainment of which can be measured, appraised, or at least judged.
McKinsey & Company (Global management consultants) on
the disappointing realities of change programs and learning / training
“We need a new concept of information and
a new understanding of learning and teaching.” — Peter Drucker
Chaotics: The Business of Managing and Marketing in the Age of Turbulence
What Matters Now: How to Win in a World of Relentless Change, Ferocious
Competition, and Unstoppable Innovation by Gary Hamel
When consultants and other advice givers ↑ do their thing,
there is a foundational assumption that the object of their focus can be tweaked
so as to last forever — disco, station wagons …
In other words they are trying to predict what is unpredictable.
Successful careerS are not planned ↓ continue
Five stages of decline ↓
… By now everybody at General Motors knows that these are the crucial problems.
And yet General Motors does not seem able to resolve them.
Instead General Motors has tried to sidestep them by the old — and always unsuccessful — attempt to “diversify.”
Acting on the oldest delusion of managements: “if you can’t run your own business buy one of which you know nothing,” General Motors has bought first Electronic Data Systems and then Hughes Aircraft.
Predictably this will not solve General Motors’s problems.
Only becoming again a truly effective automobile manufacturer can do that. — The Concept of the Corporation
The theory of the business et. al.
culture eats strategy?
The spirit of performance
Taking “careerS” responsibility in a world repeatedly moving toward unimagined futureS — continuing radical changes in the world of work ↑ ↓ and the world of employers ↑ (it’s all around you already) ↓
Stuck in a rut
larger version
This responsibility ↑ includes: (a foundation of awareness ::: the right kind of education ::: a valuable, mobile knowledge specialty (a knowledge specialty applicable to a specific application where they need you more than you need them) ::: self-knowledge ::: finding meaningful work that builds on your strengths and values ::: self-placement ::: contribution thinking and doing ::: self-development ::: evolving aspirations that aim high (#impact) ::: not depending on any one organization ::: becoming and remaining mobile (what do — or will — you have that others want? and why would they be interested in you?) ::: the second half of your life + ? → the main career evolution exploration path
For knowledge workers, How do I perform? may be an even more important question than What are my strengths?
“You must take integrating responsibility for putting yourself into the big picture.” #ir #lter ::: #dtao #operacy #trade Pluralism
Knowledge Work As A System — orthopedic surgeons knowledge as a system
Where do MBAs fit in a knowledge organization? continue
The most successful of the young entrepreneurs today are people who have spent five to eight years in a big organization … The ones without that background are the entrepreneurs who, no matter how great their success, are being pushed out continue
The Educated Person → html or #pdf
Young people not knowing how to connect their knowledge — Drucker on Asia
No matter how much money you’re making you may still be a passenger on a Titanic. Try to keep an eye on external conditions and maintain an realistic, effective escape strategy and plan. (calendarize this?)
Make a difference ↓
If you went to the mall or a major service provider and looked at the offerings → Which ones really make a difference? For whom? Under what circumstances?
Pretend that this thinking exercise ↑ was conducted at different points in time → What would you see?
Try to mentally arrange the elements ↑ above so they lead you …
larger view ↑
A structural view ↑ ↓
larger view ↑
The executive and the knowledge worker have only one tool — information
Quantification for most of the phenomena in a social ecology is misleading or at best useless continue
Don’t tell anyone they can be anything they want ↓
“Most human beings excel at one thing at most, and not very many excel even at one.
And very few people excel at more than one.
And I don’t think you’ll find anybody who excels at three.” — PFD
Apply this ↑ observation to
Managing Oneself and Post-capitalist executive
“It’s up to you to keep yourself engaged & productive
during a work life that may span some 50 years.” Druckerism
… But in our knowledge economy, says Drucker,
“if you haven’t
LEARNED HOW TO LEARN,
you’ll have a hard time. more
Knowing how to learn is partly curiosity.
But it’s also a discipline.”
He’s talking about learning for life — rather than schools, grading etc.
Is that learning to do what the life situation needs?
more
Warning: the corporate-ladder is a dying concept — think symphony orchestra and taking on one assignment after the other.
Managing the boss is an essential career skill.
Promotions don’t automatically confer new magical capability continue …
Leaders and leadership — beware of snake-oil sales pitches
… “And another thing, they know how to say no.
The pressure on leaders to do 984 different things is unbearable, so the effective ones learn how to say no and stick with it.
They don’t suffocate themselves as a result.
Too many leaders try to do a little bit of 25 things and get nothing done.
They are very popular because they always say yes.
But they get nothing done.” (calendarize this?)
In my job there isn't much challenge, not enough achievement, not enough responsibility; and there is no mission, there is only expediency …
Today, the great majority of Americans live in big #cities and their suburbs.
They have moved away from their moorings, but they still need a community.
And it is working as unpaid staff for a nonprofit institution that gives people a sense of community, gives purpose, gives direction ↓ #profit continue
Beware of good intentions ↑
¶ ¶ ¶
Successful people in Holland ↓
Successful careerS ↑ are not planned ↓
They develop when people
are prepared for opportunities
because they know
their strengths,
their method of work,
and their values ↓
thought fragments about the future
Being prepared for opportunities
See NYT Obits
«§§§»
This is who I am ::: The new job …
(Attention, dissect, harvest, calendarize these ↑?)
Life lines ↓
Alternative life directions
With every season of life
Perception provides the ingredients for thinking
“Just go out and make YOURSELF really #useful” Druckerism
#careerTimeView ↑ ↓
Tactics (success) by Edward de Bono
The concepts on the career time view illustration ↑ can be found by a #page-search
Buford said Drucker passed on
three questions everyone should ask themselves during
different seasons of life:
“Who am I, now?” “Where do I belong?”
“What’s my contribution now?”
What factors
need to be considered
in answering each of the
three questions? #mmit #CAF
The answers to these questions
have to be YOUR answers
“Who I want to be tomorrow” — Thomas Crown 2:23
The danger of too much planning ::: Return on luck
Opportunities
Traditional career paths are an endangered species and
all career paths will lead toward unimagined futureS — continued below
This ↑ takes place within the dynamics of a changing world
This thoughtscape ↑ ↓ is not about looking for or doing jobs.
It is about continuously looking for YOUR future liveS
and own person — a moving target.
Our natural mental foundation in life is that of a baby, a teenager,
a beginner, an imitator of numerous other ordinary people …
with no exposure toward top-of-the-food-chain vision and thinking.
The best time (remember time usage?)
to work on creating your futureS is when you don’t need to —
when there isn’t a serious cloud in the sky — like now.
Nobody is going to do it for you … Josh Abrams stages ++
What do you want to be remembered for?
First, one has to ask oneself what one wants to be remembered for.
Second, that should change.
It should change both with one’s own maturity
and with changes in the world.
Finally, one thing worth being remembered for
is the difference one makes in the lives of people.
“None of my books or ideas mean anything to me in the long run.
What are theories? Nothing.
The only thing that matters is how you touch people.
Have I given anyone insight?
That’s what I want to have done.
Insight lasts; theories don’t.
And even insight decays into small details,
which is how it should be.
A few details that have meaning in one’s life are important.”
A tribute to Peter Drucker by Rick Warren
What Got You Here Won't Get You There
Mojo: How to Get It, How to Keep It, How to Get It Back if You Lose It
Richard Hackborn: The Man Behind the Curtain in the Hewlett-Compaq Merger
From an overall viewpoint this thoughtscape ↑ ↓
is about the future of society …
If capable people just keep on doing
what they are currently doing
there will be stagnation or worse → road ahead PCS
The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lessons
Deciding ↑ where to jump next ↓ — there
are no guaranteed safe landing spots … and
that’s why you need to be mobile ↑
Why great companies fail #situation #wgcf ↑
Ice flows ↓
Nine groups larger view ↓
Money ↑ knows no fatherland ↑ Nor does information … An economic
landscape and timescape → content and structure of the economy
FULL UP: there is no vacuum, there are no gaps.
Time, space and resources are all committed continue
Knowledge system view ↑ ↓ (image only)
↓ #worldview ↑
#ptf #fah
The terms knowledge industries, knowledge work and knowledge worker
are nearly fifty years old. (#impact)
They were coined around 1960, simultaneously but independently —
the first by a Princeton economist, Fritz Machlup,
the second and third by this writer.
Now everyone uses them, but as yet hardly anyone
understands their implications
for human values and human behavior,
for managing people and making them productive,
for economics, and for politics.
What is already clear, however, is that the emerging knowledge society
and knowledge economy will be radically different
from the society and economy of the late twentieth century.
Chapter 4, Management, Revised Edition
This is far more than a social change. It is
a change in the human condition. continue
The Emerging Knowledge Society
… “For the major new insights in every one
of the specialized knowledges arise out of another,
separate specialty, out of another one of the knowledges.
Both economics and meteorology are being transformed
at present by the new mathematics of chaos theory.
Geology is being profoundly changed by the physics of matter;
archaeology, by the genetics of DNA typing;
history, by psychological, statistical, and technological analyses
and techniques.” Chapter 48, Management, Revised Edition
How Knowledges Work
The Employee Society
What Is an Employee?
The Social Sector
Knowledge Economy and Knowledge Polity
School and Education as Society’s Center
(not the present system)
The Competitive Knowledge Economy
How Can Government Function?
Conclusion: The Priority Tasks — The Need for
Social and Political Innovations
The twenty-first century will surely be one of continuing
social, economic, and political turmoil and challenge, at least in its early decades.
The Age of Social Transformations is not over yet.
And the challenges looming ahead may be more serious and more daunting still
than those posed by the social transformations that have already happened,
the social transformations of the twentieth century.
#lms
Knowledge exists only in application #pdf
Peter observed that we are now in another #critical moment :
the transition from the industrial to the knowledge-based economy …
We should expect radical changes in society
as well as in business.
“We haven’t seen all those changes yet,” he added.
Even the very products we buy will change drastically. …
He spent the better part of the next two hours defining and pulling this idea apart
(the application of knowledge to knowledge): the importance of
accessing, interpreting, connecting, and translating knowledge ” … more …
Political map and knowledge connections ↓
How Baby Boomers Broke America #pdf
A Princeton sociologist spent 8 years asking rural Americans why they're so pissed off #pdf
The 9.9 Percent Is the New American Aristocracy #pdf
#3koi 3 kinds of #intelligence #fastp and 9 action behaviors ↑ ↓ ← Niccolò Machiavelli ↑ ↓
Harvesting and implementing larger view ↑ ::: TEC-PISCO
Thought collector and harvested action items ↑
It is impossible to work on things that aren't on your mental radar ↑
The Wisdom of Peter Drucker
“Life 2.0”
“Making a living is no longer enough,” …
“Work also has to make a life.”
Druckerism (calendarize this?)
“#Concentration — that is, the courage to impose on time and events
[one’s] own decision as to what really matters and comes first — is
the executive’s only hope of becoming the master
of time and events instead of their whipping boy.” PFD
#z02
↑
operacy
— the skills of doing
need to be learned
finding and selecting the pieces of the puzzle #fastp
a way forward
Big picture connected to project work view ↑
What exists is getting old
dense reading and dense listening plus thinking broad and thinking detailed
Six Thinking Hats ↓ ::: Teach Yourself to Think ↓ #pdf ::: Why?
Thinking canvases are needed
Aim high ↑ ↓ Parallel thinking ::: “Begin with an end in mind — in sight”
Executive responsibilities: #decisions → that lead to real change
Operacy — the thinking that goes into doing
Water logic vs. rock logic
“The actual results of action are not predictable” continue
Project work larger view ↑
Constant vigilance is required to prevent oneself from being mentally blind to the changes taking place around them ↓ while they are busy ↑ encapsulated within their own mental involvements (calendarize this?)
In the real world → levels of work and impact can be perceived:
The invisible hand
Wisdom
The designing network
The shaping network
The doing networks
Professional football
College football
High school football
“Follow effective action with quiet reflection. (#impact) #mbr
From the quiet reflection will come even more effective action.” — Peter Drucker
#15 AWARENESS ↓ SEEING
JUDGEMENT → Attention-directing frameworks
It’s not just that the world has changed.
It is that the way the world ↓ functions ↓ has changed !
… but it is happening at different times and speed in different places
ExampleS → the manager and the moron ↑ ↓
Knowledge not economic ::: Information economics
Knowledge economy +++ ↑ or Far-east cities ↑
A Century of Social Transformation — Knowledge Economy and Knowledge Polity !!! ↑
The shift from manual workers …
“Every few hundred years in Western history there occurs a sharp transformation.
We cross what in an earlier book, I called a “divide.”
The New Realities —1989.
Within a few short decades, society rearranges itself —
its #worldview; its basic values; its social and political structure; its arts; its key institutions.
Fifty years later, there is a new world.
And the people born then cannot even imagine the world in which their grandparents lived and into which their own parents were born.
awareness ↑ ↓
sidebar ↓ (#connect #mmit #CAF)
… and at that time ↓, unimagined future S seemed unthinkable …
because tomorrow is always going to be like yesterday … right?
Downton Abbey
thought fragments about the future
Who would imagine the British Empire and social system ↑ unraveling? …
And then almost a century later the withdrawal from the EU (brexit)
Successful careerS are not planned continue
On June 28, 1914 Archduke Franz Ferdinand ↓ of Austria was assassinated.
This lead to WW I and the punitive treaty at its conclusion
which lead to Hitler and WW II, which lead to
the awakening of a sleeping giant (the U.S.), which lead to Japan’s ascendance
as a global economic power and
then to the rise of South Korea, Singapore, and the overseas Chinese …
Long Shadow
… and at that time ↓, unimagined future S seemed unthinkable …
… and at that time ↓, unimagined future S seemed unthinkable …
… and at that time ↓, unimagined future S seemed unthinkable …
Early TV or early television
Will this ↑ be the last unimagined change in the sequence portrayed above?
If not, when will unimagined change come to a halt?
Yahoo! — an organization odyssey
main brainroad continues ↓
We are currently living through just such a transformation.
It is creating the post-capitalist society,
which is the subject of this book.
... snip, snip...
A Century of Social Transformation —
Emergence of Knowledge Society
... snip, snip...
Our period, two hundred years later, is such a period of transformation.
This time it is not, however, confined to Western society and Western history.
Indeed, it is one of the fundamental changes that there no longer is a “Western” history or, in fact, a “Western” civilization.
There is only world history and world civilization — but both are “Westernized.” see images below
... snip, snip...
The Vanishing East
... snip, snip...
#worldview The one thing we can be sure of is that the world that will emerge from the present rearrangement of values, beliefs, social and economic structures, of political concepts and systems, indeed, of worldviews, will be different from anything anyone today imagines. (so a “work approach employing water logic” and “approach to work” is needed ↓)
The future always requires a rearrangement of previously existing “elements” — at various points in time
... snip, snip...
Making the future → a chance for survival
... snip, snip...
That the new society will be both a non-socialist and a post-capitalist society is practically certain.
Moving Beyond Capitalism?
And it is certain also that its primary resource will be knowledge.
… but not knowledge as it is presented in the education system #edu
… left behind in the shift to knowledge work
This also means that it will have to be a society of organizations.
… and Knowledge Workers hold THE crucial card in their mobility ↑
The Management Revolution
Certain it is that in politics we have already shifted from the four hundred years of the sovereign nation-state to a pluralism in which the nation-state will be one rather than the only unit of political integration.
It will be one component — though still a key component — in what I call the “post-capitalist polity,” a system in which transnational, regional, nation-state, and local, even tribal, structures compete and co-exist.”
“The more transnational the world becomes, the more tribal it will also be.
This undermines the very foundations of the nation-state.
In fact, it ceases to be a “nation-state,” and becomes a “state” plain and simple, an administrative rather than a political unit.
Internationalism, regionalism, and tribalism between them are rapidly creating a new polity, a new and complex political structure, without precedent”
... snip, snip...
#68
The economic challenge of the post-capitalist society will therefore be the productivity of knowledge work and the knowledge worker.
People can only get paid in accordance with their productivity
Knowledge: Its Economics and Its Productivity
Management Challenges for the 21st Century
The new-productivity challenge
... snip, snip...
Forty years ago, people doing knowledge work and service work formed still less than one third of the work force.
Today, such people account for three quarters if not four fifths of the work force in all developed countries — and their share is still going up.
Their productivity, rather than the productivity of the people who make and move things, is THE productivity of a developed economy.
It is abysmally low.
The productivity of people doing knowledge work and service work may actually be going down rather than going up.
... snip, snip...
To improve the productivity of knowledge workers will in fact require drastic changes in the structure of the organizations of post-capitalist society, and in the structure of society itself.
... snip, snip...
Unless we can learn how to increase the productivity of knowledge workers and service workers, and increase it fast, the developed countries will face economic stagnation and severe social tension.
... snip, snip...
… This means a radical change in structure for the organizations of tomorrow.
It means that the big business, the government agency, the large hospital, the large university will not necessarily be the one that employs a great many people.
Outsourcing (not offshoring)
“To get productivity, you have to outsource activities
that have their own senior management.
Believe me, the trend toward outsourcing
has very little to do with economizing
and a great deal to do with quality.” continue
It will be the one that has substantial revenues and substantial results — achieved in large part because it itself does only work that is focused on its mission; work that is directly related to its results; work that it recognizes, values, and rewards appropriately.
#horizons The rest it contracts out. ↓
↑ Theory of the business ::: What executives should remember
“Its organizations ↑ must be able to make fast decisions …”
Making the future → one ::: two ::: three
The Management Revolution
Outflanking the Nation-State
…
The nation-state is not going to wither away.
It may remain the most powerful political organ around for a long time to come, but it will no longer be the indispensable one.
Increasingly, it will share power with other organs, other institutions, other policy-makers.
What is to remain the domain of the nation-state?
…
These questions will be central political issues for decades to come.
In its specifics, the # outcome is quite unpredictable.
But the political order will look different from the political order of the last four centuries, in which the players differed in size, wealth, constitutional arrangements, and political creed, yet were uniform as nation-states — each sovereign within its territory and each defined by its territory.
We are moving — we have indeed already moved — into post-capitalist polity. continue
... snip, snip...
I am often asked whether I am an optimist or a pessimist.
For any survivor of this century to be an optimist
would be fatuous.
We surely are nowhere near the end
of the turbulences, the transformations, the sudden upsets,
which have made this century
one of the meanest, cruelest, bloodiest
in human history. continue
see ↑ Conflict and Power is a reality
The alternative to tyranny
... snip, snip...
Nothing “post” is permanent or even long-lived.
Ours is a transition period.
What the future society will look like,
let alone
whether it will indeed
be the “knowledge society”
some of us dare hope for,
depends on
how the developed countries RESPOND
to the challenges of THIS transition period,
the post-capitalist period —
their intellectual leaders,
their business leaders,
their political leaders,
but above all
each of us
in our own WORK and LIFE. Starting small fires
Yet surely this is a time
to make the future —
precisely because everything is in flux.
This is a time for action.
«§§§»
“The twenty-first century
will surely be one of
continuing
social, economic,
and political turmoil
and challenge,
at least in its early decades.
The Age of Social Transformations is not over yet.
And the challenges looming ahead
may be
more serious
and more daunting
still
than those posed by
the social transformations
that have already happened,
the social transformations
of the twentieth century” ↓
A Century of Social Transformation —
Emergence ↓ of Knowledge Society,
Society of Organizations, and
Network Society
Not so long ago the world ↑ looked like this ↓
… and at that time, unimagined future S seemed unthinkable …
pics?
Old photo: rural life
There is more to this story ↑
and there is “remanence” for a long time …
YouTube : #hotw The History of the World in Two Hours #youtube
— beginning with the industrial revolution (#impact)
The rise of man? 85 million years? 200,000 years and then BOOM around 1900
Netflix : Marco Polo
Netflix : Empire of the Tsars
Netflix frequently drops previous content. Try searching #YouTube.
The Lessons of History by Will & Ariel Durant
… Juxtaposing the great lives, ideas, and accomplishments with cycles of war and conquest, the Durants reveal the towering themes of history and give meaning to our own. #situation
Hesitations | History and the Earth | Biology and History | Race and History | Character and History | Morals and History | #Religion and History | Economics and History | Socialism and History | Government and History | History and War | #Growth and Decay | Is Progress Real? #surprises
“The Columbian Exchange was the widespread transfer of plants, animals, culture, human populations, technology, and ideas between the Americas and the Old World in the 15th and 16th centuries, related to European colonization and trade after Christopher Columbus's 1492 voyage.
Invasive species, including communicable diseases, were a byproduct of the Exchange.
The changes in agriculture significantly altered and changed global populations.
However, the most significant immediate impact of the Columbian Exchange was the cultural exchanges and the transfer of people between continents.
The new contact between the global population circulated a wide variety of crops and livestock, which supported increases in population in both hemispheres, although diseases initially caused precipitous declines in the numbers of indigenous peoples of the Americas.
Traders returned to Europe with maize, potatoes, and tomatoes, which became very important crops in Europe by the 18th century.
The term was first used in 1972 by American historian Alfred W. Crosby in his environmental history book The Columbian Exchange .
It was rapidly adopted by other historians and journalists and has become widely known.” continue
History of electric power transmission — the foundation for ↑
Landmarks of Tomorrow — a 1957 worldview
At some unmarked point during the last twenty years
we imperceptibly moved out of the Modern Age and
into a new, as yet nameless, era. #surprises
Post-Capitalist Society
Our view of the world changed; we acquired a new perception
and with it new capacities.
A time like this is not comfortable, secure, lazy.
It is a time when tides of history — over which he has no control — sweep over the individual.
It is a time of agony, of peril, of suffering—an ugly, hateful, cruel, brutish time at best.
It is a time of war, of mass slaughter, of depravity, of mockery of all laws of God or man.
It is a time in which no one can take for granted the world he lives in, the things he treasures, or the values and principles that seem to him so obvious. #surprises
Those of us who have been spared the horrors in which our age specializes, who have never suffered total war, slave-labor camp or police terror, not only owe thanks; we owe charity and compassion.
¶ ¶ ¶
But ours is also a time of new vision and greatness, of opportunity and challenge, to everyone in his daily life, as a person and as a citizen.
It is a time in which everyone is an understudy to the leading role in the drama of human destiny.
Everyone must be ready to take over alone and without notice, and show himself saint or hero, villain or coward. #surprises
On this stage the great roles are not written in the iambic pentameter or the Alexandrine of the heroic theater.
They are prosaic—played out in one’s daily life, in one’s work, in one’s citizenship, in one’s compassion or lack of it, in one’s courage to stick to an unpopular principle, and in one’s refusal to sanction man’s inhumanity to man in an age of cruelty and moral numbness.
¶ ¶ ¶
In a time of change and challenge, new vision and new danger, new frontiers and permanent crisis, suffering and achievement, in a time of overlap such as ours, the individual is both all-powerless and all-powerful.
He is powerless, however exalted his station, if he believes that he can impose his will, that he can command the tides of history.
He is all-powerful, no matter how lowly, if he knows himself to be responsible.
Starting small fires
How could you calendarize this ↑ ↓?
The Age of #Discontinuity :
Guidelines To Our Changing Society — 1968 #lter
… But these revolutions are largely the effects of shifts in the foundations
that precede them and make the revolutions inevitable
Systematic entrepreneurship
Purposeful Innovation (#impact)
Entrepreneurs innovate.
Innovation is the specific instrument of entrepreneurship.
It is the act that endows resources with a new capacity to create wealth.
Innovation, indeed, creates a resource.
There is no such thing as a “resource” until man finds a use for something in nature and thus endows it with economic value.
Until then, every plant is a weed and every mineral just another rock.
Not much more than a century ago, neither mineral oil seeping out of the ground nor bauxite, the ore of aluminum, were resources.
They were nuisances; both render the soil infertile.
The penicillin mold was a pest, not a resource. continue
But—and this defines entrepreneur and entrepreneurship—
the entrepreneur always
searches for change,
responds to it,
and exploits it as an opportunity.
«§§§»
Three Case Studies on #Innovation Strategy
The 6 Laws of Technology Everyone Should Know
Professor who summarized the impact of technology on society 30 years ago seems prescient now, in the age of smartphones and social media
Three decades ago, a historian wrote six laws to explain society’s unease with the power and pervasiveness of technology.
1. ‘Technology is neither good nor bad; nor is it neutral’
2. ‘Invention is the mother of necessity.’
Yes, that’s backward from the way you remember it.
3. ‘Technology comes in packages, big and small.
4. ‘Although technology might be a prime element in many public issues, nontechnical factors take precedence in technology-policy decisions.’
5. ‘All history is relevant, but the history of technology is the most relevant.’
6. ‘Technology is a very human activity.’
As Prof. Kranzberg presciently noted at the dawn of the internet age, “Many of our technology-related problems arise because of the unforeseen #consequences when apparently benign technologies are employed on a massive scale.”
#26 Financial survival
… “There are so many great families whose former grandeur survives only as an echo — in the names of museums, converted mansions, streets, and towns.
Their descendants don't have it anymore.
Taxes, inflation, expropriation, and changing times have pulled them down. #wgobcd
If they, armed with the cleverest advisers, bankers, and lawyers couldn't keep their money, can it be easy?
Survival is a competition. #wisdom #wgobcd
What you have, including your savings, others want, and will struggle to get.
The push to take it back from you is as relentless as that of the sea to overcome the dikes that contain it or the jungle to enfold a patch of cleared ground. #wgobcd
The whole order of nature pushes to reclaim its own. #wgobcd
Governments bow to that kind of pressure. #wgobcd
Pieces of paper are a weak defense.
How did Vladimir Putin become so rich? #wgobcd
Only through deep understanding and superior tactics can the investor hope to preserve even part of what he has saved, and the job gets harder every year.
In many countries it is virtually impossible, and almost everybody eventually becomes a ward of the state, whose pretensions thus become irresistible.
The barons being impoverished, King John is supreme.” continue and Warren Buffett
A basic challenge confronting all of us is that we get older and older and more and more set in our ways and thoughts in a world that is going to become less and less recognizable — a world that bears less and less resemblance to the world S of 1910, 1920, 1930, 1940, 1950, 1960, 1970, 1980, 1990, 2000, 2010, 2020, 2030, 2040...
BTY there are surely movies or TV shows that focus on the major events and situations of each of these ↑ time periods.
Beyond the above there are changing strategic situations that cause individuals a great deal of difficulty, damage and pain: things not working out the way we assumed, wars, epidemics, rampant inflation, government incompetence and cruelty, terror attacks, community and industry meltdowns, conspiracies, job and career loss, crime, not getting or digesting the memo, boredom …
People that have no real connection to you may seek repeated revenge on you for actions by other people that have no real connection to you — The Savage Peace
What else can you imagine?
There’s no way to know what goes on behind closed doors that is going to have an impact on you … prepare yourself … #wgobcd
The Square and the Tower:
Networks and Power, from the Freemasons to Facebook at Amazon #wgobcd
Economists, Politicians, Hitler, Churchill, Stalin …
Post-capitalist executive ↑
Strategic situations can change so slowly
that the motion
may be practically invisible or undetectable
and yet they can
change so fast
that it’s almost impossible to keep up.
“Few people in America during the Depression years believed in “recovery,” certainly not after 1937 when the slight economic improvement that had followed Roosevelt’s reelection spending proved a short-lived mirage.” continue
What could you do if your prime source of income immediately came to an end? continue
End of loyalty ::: IBM corrects seniority mix
Why great companies fail #second-curve
Amazon → How the Mighty Fall —
Stages: 1 Hubris Born of Success; 2 Undisciplined Pursuit of More;
3: Denial of Risk and Peril Stage; 4 Grasping for Salvation;
5 Capitulation to Irrelevance or Death.
Every institution, no matter how great,
is vulnerable to decline.
There is no law of nature
that the most powerful
will inevitably remain at the top.
Anyone can fall and most eventually do.
Picture technology: larger view ↑
“Corporations once built to last like pyramids
are now more like tents.
Tomorrow they’re gone or in turmoil.”
TomorrowS ↓ can’t be reached from what exits — at least not directly …
What Executives Should Remember ::: html ::: AMZ
In 9 Out Of 10 Cities, Middle-Income Families Are Slipping Away
Why America’s Richest #Cities Are Pulling Away From All the Others
(What are the implications for them and the rest?)
#YouTube : 1000 years of European borders change ↓ —
wars, migration, killing, stealing, enslavement, rape, revenge
and the roots of terrorism and other bad stuff.
The wounds still fester … and yet.
List of wars by death toll
What thinking can be observed ↑ ↓?
on the part of individuals and social groups?
#worldview
What goes on behind closed doors? #wgobcd ↓ ↑
Political maneuvering #pman
Search #YouTube : Long Shadow — Each episode explores an enduring legacy
of the First World War through the century that followed,
tracing the impact on attitudes to war and peace,
on politics and on nationalism. Liberal democracy #situation
The Troubles
Detective Sean Duffy Books: The Cold, Cold Ground; 
I Hear the Sirens in the Street;   In the Morning I'll Be Gone;
Gun Street Girl;  Rain Dogs;
Police at the Station and They Don't Look Friendly
#YouTube : Armistice by David Reynolds
The Bomber Mafia by Malcolm Gladwell
#wgobcd #Google : “Hitler’s Circle of Evil”
#wgobcd Netflix : Apocalypse: The Second World War
#wgobcd #YouTube : World War Two: 1941 and the Man of Steel → Stalin the terrorist
What could be added to a person’s pre-thought work-approach
that would adequately deal with
the challenges presented by
the behavior of
Erich Friedrich Wilhelm Ludendorff or Stalin’?
Liberal democracy
Hideki Tojo — a Japanese politician and general of the
Imperial Japanese Army (IJA) who served as Prime Minister of
Japan and President of the Imperial Rule Assistance
Association for the majority of World War II. During his
years in power, he also oversaw the perpetration of numerous
war crimes including the systematic massacre and starvation
of civilians and prisoners of war. continue
Google : Putin's hidden treasure
Google : Putin "the food that never came"
Google image search : Putin money laundering flowchart
Money trail involving global banks ↓ ::: Larger view ↓
Money laundering ↑ more
Crimetown is a serial documentary #podcast hosted by Marc
Smerling and Zac Stuart-Pontier and produced by Gimlet Media
which looks at how organized crime has shaped particular
American cities.
Project Nazi: The Blueprints for Evil: The Industry of War
Operation Otto Preliminary Plan for Operation Barbarossa ↓ #wgobcd
See the immediate human impact along the initial thrust lines and
the broader subsequent impacts created by
the reactions to the immediate impacts. This is a common change theme …
Einsatzgruppen
larger view ↑
Netflix : Winston Churchill: Walking with Destiny
The Prime Minister and the Prof — How does friendship
influence political power? The story of Winston Churchill’s close friend
and confidant — an eccentric scientist named
Frederick Lindemann — whose
connection to Churchill
altered the course of British policy in World War II.
And not in a good way. Revisionist History ::: #wgobcd
Netflix : Hitler and the Nazis
Netflix : Tokyo Trial
Netflix : Hiroshima: BBC History of World War II
Netflix : World War II in Colour
Netflix : World War Two: 1942 and Hitler's Soft Underbelly
Netflix : Auschwitz: The nazis and the final solution
Netflix : World War II: Final Days
Europe’s Last Chance
Netflix : World War II Spy School (an evolutionary tale)
Netflix : Ian Fleming — The Man Who be Bond (an evolutionary tale)
Tinker Tailor Soldier Spy
The Constant Gardener
The Good Shepherd (an evolutionary tale on multiple fronts)
Netflix : Navy SEALs: Their Untold Story (an evolutionary tale)
Out of Africa
The Thomas Crown Affair (1968)
Netflix : The Honorable Woman (a tale of deception, sabotage, and conspiracies)
The End of Economic Man: The Origins of Totalitarianism ↑
Schindler’s List ↑
Netflix : Afghanistan: The Great Game
tells the story of foreign intervention by
Britain, Russia, and the United States in Afghanistan
from the 19th century to the present day.
Slow learners
The Vietnam War :( — a heart-breaking American television documentary.
Total political and military incompetence + stupidity. (#wgobcd)
Written by Geoffrey C. Ward and
directed by Ken Burns and Lynn Novick
Amazon
Saigon, 1965 — In the early 1960s, the Pentagon
set up a top-secret research project in an old villa
in downtown Saigon. The task? To interview
captured North Vietnamese soldiers and guerrillas
in order to measure their morale:
Was the relentless U.S. bombing
pushing them to the brink of capitulation? Revisionist History
The Unabomber Trial: The Manifesto
The Accountant of Auschwitz
The Nazis among us
Extreme survival skills and tools : Taken , Jack Reacher , The Racheteer ,
Jason Bourne, The Talented Mr. Ripley +++
Run, Hide, Fight
#YouTube : Evolution of Europe and European borders starting point ↓
#wgobcd The Prince ↑
by Niccolò Machiavelli — Kindle version available
#25 Vietnam ::: History of France in Indochina ::: … The Vanishing East
“It is the Veteran”
It is the Veteran, not the preacher, who has given us freedom of #religion.
It is the Veteran, not the reporter, who has given us freedom of the press.
It is the Veteran, not the poet, who has given us freedom of speech.
It is the Veteran, not the campus organizer, who has given us freedom to assemble.
It is the Veteran, not the lawyer, who has given us the right to a fair trial.
It is the Veteran, not the politician, who has given us the right to vote.
It is the Veteran, who salutes the Flag,
It is the Veteran, who serves under the Flag,
To be buried by the flag,
So the protester can burn the flag.
Author: Anonymous
The walking wounded
by Colonel Gary Thomas
In the #cities you see them everywhere,
the walking wounded;
watching everything with a thousand yard stare.
People used to ask, “Why did you give that bum money?”
“He isn’t a bum;
he just lost himself in the war.”
One died, just the other day, among his possessions they found a purple heart and a silver star;
two of his country’s highest awards is what they are.
He was one of our heroes and yet;
he dies on the streets, just another homeless vet!
People say I’m one of the lucky ones, that I’ll forget in time, it’s been thirty years.
So why do I still wake up at 3:00 a.m. in a cold sweat and feel the need to talk;
or maybe just go for a walk?
Thirty years and I still have the dreams, I see the blood, and I hear the screams.
I’m one of the lucky ones, I came back, I just had to adjust.
My friends go hunting and invite me to go,
I say, “Thanks, but no.”
I know what that would do,
it’s something I just can’t go through.
The rustle of leaves, snap of a twig, sound of gunfire and smell of powder in the air, suddenly, I’m in another time, another day;
in a jungle, half a world away.
My wife used to say, “Thank God, you’re normal.”
I have a lot to be thankful for,
my back to the wall;
watching the door.
Then slowly look around,
aware of every movement,
every sound,
noting the escape routes as I sit down.
Only fairy tales end with: “They lived happily ever after”
Zero Days
a documentary thriller about warfare in a world without rules —
the world of cyberwar. The film tells the story of Stuxnet … The
cyber ability to cause physical damage …
Freakonomics — The hidden side of everything
The alternative to tyranny
The Unfashionable Kierkegaard
“ Planning is frequently misunderstood as making future decisions,
but decisions exist only in the present.”
#17 #wv1 #Worldview(s)
JUDGEMENT → Attention-directing frameworks
Homeland Showtime ::: #evidence-wall ↓
#worldview1 “Individuals hold worldviews, beliefs about the purpose of existence, who they must ultimately answer to, and what they are responsible for …” Water Logic ::: continue
“But a worldview is, above all, an experience”
Management and the World’s Work (#pdf here) — 1850 … ↑ ↓
In less than 150 years, (circa 1988) management has transformed the social and economic fabric
of the world’s developed countries. It has created a global economy
and set new rules for countries that would participate in that economy as equals. ↓
The Management Revolution
Thinking broad and thinking detailed ↑ ↓
#23 #data
Why Peter Drucker Distrusted #Facts
(HBR blog) and #pdf
#Opinions come first ::: Prepared to see ::: fact-based decisions?
… “They will simply do
what everyone
is far too prone to do anyhow:
look for the facts’
that fit the conclusion
they have already reached.
And no one has ever failed
to find the facts he is looking for.
The good statistician knows this
and distrusts all figures—
he either knows the fellow
who found them
or he does not know him;
in either case
he is suspicious.” continue
The inherent weaknesses in all possible #information systems
#loq Limits of Quantification
The unique event that changes the universe is an event “at the margin.”
By the time it becomes statistically significant, it is no longer “future”;
it is, indeed, no longer even “present.”
It is already “past.”
Making the future → a chance for survival
True Detective #evidence-wall ↓
#ewall #fastp ↓
Attention-directing tools and
the patterning system of the human brain ↑ continue
#ks “Kara Swisher investigates power: who has it, who’s been denied it, and who dares to defy it.”
… A good many organizations and their managements do not even make their present organizations effective — and yet the organizations somehow survive for a while. #mbr #taa
The big business, in particular, seems to be able to coast a long time on the courage, work, and vision of earlier managers.
#wgcf
Amazon → How the Mighty Fall — Stages: 1 Hubris Born of Success; 2 Undisciplined Pursuit of More; 3: Denial of Risk and Peril Stage; 4 Grasping for Salvation; 5 Capitulation to Irrelevance or Death. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do.
But tomorrow always arrives. #apta
It is always different.
And then even the mightiest company is in trouble if it has not worked on the future.
It will have lost distinction and leadership — all that will remain is big-company overhead.
It will neither control nor understand what is happening.
Not having dared to take the risk of making the new happen, it perforce took the much greater risk of being surprised by what did happen.
No Surprises
And this is a risk that even the largest and richest organization cannot afford and that even the smallest one need not run.
continue
what exists is getting old
#56 #realities The inherent weaknesses in all possible information systems #apta
The information system can be #data #information
as well designed as possible
as complete as possible
as much in “real time” as possible.
Yet
It only answers #questions which top management has already asked.
It can only report what had already had impact — that is what is already yesterday.
For one can only codify the past.
Every report is codification.
The new developments that really matter#org
Are always by definition outside any possible reporting system.
By the time they show up in the figures, it is very late — and may well be too late.
#82 #hor1 #wlh Unless one understands what is truly relevant.
Unless one has the ability to hold the actual reality against one’s expectations.
One will be overtaken by events.
One will become aware of problems only when they become “trouble.”
One will see opportunities only when they have already been missed.
Man's mind
Hash tags (#) 53, 54, 55 56 and 57 form a thought space
Management: Tasks, Responsibilities, Practices
Facts or #Opinions?
A decision is a judgment.
It is a choice between alternatives.
It is rarely a choice between right and wrong.
It is at best a choice between "almost right" and "probably wrong"-but much more often a choice between two courses of action neither of which is provably more nearly right than the other.
Most books on decision-making tell the reader: "First find the facts."
But managers who make effective decisions know that one does not start with facts.
One starts with opinions.
These are, of course, nothing but untested hypotheses and, as such, worthless unless tested against reality.
To determine what is a fact requires first a decision on the criteria of relevance,
especially on the appropriate measurement.
This is the hinge of the effective decision, and usually its most controversial aspect.
But also, the effective decision does not, as so many texts on decision-making proclaim, flow from a "consensus on the facts."
The understanding that underlies the right decision grows out of the clash and conflict of divergent opinions and out of the serious consideration of competing alternatives.
To get the facts first is impossible.
There are no facts unless one has a criterion of relevance.
Events by themselves are not facts.
Only by starting out with opinions can the decision-maker find out what the decision is all about.
People do, of course, differ in the answers they give.
But most differences of opinion reflect an underlying-and usually hidden -difference as to what the decision is actually about.
They reflect a difference regarding the question that has to be answered.
Thus to identify the alternative questions is the first step in making effective decisions.
Conversely, there are few things as futile — and as damaging — as the right answer to the wrong question.
The effective decision-maker also knows that he starts out with opinions anyhow.
The only choice he has is between using opinions as a productive factor in the decision-making process and deceiving himself into false objectivity.
People do not start out with the search for facts.
They start out with an opinion.
There is nothing wrong with this.
People experienced in an area should be expected to have an opinion.
Not to have an opinion after having been exposed to an area for a good long time would argue an unobservant eye and a sluggish mind.
People inevitably start out with an opinion; to ask them to search for the facts first is even undesirable.
They will simply do what everyone is far too prone to do anyhow: look for the facts that fit the conclusion they have already reached.
And no one has ever failed to find the facts he is looking for.
The good statistician knows this and distrusts all figures-he either knows the fellow who found them or he does not know him; in either case he is suspicious.
The only rigorous method, the only one that enables us to test an opinion against reality, is based on the clear recognition that opinions come first and that is the way it should be.
Then no one can fail to see that we start out with untested hypotheses-in decision-making, as in science, the only starting point.
We know what to do with hypotheses.
One does not argue them; one tests them.
One finds out which hypotheses are tenable, and therefore worthy of serious consideration, and which are eliminated by the first test against observable experience.
The effective decision-maker therefore encourages opinions.
But he insists that the people who voice them also think through what it is that the
"Experiment" — that is, the testing of the opinion against reality — would have to show.
The effective executive, therefore, asks, "What do we have to know to test the validity of this hypothesis?"
"What would the facts have to be to make this opinion tenable?"
And he makes it a habit — in himself and in the people with whom he works — to think through and spell out what needs to be looked at, studied, and tested.
He insists that people who voice an opinion also take responsibility for defining what factual findings can be expected and should be looked for.
Perhaps the crucial question here is "What is the measurement appropriate to the matter under discussion and to the decision to be reached?"
Whenever one analyzes the way a truly effective, a truly right, decision has been reached, one finds that a great deal of work and thought went into finding the appropriate measurement.
But precisely because there are so many different areas of importance,
the day-by-day method of management
is inadequate
even in the smallest and simplest business. #mbr
Because deterioration is what happens normally — that is,
unless somebody counteracts it — there is need for
a systematic and purposeful program.
There is need to reduce the almost limitless possible tasks
to a manageable number.
There is need to concentrate scarce resources
on the greatest opportunities and results.
There is need to do the few right things
and do them with excellence.
Managing for Results connect by Peter Drucker
… more on organization efforts
#hor3 #freedom
Who was Peter Drucker? ↑ ↓
Larger view ↑
Freedom is not fun. (#lchp #impact #worldview)
It is not the same as individual happiness, nor is it security or peace or progress.
It is a responsible choice.
Freedom is not so much a right as a duty.
Real freedom is not freedom from something; that would be license. #mmit
It is freedom to choose between doing or not doing something, to act one way or another, to hold one #belief or the opposite.
It is not “fun” but the heaviest burden laid on man :
to decide his own individual conduct
as well as the conduct of society
and to be responsible for
both decisions. #consequences #fastp #dwrau ↓
Landmaks of Tomorrow: Living in an age of overlap
Citizenship through the social sector
#hor3
YouTube: The History of the World in Two Hours
— beginning with the industrial revolution ↑ ↓
Power has to be used
Robert Caro's work on Power #ad
“It is a reality.
If the decent and idealistic toss power in the gutter, the guttersnipes pick it up.
If the able and educated refuse to exercise power responsibly, irresponsible and incompetent people take over the seats of the mighty and the levers of power.
#Google : “Hitler’s Circle of Evil” ↑ ↓
Power not being used for social purposes passes to people who use it for their own ends.
At best it is taken over by the careerists who are led by their own timidity into becoming arbitrary, autocratic, and bureaucratic.” — PFD
#horizons Naming people behavior #seek
Why bother?
The antidote and the alternative to tyranny #mbr
totalitarianism
From Progress to Innovation #pdf
Ludecy
#hor3
A revolution in every generation is not the answer … #mbr
“Yet “revolutions,” as we have learned since Jefferson’s days, are not the remedy.
They cannot be predicted, directed, or controlled.
They bring to power the wrong people.
Worst of all, their results — predictably — are the exact opposite of their promises.
… totalitarianism …
Silvio Berlusconi and Donald Trump
Indeed, we now know that “revolution” is a delusion, the pervasive delusion of the nineteenth century, but today perhaps the most discredited of its myths.
We now know that “revolution” is not achievement and the new dawn.
It results from senile decay, from the bankruptcy of ideas and institutions, from failure of self-renewal.
And yet we also know that theories, values, and all the artifacts of human minds and human hands do age and rigidify, becoming obsolete, becoming “afflictions.”
What exists is getting old
… But these revolutions
are largely the effects of shifts
in the foundations that precede them
and make the revolutions inevitable The Age of Discontinuity
Post-Capitalist Society
Innovation and entrepreneurship are thus needed in society as much as in the economy, in public-service institutions as much as in businesses.
It is precisely ↓
because innovation and entrepreneurship are not “root and branch” but “one step at a time,” a product here, a policy there, a public service yonder;
because they are not planned but focused on this opportunity and that need;
because they are tentative and will disappear if they do not produce the expected and needed results;
because, in other words, they are pragmatic rather than dogmatic and modest rather than grandiose — that they promise to keep any society, economy, industry, public service, or business flexible and self-renewing.
They achieve what Jefferson hoped to achieve through revolution in every generation, and they do so without bloodshed, civil war, or concentration camps, without economic catastrophe, but with purpose, with direction, and under control.
Conditions for survival
What we NEED is an entrepreneurial society in which innovation and entrepreneurship are normal, steady, and continuous.
…
Just as management has become the specific organ of all contemporary institutions, and the integrating organ of our society of organizations, so innovation and entrepreneurship have to become an integral life-sustaining activity in our organizations, our economy, our society.
This requires of #executives in all institutions that they make innovation and entrepreneurship a normal, ongoing, everyday activity, a practice in their own work and in that of their organization.” continue
#uf #hor2 #hor3 #wlh2
Management Challenges for the 21st Century and Managing in the Next Society
#horizons ↓
Intelligence, Information and Thinking
Moving Beyond Capitalism?
The economic challenge of the post-capitalist society
We face long years of profound change
… The first task of management …
Citizenship through the social sector
Handbook for the Positive Revolution
“Man becomes the instrument of evil when, like the Hensches, he thinks to harness evil to his ambition; and he becomes the instrument of evil when, like the Schaeffers, he joins with evil to prevent worse.
I have often wondered which of these two did, in the end, more harm — the Monster or the Lamb; and which is worse, Hensch’s sin of the lust for power or Schaeffer’s hubris and sin of pride?
But maybe the greatest sin is neither of these two ancient ones; the greatest sin may be the new twentieth-century sin of indifference, the sin of the distinguished biochemist who neither kills nor lies but refuses to bear witness when, in the words of the old gospel hymn, “They crucify my Lord.”” — Adventures of a Bystander
“Beware the man on the white horse promising to fix things” continue
Hitler’s PR (#wgobcd)
#evidence-wall ↓
The Original Donald Trump (#wgobcd)
Roy Cohn: Joe McCarthy’s henchman and Donald Trump’s mentor
Senator Joseph McCarthy and Roy Cohn ↓
Roy Cohn and Donald Trump ↓
Trump and Putin
The Great War laid waste to the economic and political foundations of Europe, but did not establish a new international order, thus setting the stage for the disasters of the 1930s and 1940s. As the world approaches another period of vast economic and political change, the lessons of the interwar interregnum are more relevant than ever. The Great Crack-Up, Then and Now
Ten Weimar Lessons
… “The Age of Social Transformations is not over yet.
And the challenges
looming ahead may be more serious and more daunting still
than those posed by the social transformations that have already happened,
the social transformations of the twentieth century” continue
“You can’t have a #healthy organization
in a sick society” — Druckerism
“Man in his social and political existence must have a functioning society just as he must have air to breathe in his biological existence. #pdf
However, the fact that man has to have a society does not necessarily mean that he has it.
Nobody calls the mass of unorganized, panicky, stampeding humanity in a shipwreck a “society.”
There is no society, though there are human beings in a group.
Actually, the panic is directly due to the breakdown of a society; and the only way to overcome it is by restoring a society with social values, social discipline, social power, and social relationships.
Social life cannot function without a society; but it is conceivable that it does not function at all.
The evidence of the last twenty-five years of Western civilization hardly entitles us to say that our social life functioned so well as to make out a prima-facie case for the existence of a functioning society (#pdf).” — The Daily Drucker
Drucker: The Man Who Invented the Corporate Society ↓
Homeland Security ↓
“For the individual there is no society unless he has social status and function.”
The individual must know where he stands in the order and be able to feel with good reason that he fills a role in making that society work.
The rulers must be legitimate rulers, representative of those whom they rule and responsive to their needs.
Evil + mentally ignorant and lazy #MoscowMitch #TrumpLies ↓
Wonder where Trump got the idea for rallies?
The individual who lacks status and function is not only unhappy; HE IS DANGEROUS.
Lacking a fixed (though not immutable) place in the order of things, he is a destructive wanderer through the cosmos.
Feeling no responsibility to a society in which he has no place, he sets little value on life.
He will DESTROY and KILL because he has NO REASON not to destroy and kill.
Here we see prefigured the current, awful realities of the rootless destroyers — the Symbionese Liberation Army, the Weather Underground, the Palestinian Liberation Organization.
“Status-seeking,” Drucker was saying, is not an egocentric foible.
It is a part of the human condition.
When human beings seek status and do not find it, THE WORLD IS IN TROUBLE.
jumping forward
He anticipates the debate that was to grow over the question of “relativism versus eternal verities.”
He scorns both extremes — but he is a lot tougher on the relativists.
He dismisses the “masses” and derides the kind of thinking that glorifies the faceless crowd.
The masses are not glorious; they are “a product of SOCIAL DECOMPOSITION and a RANK POISON.”
Cold? Remote? Cynically snobbish?
Maybe; but Drucker’s aim is to take people out of the mass and MAKE THEM FUNCTIONING INDIVIDUALS in a FUNCTIONING SOCIETY.” #pdf ← Make everybody a contributor — The knowledge based organization → from command to information to the responsibility-based organization (#responsibility ▪ word stem #contribut) continue
The political scene is infested with deniers accumulating wealth at the expense of society. They deny climate change, the holocaust, Russian actions …
If Socialism is defined, as Marx defined it, as ownership of the means of production by the employees, then the United States has become the most “socialist” country around — while still remaining the most “capitalist” one as well. continue
…“I was lost long before the (Berlin) wall fell.
I was once destined to become a man much like yourself — true hearted, determined, full of purpose — but character is easier kept than recovered.
We cannot control the things that life does to us.
They are done before we know it, and once they are done they make you do other things until at last everything comes between you and the man you wanted to be.
... snip, snip...
Sometimes a man can meet his destiny on the road he took to avoid it.
... snip, snip...
… The system guarantees IBBC’s (Deutsche Bank) safety because everyone is involved …
… Hezbollah, the CIA, the Colombian drug traffickers, Russian organized crime, governments of China, Iran, U.S., every multinational corporation, everyone.
They all need banks like IBBC so they can operate within the black and grey latitudes.
This is why your investigative efforts have been ignored or undermined”
... snip, snip...
“Sometimes the hardest thing in life is to know which bridge to cross and which to burn”
audioplayback
The International
Is this ↑ something that would be beneficial to calendarize?
May’s Day
“No one should underestimate [Theresa] May.
Like German Chancellor Angela Merkel, who has proved her mettle in successive crises, May has all the tools she needs to get things done.
She is clever and tough, with little patience for nonsense.
She has a strong sense of public service, and an equally strong set of values.
She carries little ideological baggage, and is adept at staying in control, operating within self-imposed boundaries that keep her on familiar terrain.
May wins most of the battles she fights, and shows little mercy to those who have used underhanded tactics against her.
Yet she has few known enemies within her party and is popular with its rank and file.
It is a robust combination – one that she will need to use fully as she attempts to lead Britain out of the EU.”
Flash forward
“The actual results of (current) action are not predictable” continue
Is this ↑ something that would be beneficial to calendarize?
#13a #wlh ( 13b below)
How can the individual survive?
PDF
“The society of organizations demands of the individual
decisions regarding himself.
At first sight, the decision may appear only to concern career and livelihood.
“What shall I do?”
is the form in which the question is usually asked.
But actually it reflects a demand that the individual
take responsibility for
society and its institutions.
“What cause do I want to serve?” is implied.
Josh Abrams → allocating one’s life
And underlying this question is the demand the individual
take responsibility for himself.
“What shall I do with myself?”
rather than “'What shall I do?”
is really being asked of the young
by the multitude of choices around them.
The society of organizations forces the individual to ask of himself:
“Who am I?”
“What do I want to be?”
“What do I want to put into life
and what do I want to get out of it?” in context
Managing Oneself — a revolution in human affairs
Warning: the corporate-ladder is a dying concept — think symphony orchestra and taking on one assignment after the other.
“Making a living is no longer enough,” …
“Work also has to make a life.”
Druckerism (calendarize this?)
Richard Branson
Entrepreneurship is “risky” mainly because
so few of the so-called entrepreneurs
know what they are doing continue. #mbr (#impact)
#13b #hor3 #wlh
The individual
in entrepreneurial society
Notes on entrepreneurial activities and destabilizer
… “They can no longer assume that
what they have learned as children and youngsters
will be the “foundation” for the rest of their lives.
It will be the “launching pad” —
the place to take off from
rather than the place to build on and to rest on.
sidebar ↓ (#connect #mmit #CAF)
… the real pattern of economic activity
larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two
The Forces Creating a New Geography of Opportunity?
A discipline is a necessary container
What does it take to be an expert?
Knowledge and Technology #pdf
Knowledge economy, knowledge polity
Conditions for survival
Knowledge based management
Career danger
main brainroad continues ↓
… They can no longer assume that
they “enter upon a career” which then proceeds
along a pre-determined, well-mapped and well-lighted “career path”
to a known destination — what the American military calls “progressing in grade.””
The assumption from now on has to be
that individuals on their own
will have to find, determine, and develop
a number of “careers” during their working lives. (calendarize this?) See Josh Abrams story
And the more highly schooled the individuals,
the more entrepreneurial their careers
and the more demanding their learning challenges.
(calendarize this?) continue
#ltl Learning to learn
Successful careerS are not planned continue ::: Katie Couric
“The stepladder is gone, and
there’s not even the implied structure
of an industry’s rope ladder.
It’s more like vines …
and you bring your own machete.
You don’t know
what you’ll be doing next”
— Managing in a Time of Great Change
“You can’t design your life around a
temporary organization” — Peter Drucker
#blad #impact Peter Drucker — social ecologist → My life as a knowledge worker
The leading management thinker describes seven personal experiences that taught him how to grow, to change, and to age —without becoming a prisoner of the past. (calendarize this?)
Handbook for the Positive Revolution
The Happiness Purpose
H+ (Plus) A New #Religion?: How to Live Your Life Positively Through Happiness, Humour, Help, Hope, #Health
The linked page above ↑ contains links to additional pages exploring many of the topics below
 Introduction: The Origin and Purpose of TED
Where do I begin to read Drucker?
MANAGEMENT
Management as Social Function and Liberal Art
The Dimensions of Management
The Purpose and Objectives of a Business #objectives #pdf #lter #ir #dtao #operacy #thinkingworkbook
The profit motive and its offspring maximization of profits are just as irrelevant to the function of a business, the purpose of a business, and the job of managing a business. #profit
In fact, the concept is worse than irrelevant: it does harm.
Actually, a company can make a social contribution only if it is highly profitable. #profit
What the Nonprofits Are Teaching Business
Social Impacts and Social Problems
Management’s New Paradigms #mnp #pdf #lter #ir #dtao #operacy #thinkingworkbook
The Information Executives Need Today
Management by #Objectives and Self-Control
Picking People — The Basic Rules
The following three chapters are from Innovation and Entrepreneurship
The Entrepreneurial Business
The New Venture
Entrepreneurial Strategies
II. THE INDIVIDUAL
Effectiveness Must Be Learned
Focus on Contribution
Know Your Strengths and Values
For knowledge workers, How do I perform? may be an even more important question than What are my strengths?
Know Your Time
Effective Decisions
Functioning Communications
Leadership as Work
Principles of Innovation
The Second Half of Your Life
The Educated Person → here and #pdf here
III. SOCIETY
A Century of Social Transformation — Emergence of Knowledge Society
The priority tasks
The Coming of Entrepreneurial Society
#wlh Citizenship through the Social Sector ← a top of the food chain mental landscape
from Post-Capitalist Society
“In a transition period, the number of people in need always grows.
There are the huge masses of refugees all over the globe, victims of war and social upheaval, of racial, ethnic, political, and #religious persecution, of government incompetence and of government cruelty.
Even in the most settled and stable societies
people will be
left behind
in the shift to knowledge work.
It takes a generation or two before a society and its population catch up with radical changes in the composition of the work force and in the demands for skills and #knowledge.
It takes some time—the best part of a generation, judging by historical experience—before the productivity of service workers can be raised sufficiently to provide them with a “middle-class” standard of living.” citizenship through the social sector
«§§§»
Every social problem is an opportunity
Good intentions ↑ aren’t enough.
You have to define the results you’re after.
There has been a huge expansion in the number of nonprofits and charitable organizations the past several years.
A lot of people want to put their resources to work where they can do the most good.
Unfortunately, as Peter noted, many of them get poor results — or no results.
“The problem,” he said, “is that they don’t ask about results, and they don’t know what results they want in the first place.
They mean well, and they have the best of intentions, but the only thing good intentions are for (as the old maxim says) is to pave the road to hell.”
The best results are achieved, he said, when people ask the right questions (#rq) and then partner with others who have the expertise, knowledge, and discipline to get the right results. See network society below.
Managing the Nonprofit Organization
“The nonprofits are human-change agents (a.k.a. “human change” organizations) .
And their results are therefore always a change in people —in their behavior, in their circumstances, in their vision, in their #health, in their hopes, above all, in their competence and capacity.
In the last #analysis, the nonprofit institution, whether it’s in health care or education or community service, or a labor union, has to judge itself by its performance in creating vision, creating standards, creating values and commitment, and in creating human competence .
The nonprofit institution therefore needs to set specific goals in terms of its service to people .
And it needs constantly to raise these goals—or its performance will go down .”
How to guarantee non-performance
No one can guarantee the performance of a public service program.
But we know how to ensure non-performance with absolute certainty.
Part I : Have a Lofty Objective see below ::: Try to Do Several Things at Once :::
Believe That "Fat is Beautiful" ::: Don't experiment, be dogmatic :::
Make sure that you will not learn from experience ::: Inability to Abandon :::
Part II : Avoiding These Six Deadly Sins is the Prerequisite for Performance and Results → What Results Should You Expect? — A Users' Guide to MBO :::
Part III : The Lack of Concern With Performance in Public Administration Theory
Have a lofty objective = To use such statements as “objectives” thus makes sure that no effective work will be done. For work is always specific, always mundane, always focused. Yet without work there is non-performance. To have a chance at performance, a program needs clear targets, the attainment of which can be measured, appraised, or at least judged.
Creating Tomorrow’s Society Of Citizens and Refining the Mission Statement
You have vital judgments ahead: whether to change the mission, whether to abandon programs that have outlived their #usefulness and concentrate resources elsewhere, how to match opportunities with your competence and commitment, how you will build community and change lives.
Self-assessment is the first action requirement of leadership: the constant re-sharpening, constant refocusing, never being really satisfied.
And the time to do this is when you are successful.
If you wait until things start to go down, then it’s very difficult.
… but there’s no virtue in being a nonprofit #profit
Management and Entrepreneurship in the Public-Service Institution ↓
Managing Service Institutions in the Society of Organization
Managing Public-Service Institutions For Performance
Entrepreneurship in the Public-Service Institution
The change in the individual’s situation … The world of the American citizen in those days looked very much like the Kansas prairie. Except for one hill, the individual #citizen was the tallest thing as far as the eye could see. And even this hill, the federal government, while it looked imposing, was only a few hundred feet high. continue — new pluralism
A noncompetitive life
From #Analysis to Perception — The New #Worldview.
In 1946, with the advent of the computer, information became the organizing principle of production.
With this, a new basic civilization came into being.
We are now in a fourth surge, triggered by information and biology.
Like the earlier entrepreneurial surges, the present one is not confined to “high tech” it embraces equally “middle tech,” “low tech,” and “no tech.”
Like the earlier ones, it is not confined to new or small enterprises, but is carried by existing and big ones as well — and often with the greatest impact and effectiveness. continue
And, like the earlier surges, it is not confined to “inventions,” that is, to technology.
Social innovations are equally “entrepreneurial” and equally important. continue
Find “How Perception Works” in the overview of
I Am Right — You Are Wrong
(From this to the New Renaissance: from Rock Logic to Water Logic)
Afterword: The Challenge Ahead
The paradox of rapidly expanding economy and growing income inequality — the paradox that bedevils us now
Growing health care and education, possibly a shrinking market for goods and services
Center of power shifting to the consumer — free flow of information
Knowledge workers — expensive resource
Governments depending on managers and individuals
Managing Service Institutions in the Society of Organizations
Entrepreneurship in the Public-Service Institution
“Practical men who believe themselves to be quite exempt from any intellectual influence, are usually the slaves of some defunct economist.”
Josh Abrams: Allocating one’s life (the second half) (#impact)
Additional life allocation horizons ↓
Specific topics
Values; Time Management; Knowledge society; Society of Organizations; Mission; Network society; Abandonment; Opportunities; Design; Brainroads and brainscapes; Topic work (a work approach for topics—like these pages); Action Plans; Project thinking and planning; About #growth and development efforts; Globalization; Education; Learning; Data, Information, Knowledge; Data; Information; Knowledge; Knowledge specialty; Knowledge workers; Knowledge technologists; Management; Leadership; Managing people; Entrepreneurship; Results created by organizations; Performance: organizations and individual; Measurements; Marketing; Innovation; Productivity; Profitability #profit; Spending :: A foundation for future directed decisions; Strategy; Execution; Organization; Working with people; Production; Organization Culture; Strengths; Contribution; Thinking; Questions; Alliances and Collaborations; Kaizen; Using Amazon.com book pages; Knowledge management; Concepts; From computer literacy to information literacy; Community; Other word challenges
Some timescape vistas …
 The First Technological Revolution and its Lessons
Technology (more than you might think)
Up to Poverty — the agents of revolution
The Vanishing East — the end of the European power system
The Manager and the Moron
Luther, Machiavelli, and the Salmon
The New Pluralism → Landmarks of Tomorrow ::: Frontiers of Management ::: Foundational books → the need for a political and social theory ::: How can government function? ::: Un-centralizing ::: The society of organizations PDF ::: see from Analysis to Perception — The New Worldview below ↓
Trade lessons from the world economy g
#horizons No More Superpower → “Because of the emergence of the transnational company and of the symbol economy as the determinant force in the world market, there is no more economic superpower.
No matter how big, powerful, and productive a country may be, it competes every day for its world market position.
No one country can, in fact, expect long to maintain a competitive lead in technology, in management, in innovation, in design, in entrepreneurship; but it does not matter much to the transnational company which country is in the lead.
It does business in all of them and is at home in all of them.
However, the individual company too can no longer take its leadership position for granted.
There is no more “superpower” in industry, either; there are only competitors.
A company’s home country becomes a “location,” that is a headquarters and communications center.
But in any one industry there are a number of companies — some American, some German, some British, some Japanese — which together are the “superpowers” in that industry worldwide.
Managers need increasingly to base business policy on this new transnational structure of industry and markets” … see from Analysis to Perception — The New Worldview below ↓ #apta
From Analysis to Perception — The New #Worldview
Find “How Perception Works” in the overview of
I Am Right — You Are Wrong
(From this to the New Renaissance: from Rock Logic to Water Logic)
Citizenship through the social sector (#volunteer #responsibility #cities ▪ word stem #contribut)
“We still talk of these organizations as “nonprofits.”
But this is a legal term.
It means nothing except that under American law these organizations do not pay taxes.
Whether they are organized as “nonprofit” or not is actually irrelevant to their function and behavior.
Many American hospitals since 1960 or 1970 have become “for-profits” and are organized in what legally are business corporations.
They function exactly the same way as traditional “nonprofit” hospitals.
What matters is thus not the legal basis.
What matters is that the social sector institutions have a different purpose.
Government demands compliance.
It makes rules and enforces them.
Business expects to be paid; it supplies.
The social sector institutions aim at changing the human being .
The “product” of the school is the student who has learned something.
The “product” of the hospital is a cured patient.
The “product” of the church is a church-goer whose life is being changed.
The task of the social sector organizations is to create human #health .
Increasingly, these organizations of the social sector serve a second and equally important purpose.
They create citizenship .
Modern society and modern polity have become so big and complex that citizenship, that is, responsible participation, is no longer possible.
All we can do as citizens is to vote once every few years and to pay taxes all the time.
As a #volunteer in the social sector institution, the individual can again make a difference — mentioned in 15+ sections of The Essential Drucker .
In the United States, where there has been a volunteer tradition all along, because of the old independence of the churches, almost every other adult in the 1990s worked at least three—and often five—hours a week as a volunteer in a social sector organization.
Only in Britain is there something like this tradition, although on a very much lower basis (in part because the welfare state is far more embracing, but in much larger part because of the tradition of an established church that is paid for by the state and run as a civil service).
Outside of the English-speaking countries, there is not much volunteer tradition.
In fact, the modern state in Europe and Japan has been openly hostile to anything that smacks of volunteerism —most so in France and Japan.
It is ancien régime and fundamentally suspected of being subversive.
But even in these countries—Japan is perhaps the main example—things are changing.
For the knowledge society needs the social sector, and the social sector needs the volunteer.
But knowledge workers also need a sphere in which they can act as citizens, that is, a sphere in which they create a community.
Organization does not give it to them.” continue
Knowledge and Technology #pdf
What Needs to Be Done?
Adventures of a Bystander
The Unfashionable Kierkegaard
“Like all #religious thinkers, Kierkegaard places in the center the question, How is human existence possible?
All through the nineteenth century this #question — which before had been the core of Western thought — was not only highly unfashionable; it seemed senseless and irrelevant.
The era was dominated by a radically different question, How is #society possible?
Rousseau asked it; Hegel asked it; the classical economists asked it.
Marx answered it one way; liberal Protestantism another way.
But in whatever form it is asked, it must always lead to an answer which denies that human existence is possible except in society.
Rousseau formulated this answer for the whole era of progress: whatever human existence there is; whatever freedom, rights, and duties the #individual has; whatever meaning there is in individual life all is determined by society according to society's objective need of survival.
The individual, in other words, is not autonomous.
He is determined by society.
He is free only in matters that do not matter.
He has rights only because society concedes them.
He has a will only if he wills what society needs.
His life has meaning only insofar as it relates to the social meaning and as it fulfills itself in #fulfilling the objective goal of society.
There is, in short, no human existence; there is only social existence.
There is no #individual; there is only the #citizen.
#wgobcd It is hardly possible to exaggerate the differences between Rousseau's "General Will," Hegel's concept of history as the unfolding of #ideas, and the Marxian theory of the individual's determination through his objectively given class situation.
But they all gave the same answer to the question of human existence: there is no such thing, there is no such question!
#Ideas and citizens exist, but no human beings.
What is possible is merely the realization of ideas in and through society.
For if you start with the question, How is society possible?, without asking at the same time, How is human existence possible?, you arrive inevitably at a negative concept of individual existence and of freedom: individual freedom is then what does not disturb society.
Thus freedom becomes something that has no function and no autonomous existence of its own.
It becomes a convenience, a matter of political strategy, or a demagogue's catch phrase.
It is nothing vital.
To define freedom as that which has no function is, however, to deny the existence of freedom.
For nothing survives in society save it have a function.
But the nineteenth century believed itself far too secure in the possession of freedom to realize this.
Prevailing opinion failed to see that to deny the relevance of the question, How is human existence possible?, is to deny the relevance of human freedom.
It actually saw in the question, How is society possible?, a key to the gospel of freedom — largely because it aimed at social equality.
And the break of the old fetters of inequality appeared equivalent to the establishment of freedom.
We now have learned that the nineteenth century was mistaken.
Nazism and Communism are an expensive education — a more expensive education, perhaps, than we can afford; but at least we are learning that we cannot obtain freedom if we confine ourselves to the question, How is society possible?
It may be true that human existence in freedom is not possible; which is, indeed, asserted by Hitler and the Communists as well as, less openly, by all those well-meaning “social engineers” who believe in social psychology, propaganda, re-education, or administration as a means of molding and forming the individual.
But at least the question, How is human existence possible?, can no longer be regarded as irrelevant.
For those who profess to believe in freedom, there is no more relevant inquiry.” continue
Managing the Family Business: see December 28 and 29 in The Daily Drucker
The shakeout
The “shakeout” sets in as soon as the “window” closes.
And the majority of ventures started during the “window” period do not survive the shakeout, as has already been shown for such high-tech industries of yesterday as railroads, electrical apparatus makers, and automobiles.
Mission
Good for what?
Ten Principles for Life 2.0 Bob Buford
“Making a living is no longer enough,” …
“Work also has to make a life.”
Druckerism (calendarize this?)
The Wisdom of Peter Drucker Bob Buford
Finishing Well Bob Buford
The World is Full of Options Bob Buford
My life as a knowledge worker
Peter's Principles — Harriet Rubin → “no human being has built a better brand by just managing himself”
Interview: Post-Capitalist Executive
Interview: Managing in a Post Capitalist Society
Drucker book search
#tocpfd PDF Tables of Content for Books by Peter Drucker
1939: The End of Economic Man (New York: The John Day Company)
1942: The Future of Industrial Man (New York: The John Day Company)
1946: Concept of the Corporation (New York: The John Day Company)
1950: The New Society (New York: Harper & Brothers)
1954: The Practice of Management (New York: Harper & Brothers)
1957: America's Next Twenty Years (New York: Harper & Brothers)
1959: The Landmarks of Tomorrow (New York: Harper & Brothers)
1964: Managing for Results (New York: Harper & Row)
1967: The Effective Executive (New York: Harper & Row)
1969: The Age of Discontinuity (New York: Harper & Row)
1970: Technology, Management and Society (New York: Harper & Row)
1971: The New Markets and Other Essays (London: William Heinemann Ltd.)
1971: Men, Ideas and Politics (New York: Harper & Row)
1971: Drucker on Management (London: Management Publications Limited)
1973: Management: Tasks, Responsibilities, Practices' (New York: Harper & Row)
1976: The Unseen Revolution: How Pension Fund Socialism Came to America (New York: Harper & Row)
1977: People and Performance: The Best of Peter Drucker on Management (New York: Harper's College Press)
1978: Adventures of a Bystander (New York: Harper & Row)
1980: Managing in Turbulent Times (New York: Harper & Row)
1981: Toward the next economics, and other essays (New York: Harper & Row) ISBN 0060148284
1982: The Changing World of Executive (New York: Harper & Row)
1982: The Last of All Possible Worlds (New York: Harper & Row)
1984: The Temptation to Do Good (London: William Heinemann Ltd.)
1985: Innovation and Entrepreneurship (New York: Harper & Row)
1986: The Frontiers of Management: Where Tomorrow's Decisions are Being Shaped Today (New York: Truman Talley Books/E.D. Dutton)
1989: The New Realities: in Government and Politics, in Economics and Business, in Society and World View (New York: Harper & Row)
1990: Managing the Nonprofit Organization: Practices and Principles (New York: Harper Collins)
1992: Managing for the Future (New York: Harper Collins)
1993: The Ecological Vision (New Brunswick, NJ and London: Transaction Publishers)
1993: Post-Capitalist Society (New York: HarperCollins)
1995: Managing in a Time of Great Change (New York: Truman Talley Books/Dutton)
1997: Drucker on Asia: A Dialogue between Peter Drucker and Isao Nakauchi (Tokyo: Diamond Inc.)
1998: Peter Drucker on the Profession of Management (Boston: Harvard Business School Publishing)
1999: Management Challenges for 21st Century (New York: Harper Business)
1999: Managing OneseIf (Boston: Harvard Business School Publishing) [published 2008 from article in Harvard Business Review]
2001: The Essential Drucker (New York: Harper Business)
2002: Managing in the Next Society (New York: Truman Talley Books/St. Martin's Press)
2002: A Functioning Society (New Brunswick, NJ and London: Transaction Publishers)
2004: The Daily Drucker (New York: Harper Business)
2008 (posthumous): The Five Most Important Questions (San Francisco: Jossey-Bass)
2008 (posthumous): Management: Revised Edition
#81 #hor2 #wlh #mmit #eia #cfs
The Executive In Action Preface
Amazon #ad
There are many “How-to-Do-It” management books; few, however, tell the executive what to do, let alone why.
There are equally a great many “What-to-Do” management books; but few of them tell the executive how to do it.
Yet treatment without diagnosis is as useless as diagnosis without treatment.
In any practice the two go together — and Management is a Practice.
The three books of mine, here brought together in one volume, embrace the three dimensions of the successful practice of management:
Managing the Existing Business — Managing for Results
Changing Tomorrow’s Business — Innovation and Entrepreneurship
Managing Oneself — The Effective Executive
Each of these three books is distinct and self-contained.
Yet in the executive’s work the three are always joined.
“What Thinking is Needed”
Managing the Existing Business is the first day-to-day task
no matter how clear the executive’s vision;
no matter how brilliantly he or she plans for the future and innovates,
today’s business has to be managed for results now or there will be no tomorrow.
What knowledge is needed for that job?
What actions have to be taken?
What pitfalls to be avoided?
And what results should — perhaps must — be attained?
Conversely, the seemingly most successful business of today is a sham and a failure if it does not create its own and different tomorrow.
It must innovate and recreate its products or services but equally the enterprise itself.
Business is society’s change agent.
All other major institutions of society are designed to conserve if not to prevent change.
Business alone is designed to innovate.
No business will long survive, let alone prosper, unless it innovates successfully.
And neither innovation nor entrepreneurship are “inspiration,” let alone “flash of genius.”
They are disciplines and require concepts, tools, and organized, systematic work.
“What Thinking is Needed”
Finally, no matter how brilliant individual executives are or how hard they work, they will be failures and their efforts will be futile unless they are effective.
It is not so terribly difficult to be an effective executive.
All it requires are a few habits — that is, doing a few things day in and day out and not doing a few other things.
Yet few of the many executives with whom I have worked over more than fifty years were truly effective.
They were mostly very bright, worked mostly very hard, yet had little to show for their ability, their knowledge, their hard work.
The reason is simply that the modern organization — and with it executives in significant numbers — only emerged a little over a century ago and the human race is a slow learner.
To be sure, there have been “naturals” throughout human history.
The most effective executive on record of whom we have any information was surely that minister of an ancient Egyptian pharaoh who, all of 4250 years ago, conceived the first pyramid (without any precedent whatever for such an edifice) designed it and built it — and it still stands today without once having to be “re-engineered.”
And he did so without any management books to help him and surely without having an MBA.
But we need far too many effective executives to depend on geniuses.
And then there is need for a discipline — the discipline for being an effective executive.
Together these three books should enable executives — whether high up in the organization or just beginning on their career — but also those men and women who are studying today to become executives tomorrow:
to know the right things to do;
to know how to do them; and
to do them effectively.
Together these three books provide The Tool Kit for Executive Action.
Claremont, Easter 1996
Peter F. Drucker
#ptf
We know only two things
about the future … (continue)
dealing with risk and uncertainty
Today perceptiveness is more #important than analysis … continue
From Analysis to Perception — The New Worldview
Conditions for survival
The rest of the story …
What Makes An Effective Executive
What Executives Should Remember
Managing Oneself — A Revolution In Human Affairs
The End of Economic Man: The Origins of Totalitarianism ::: Introduction to the Transaction Edition ::: Preface ::: Foreword ::: The Anti-Fascist Illusion ::: The Despair of the Masses ::: The Return of the Demons ::: The Failure of the Christian Churches ::: The Totalitarian Miracle ::: Fascist Noneconomic Society ::: Miracle or Mirage? ::: The Future: East Against West?
The Future of Industrial Man ::: Introduction to the Transaction Edition ::: The War for the Industrial Society ::: What Is a Functioning Society? ::: The Mercantile Society of the Nineteenth Century ::: The Industrial Reality of the Twentieth Century ::: The Challenge and the Failure of Hitlerism ::: Free Society and Free Government ::: From Rousseau to Hitler ::: The Conservative Counter Revolution of 1776 ::: A Conservative Approach
Concept of the Corporation #mbr #pdb03
Concept of the Corporation had an immediate impact on American business, on public service institutions, on government agencies — and none on General Motors!
3 Kinds of Intelligence — Niccolò Machiavelli
Three Americans …
It appeared in early 1946, just when Henry Ford II, still only in his mid-twenties, had taken over a near-bankrupt Ford Motor Company that was even more denuded of management than it was short of cash and weak in market standing and products.
As both Henry Ford II and Ernest Breech, the GM-trained executive whom Henry Ford II brought in as his Chairman and Chief Executive Officer, have said and written repeatedly, it was Concept of the Corporation which they took as their text to save and to rebuild their company.
A few years later, in 1950, the General Electric Company took Concept of the Corporation as the basic blueprint for its own massive reorganization, which then became the model of organization structure and set off the big “organization boom” of the next twenty years.
In the course of this boom practically every large business anywhere in the non-Communist world restructured itself on the concepts of decentralization that GM had pioneered and that Concept of the Corporation first described and analyzed.
Almost immediately after its publication, the book also became the text for the restructuring of major state universities: Michigan and Michigan State, Minnesota, Iowa, and others all found their traditional structure totally inadequate to serve an exploding student population when the veterans of World War II streamed in under the G.I. Bill.
A few years later, when the United States unified its armed services, the first Secretaries of Defense, James Forrestal and George C. Marshall, both reached for Concept of the Corporation to find in it their organizational guidelines.
And so did Cardinal Spellman, at about the same time, when he tried to find new organizational principles for the Archdiocese of New York, which, as he asserted, had outgrown, in both size and complexity, the administrative and organizational lineaments of the world’s oldest organization chart, the Canon Law of the Catholic Church.
But Concept of the Corporation was not only even rejected by General Motors; it was studiously ignored by the company.
There was nothing personal in this.
On the contrary, with few exceptions every GM executive whom I met in the course of my study had been friendly or at least courteous, and willing to give me of his time despite the heavy burden which war production imposed on him.
And all of them, without exception, were patient with even the dumbest of my questions.
Some of these men became personal friends.
And not one of them tried to exert any pressure on me to change anything I had written.
GM’s most important executive, Alfred Sloan — Chairman, Chief Executive, and the main-force behind the company’s growth, its policies, and its organizational structure — always went out of his way to be friendly and helpful.
After the book was published, he repeatedly called me in to get my opinions on his two favorite projects, the Sloan-Kettering Cancer Research Institute in New York and the Sloan School of Management at MIT.
Indeed he offered me the Management Chair at the Sloan School and was quite hurt when I, by then happily settled at the Graduate Business School of New York University, turned him down.
Yet, the book itself was totally unacceptable to most GM executives, and above all to Alfred Sloan himself.
Indeed, as he told me a good many times, my book made him sit down and write his own book on General Motors, My Years with General Motors (New York: Doubleday, 1964), primarily to refute Concept of the Corporation and to lay down what a book on GM should really be and should really focus on.
Even though Concept of the Corporation was then the only book on General Motors, it is not even mentioned in Sloan’s work.
And this treatment of it as a “nonbook” was by and large the standard reaction of GM and of its executives.
The book was not distributed within GM, was rarely, if ever, mentioned, and could not be found on the bookshelves in the offices of GM executives.
And when General Motors Institute, the company-owned, company-run engineering school which was the apple of Alfred Sloan’s eye, started to teach management a few years after Concept of the Corporation appeared, the book was not on its reading list and indeed, I was told, was not even to be found in the catalogue of the Institute’s library.
The three main reasons for this reaction on the part of GM explain in large part both GM’s great success in the post-World War II years, and GM’s later equally great failure: (1) the book’s attitude toward GM’s policies; #52 (2) the recommendation on employee relations; and (3) the treatment of the large corporation as “affected with the public interest.”
continue
The New Society ::: Contents ::: Introduction to the Transaction Edition ::: Preface to the 1962 Edition ::: Introduction: The Industrial World Revolution ::: First Part: The Industrial Enterprise ::: 1. The New Social Order ::: 2. The Enterprise in Modern Society ::: 3. The Anatomy of Enterprise ::: 4. The Law of Avoiding Loss ::: 5. The Law of Higher Output ::: 6. Profitability and Performance ::: Second Part: The Problems of Industrial Order: The Economic Conflicts ::: 7. The Real Issue in the Wage Conflict ::: 8. The Worker's Resistance to Higher Output ::: 9. The Hostility to Profit ::: Third Part: The Problems of Industrial Order: Management and Union ::: 10. Can Management Be a Legitimate Government? ::: 11. Can Unionism Survive? ::: 12. Union Needs and the Common Weal ::: 13. The Union Leader's Dilemma ::: 14. The Split Allegiance Within the Enterprise ::: Fourth Pt: The Problems of Industrial Order: The Plant Community ::: 15. The Individual's Demand for Status and Function ::: 16. The Demand for the Managerial Attitude ::: 17. Men at Work ::: 18. Is There Really a Lack of Opportunity? ::: 19. The Communications Gap ::: 20. Slot-Machine Man and Depression Shock ::: Fifth Part: The Problems of Industrial Order: The ::: Management Function ::: 21. The Threefold Job of Management ::: 22. Why Managements Don't Do Their Job ::: 23. Where Will Tomorrow's Managers Come From? ::: 24. Is Bigness a Bar to Good Management? ::: Sixth Part: The Principles of Industrial Order: Exit The Proletarian ::: 25. Labor as a Capital Resource ::: 26. Predictable Income and Employment ::: 27. The Worker's Stake in Profit ::: 28. The Threat of Unemployment ::: Seventh Part: The Principles of Industrial Order: The Federal Organization of Management ::: 29. "The Proper Study of Mankind Is Organization" ::: 30. Decentralization and Federalism ::: 31 Is a Competitive Market Necessary to Management? ::: Eighth Part: The Principles of Industrial Order: The Self-Governing Plant Community ::: 32. Community Government and Business Management ::: 33. "Management Must Manage" ::: 34. The Worker and His Plant Government ::: 35. Plant Self-Government and the Union ::: Ninth Part: The Principles of Industrial Order: The Labor Union as a Citizen ::: 36. A Rational Wage Policy ::: 37. How Much Union Control Over the Citizen? ::: 38. When Strikes Become Unbearable ::: Conclusion: A Free Industrial Society ::: Epilogue to the 1962 Edition
Landmarks of Tomorrow — Book Contents
Introduction: This Post-Modern World circa 1959
At some unmarked point during the last twenty years we imperceptibly moved out of the Modern Age and into a new, as yet nameless, era.
Post-CAPITALIST Society
The New Pluralism (1957)
Moving Beyond CAPITALISM
Our view of the world changed; we acquired a new perception and with it new capacities.
There are new frontiers of opportunity, risk and challenge.
There is a new spiritual center to human existence.
The old view of the world, the old tasks and the old center, calling themselves “modern” and “up to date” only a few years ago, just make no sense any more.
They still provide our rhetoric, whether of politics or of science, at home or in foreign affairs.
But the slogans and battle cries of all parties, be they political, philosophical, aesthetic or scientific, no longer serve to unite for action—though they still can divide in heat and emotion.
Our actions are already measured against the stern demands of the “today,” the “post-modern world” and yet we have no theories, no concepts, no slogans—no real knowledge—about the new reality.
↑ finding and selecting the pieces of the puzzle ↓
Indeed anyone over forty lives in a different world from that in which he came to manhood, lives as if he had emigrated, fully grown, to a new and strange country.
For three hundred years, from the middle of the seventeenth century on, the West lived in the Modern Age; and during the last century this modern West became the norm of philosophy and politics, society, science and economy all over the globe, became the first truly universal world order.
Today it is no longer living reality—but the new world, though real, if not indeed obvious to us, is not yet established.
We thus live in an age of transition, an age of overlap, in which the old “modern” of yesterday no longer acts effectively but still provides means of expression, standards of expectations and tools of ordering, while the new, the “post-modern,” still lacks definition, expression and tools but effectively controls our actions and their impact.
This book is a report on the new post-modern today we live in—nothing more.
It does not deal with the future.
It deals with the tangible present.
Indeed I have tried to resist the temptation to speculate about what might be, let alone to predict what will be.
I have not even tried to pull together into one order of values and perceptions what are still individual pieces.
↑ finding and selecting the pieces of the puzzle
Till this is done, we shall not, of course, have a really new age with its own distinct character and worldview; we shall only be “post” something else.
As I saw the job, it was to understand rather than to innovate, to describe rather than to imagine.
This is, of course, by far the smaller and less important of the tasks to be done; we still need the great imaginer, the great creative thinker, the great innovator, of a new synthesis, of a new philosophy and of new institutions.
This book encompasses a very wide horizon; yet it is incomplete.
Essentially I have tried to cover three big areas, each representing a major dimension of human life and experience:
The new view of the world, the new concepts, the new human capacities:
The first part of the book (Chapters One, Two and Three) treats the philosophical shift from the Cartesian universe of mechanical cause to the new universe of pattern, purpose and process.
I have also explored our new power purposefully to innovate, both technologically and socially, and the resulting emergence of new opportunity, new risk and new responsibility.
There is a discussion of the new power to organize men of knowledge and high skill for joint effort and performance through the exercise of responsible judgment, which has given us both the new and central institution of the large organization and a new ideal of social order in which society and individual become mutually dependent poles of human freedom and achievement.
The new frontiers, the new tasks and opportunities:
The second part (Chapters Four through Nine) sketches four new realities, each of them a challenge, above all to the peoples of the Free World.
The first is the emergence of Educated Society—a society in which only the educated man is truly productive, in which increasingly everybody will, at least in respect to years spent in school, have received a higher education, and in which the educational status of a country becomes a controlling factor in international competition and survival.
What does this mean for society and the individual?
What does it mean for education?
The second is the emergence of Economic Development—“Up to Poverty”—as the new, common vision and goal of humanity, and of international and interracial class war as the new threat.
Third is the decline of the government of the nation-state, the “modern government” of yesteryear, its increasing inability to govern internally and to act internationally.
And fourth is the new reality of the collapse of the “East,” that is of non-Western culture and civilization, to the point where no viable society anywhere can be built except upon Western formulations.
A short concluding section—only a few paragraphs—asks:
What does all this mean for the nations of the West and for the direction, goals and principles of their government and policies?
The human situation:
The third and last part (Chapter Ten) is concerned with the new spiritual—or, if one prefers the word, metaphysical—reality of human existence: the fact that both knowledge and power have become absolute, have gained the capacity for absolute destruction beyond which no refinement, no increase is meaningful any more.
This, for the first time since the dawn of our civilization, forces us to think through the nature, function and control of both.
Though I have tried to be faithful to the facts I am certain that I have often misunderstood them—as any newcomer to a strange country is bound to misunderstand.
Though I have tried to be objective I am conscious of my Western background, and of my bias—that of the great tradition of European and especially Anglo-American conservatism with its beliefs in liberty, law and justice, in responsibility and work, in the uniqueness of the person and the fallibility of the creature.
I am equally conscious of the limitations of my knowledge and understanding—above all of my weaknesses in the creative arts.
But, still, I hope that the aim of this book: to report and to give understanding, has been reached at least to the point where it conveys to the reader both the shock of recognition—how obvious the unfamiliar new already is; and the shock of estrangement—how irrelevant the familiar modern of yesterday has already become.
Landmarks of Tomorrow — Introduction: This Post-Modern World ::: Essentially I have tried to cover three big areas ::: The new view of the world, the new concepts, the new human capacities ::: The new frontiers, the new tasks and opportunities ::: The human situation ::: Newcomer to a Strange Country ::: The New World-View ::: “The Whole Is the Sum of Its Parts” ::: From Cause to Configuration ::: The Purposeful Universe ::: Toward a New Philosophy ::: From Progress to Innovation ::: The New Perception Of Order ::: The Research Explosion ::: Man and Change ::: Innovation and Knowledge ::: The Power of Organized Ignorance ::: The Power of Innovation ::: The Open-Ended Technology ::: From Reform to Social Innovation ::: Innovation—The New Conservatism? ::: The Risks of Innovation ::: Plan or No Plan? ::: #edu Local Plan or No Plan ::: Innovation as Responsibility ::: Beyond Collectivism and Individualism ::: The New Organization (hospital transformation — nurses)::: The Capacity to Organize ::: Individual Work and Teamwork ::: From Magnate To Manager ::: Specialist and Manager ::: Power and Responsibility in Organization ::: The Organization Man ::: The Discipline of Managing ::: The Principle of Organization ::: Beyond Collectivism And Individualism ::: The Middle-Class Society ::: Freedom in Dynamic Order ::: The New Frontiers ::: The Educated Society ::: - The Educational Revolution ::: The Scale of the Explosion ::: The Impact on Society ::: The Educational Competition ::: Society’s Capital Investment ::: An Economic Analysis ::: Teachers and Teaching ::: How to Pay ::: Education For What? ::: Society’s Stake ::: The General versus the Special ::: Learning by Doing ::: The Educational Whole ::: The Social Responsibility of Education ::: “Up to Poverty" ::: The Frontier of Development ::: The Agents of Revolution ::: The Promise and the Danger ::: Is Economic Development Possible? ::: The “Take-off Crisis” ::: The Agriculture Problem ::: Distribution and Credit ::: “Social Overhead” Costs ::: The Problem of Attitudes ::: The Ultimate Resource ::: Building An Industrial Society ::: The Role of Money ::: Leadership by Example ::: The Problems We Face ::: Modern Government in Extremis ::: The End Of The Liberal State ::: The Definition of Modern Government ::: The Rise of the Liberal State ::: The Decline of the Liberal State ::: The New Pluralism ::: The New Metropolis ::: The Crisis of Government ::: Pluralism and the Common Interest ::: The Vanishing East ::: Success or Failure of the West? ::: The Failure of the East ::: Can the West and the New East Meet? ::: The Work to Be Done ::: Our Self-Delusion ::: The New Frontiers ::: The Human Situation Today ::: The Control of Power ::: Knowledge and Human Existence ::: Living in an Age of Overlap continue
#pom
Not a theoretician
Dense reading and Dense Listening
Thinking broad and Thinking detailed
Decisions ::: Topic work ::: Action plans ::: Communications
The Practice of Management (1954) Preface #mbr #pom
Management books, though only few of them, had been written and published before The Practice of Management appeared in 1954.
I myself had published in 1946 my first management book, Concept of the Corporation (New York: John Day).
A few years earlier, in 1938, Chester I. Barnard’s The Functions of the Executive (Cambridge, Mass.: Harvard University Press) had appeared.
The papers on management Mary Parker Follett had written in the 1920s and early 1930s were collected and published under the title Dynamic Administration (New York: Harper & Brothers) in 1941.
Elton Mayo, the Australian-born Harvard professor, had published his two short books on work and worker: The Human Problems of an Industrial Civilization (New York: Macmillan) and The Social Problems of an Industrial Civilization (Cambridge, Mass.: Harvard University Press) in 1933 and 1945, respectively.
The English translation of Henry Fayol’s Industrial and General Administration —first published in Paris in 1916—had come out in 1930 (London, England: Pitman);
and Frederick W. Taylor’s Scientific Management had come out even earlier, in 1911 (New York: Harper & Brothers), and had been reprinted many times since.
Every one of these books is still being read widely, and deserves to be read widely.
Every one was a major achievement.
Every one laid firm and lasting foundations; indeed, in their respective fields, none has yet been surpassed.
There are no better guides to what we now call organizational psychology and organizational development than Barnard and Mary Parker Follett.
When we talk of “quality circles” and “worker involvement,” we only echo what Elton Mayo wrote forty and fifty years ago.
Fayol’s language is outdated, but his insights into the work of management (not the tasks of management) and its organization are still fresh and original.
Little has been added in respect to top management, its functions and its policies to what I wrote in Concept of the Corporation .
And we find ourselves today going back to Taylor in order to understand the work of knowledge-workers and to learn how to make knowledge-work productive.
Still, The Practice of Management was the first true “management” book.
It was the first to look at management as a whole, the first that attempted to depict management as a distinct function, managing as specific work, and being a manager as a distinct responsibility.
All earlier books had dealt with one aspect of management and managing—with communications, for instance, as did Barnard’s Functions of the Executive , or with top management, organizational structure, and corporate policy, as did my Concept of the Corporation .
The Practice of Management talks of “managing a business,” “managing managers,” and “the management of worker and work”—the titles, respectively, of Parts One,Two, and Four.
It talks of “the structure of management” (Part Three) but also of “making decisions” (Chapter 28).
It talks of “the nature of management,” its role, its jobs, and the challenges managements face.
But it also talks of managers as people, of the individual men and women who perform managerial work and hold managerial positions: their qualifications, their development, their responsibilities, their values.
The Practice of Management has a chapter entitled “The Spirit of an Organization” (Chapter 13), in which can be found everything that is now discussed under the heading of “corporate culture.”
The Practice of Management was the first book to talk of “objectives,” to define “key result areas,” to outline how to set #objectives, and to describe how to use them to direct and steer a business and to measure its performance.
Indeed The Practice of Management probably invented the term “objectives” at least, it is not to be found in the earlier literature.
And The Practice of Management was the first book to discuss both managing the existing business and innovating the business of tomorrow.
Conditions for survival
Perhaps even more important—and certainly more novel—was the fact that The Practice of Management was a “first” also in that it saw the enterprise as a whole .
All earlier management books — and indeed most management books even now — only see one aspect.
Indeed, they usually see only the internal dimension : organization, policies, human relations within the organization, authority within it, and so on.
The Practice of Management portrays the enterprise three-dimensionally:
first, as a “business” that is an institution existing to produce economic results outside of it, in the market and for customers;
second, as a human and social “organization” which employs people, has to develop them, has to pay them, has to organize them for productivity, and therefore requires governance, embodies values and creates relationships of power and responsibility; and
third, as a “social institution” embedded in society and community and thus affected by the public interest.
The Practice of Management also discusses the “social responsibilities of business”—a term that was practically unknown at the time the book was published.
The Practice of Management thus created some thirty years ago what we now refer to as the “discipline” of management.
And this was neither accident nor good luck—it was the book’s mission and intent.
When I wrote The Practice of Management , I had ten years’ successful consulting practice under my belt.
My own starting point had been neither business nor management.
To be sure, I had, much earlier, worked for banks—one short year in Germany, three years in England.
But I had become a writer and journalist and taught government and political science.
Drucker’s life as a knowledge worker
I thus came to management almost by accident.
In 1942 I published a book, The Future of Industrial Man , in which I argued that a good many of the social tasks which community and family had performed in earlier societies had come to be discharged by organizations and especially by the business enterprise.
This book attracted the attention of a senior executive of the world’s largest manufacturing company, General Motors, who, in the late fall of 1943, invited me to make an in-depth study of his top management, its structure and its basic policies.
Out of this study grew Concept of the Corporation , finished in 1945 and published in 1946.
I found the work fascinating—but also frustrating.
There was practically nothing to help me prepare myself for it.
Worse, what few books on management and business enterprise existed were totally inadequate.
Landmarks of Tomorrow
They dealt with one aspect, and one aspect only, as if it existed in isolation.
They reminded me of a book on human anatomy that would discuss one joint in the body—the elbow, for instance—without even mentioning the arm, let alone the skeleton and musculature. #pta
Worse still, there were no studies at all on most aspects of management.
Yet what made management and the work of the manager so interesting, I thought, was precisely that there was always a true whole, a three-dimensional entity.
Managing, I soon learned, always had to take into account
the results and performance for the sake of which the business exists,
the internal organization of people engaged in a common task and
the outside social dimension —the dimension of social impacts and social responsibilities.
Yet nothing could be found on most of these topics, let alone on their relationship to one another.
Plenty of books existed at the time on the impact of government policy on business; indeed, courses on government regulation of business were then—and still are—highly popular.
But what about the impact of business on society and community?
There was ample material on corporate finance—but virtually nothing on business policy and so on.
I continued for some time as a consultant to General Motors after I had finished my study.
And then I gradually was called in to consult by some other large corporations—Sears, Roebuck, the Chesapeake & Ohio Railroad, General Electric. #mbr
Everywhere I found the same situation : a near-total absence of study, thought and knowledge regarding the job, function and challenges of management—nothing but fragments and specialized monographs.
And so I decided to sit down, first to map out that “dark continent,” management, then to define what pieces were missing and had to be forged and finally to put the whole together into one systematic, organized—yet short—book.
↑ finding and selecting the pieces of the puzzle #fastp
In my consulting assignments I was meeting large numbers of able younger people, people in middle- and upper-middle management positions or in their first major assignment, either as a manager or as an individual professional contributor.
These were the people who knew that they were managers —their predecessors, who had made their careers before World War II, were often barely conscious of that fact.
These younger achieving people knew that they needed systematic knowledge; needed concepts, principles, tools—and had none.
It was for them that I wrote the book.
Where do I begin to read Drucker?
And it was that generation which made the book an immediate success, that generation which converted being a manager from being a “rank” into work, function and responsibility.
And the book was an immediate success, not only in the United States but worldwide, in Europe, in Latin America and, especially, in Japan.
Indeed, the Japanese consider it the foundation of their economic success and industrial performance.
Some of my subsequent management books have taken one major theme of The Practice of Management and developed it at greater length—for instance, Managing for Results (1964), which was the first book on business strategy connect, and The Effective Executive (1966), which treats managing oneself as a manager and executive in an organization.
Management: Tasks, Responsibilities, Practices (1973) was written as a systematic handbook for the practicing executive but also as a systematic text for the student of management; it thus aims at being comprehensive and definitive, whereas The Practice of Management aims at being accessible and stimulating.
#ewtl
Managing in Turbulent Times (1980) further develops basic questions raised in The Practice of Management #question #ntea #lter
What is our business? (See what exists is getting old)
What could it be?
What should it be?
but also considers the question of how a business both innovates and maintains continuity in a time of change, thus turning change into opportunity.
These four volumes—all originally published by Harper & Row—have now come out as Harper paperbacks in the same format as this paperback edition of The Practice of Management .
But The Practice of Management has remained the one book which students of management, young people aspiring to become managers and mature managers still consider the foundation book.
“If you read only one book on management,” the chairman of one of the world’s largest banks tells his officers again and again, “read The Practice of Management .”
What explains this success is, I believe, the book’s balance between being comprehensive and being accessible and easy to read.
Each chapter is short, yet each presents the fundamentals in their entirety.
This is, of course, the result of the book’s origins; I wanted something that would give the managers I was working with in my client companies everything they would need to do their jobs and prepare themselves for top-management responsibilities; yet the material had to be accessible, had to be readable, had to fit the limited time and attention busy people could give to it.
It is this balance, I believe, that has made this book keep on selling and being read for thirty years despite the plethora of books on management that have been written and published since.
This balance, I believe, has made it the preferred book of the practitioner of management and of those who aspire to become managers, in public-service organizations as well as in businesses.
The Management Revolution #86 on memo
And I hope this paperback edition will serve the same function and make the same contribution to new generations of students, aspiring young management professionals, and seasoned practitioners for years to come.
table of contents
PETER F. DRUCKER
Claremont, California
Thanksgiving Day, 1985
Where do I begin to read Drucker? #whtmal
Management and the World’s Work #pdf
↑ In less than 150 years, (circa 1988)
management has transformed the social and economic fabric
of the world’s developed countries.
It has created a global economy
and set new rules for countries
that would participate in that economy as equals. ↓
Post Capitalist Executive
#caf #pdbooks ↓ List of Drucker book contents
#fan “For almost nothing in our educational systems prepares people for the reality in which they will live, work, and become effective” — Peter Drucker in The New Realities
“Thinking is the most fundamental of all human skills.
The quality of our future will depend directly on the quality of our thinking.
Is it then not only astonishing but also absurd that thinking is not the core subject in all education
and the central subject on any school curriculum” — Edward de Bono
Practice of Management — The Nature of Management ::: The Role of Management ::: The Jobs of Management ::: The Challenge to Management ::: Managing a Business ::: The Sears Story ::: What is a Business? ::: What is Our Business—and What Should it be? (See what exists is getting old) ::: The #Objectives of a Business ::: Today's Decisions for Tomorrow's Results ::: The Principles of Production ::: Managing Managers ::: The Ford Story ::: Management by #Objectives and Self-Control ::: Managers must manage ::: The spirit of an organization ::: Chief Executive and Board ::: Developing Managers ::: Structure of Management ::: What kind of Structure ::: Building the Structure ::: The Small, The large, the growing business ::: The Management of Worker and Work ::: The IBM Story ::: Employing the Whole Man ::: Is Personnel Management Bankrupt? ::: Human Organization For Peak Performance ::: Motivating To Peak Performance ::: The Economic Dimension ::: The Supervisor ::: The Professional Employee ::: What parts of this can be done by top management and what part by the manager in charge of the operation ::: What it Means to be a Manager ::: The Manger and His Work ::: Making Decisions #PDFs ::: The Manager of Tomorrow ::: Conclusion: The Responsibilities of Management continue
The Poverty of Economic #Theory #pdf
… the real pattern of economic activity
larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two
The Forces Creating a New Geography of Opportunity?
The Management Revolution ↑ ::: Developing countries
Dismal Economics
by JAMES K. GALBRAITH
Jul 23, 2021
Although neoclassical economics relies on assumptions that should have been discarded long ago, it remains the mainstream orthodoxy.
Three recent books, and one older one, help to show why its staying power should be regarded as a scandal.
Mason Gaffney and Fred Harrison, The Corruption of Economics Shepheard-Walwyn Publishers Ltd., 2006 (first published 1994.
Stephen A. Marglin, Raising Keynes: A Twenty-First-Century General #Theory, Harvard University Press, 2021.
Alessandro Roncaglia, The Age of Fragmentation: A History of Contemporary Economic Thought, Cambridge University Press, 2019.
Robert Skidelsky, What’s Wrong with Economics?: A Primer for the Perplexed, Yale University Press, 2020.
AUSTIN – Self-regarding economics departments at prestigious academic institutions no longer bother to teach the history of economic thought — a field that I studied at Yale University in 1977, forever compromising my academic career.
Why was the topic abandoned – and even shunned and mocked?
Students with a skeptical turn of mind would not be wrong to suspect that it was for scandalous reasons (as when, in past centuries, inconvenient aunts were locked away in garrets).
The four books reviewed here each uncover parts of the scandal.
Three are brand new, and the other, The Corruption of Economics, first appeared in 1994 and was re-issued in 2006.
Its principal author, the American economist Mason Gaffney, kept his remarkable pen flowing until passing away last summer at the age of 96.
ECONOMICS WITHOUT HISTORY
Robert Skidelsky is a historian, an epic biographer of John Maynard Keynes, and a prolific debater in the United Kingdom’s House of Lords.
He calls What’s Wrong with Economics? a “primer,” and it is indeed the most accessible of the four books.
Skidelsky’s education in the history of economics resembles my own: a wide reading of the classical authors – Adam Smith, David Ricardo, Karl Marx, and others – followed by those associated with the “neoclassical” or “marginalist” revolution of the 1870s.
Project Syndicate
Some Books by Peter Drucker ↓ #bbpfd #sda
Men, Ideas, and Politics — Preface ::: “Political (or social) ecology” ::: The aim is an understanding of the specific natural environment of man, his “policical ecology,” as a prerequisite to effective and responsible action, as an executive, as a policy-maker, as a teacher, and as a #citizen. ::: The New Markets And The New Entrepreneurs ::: The Unfashionable Kierkegaard ::: Notes On The New Politics ::: This Romantic Generation ::: Calhoun’s Pluralism ::: American Directions ::: The Secret Art Of Being An Effective President ::: Henry Ford ::: The American Genius Is Political ::: Japan Tries For A Second Miracle ::: What We Can Learn From Japanese Management ::: Keynes: Economics As A Magical System ::: The Economic Basis Of American Politics continue
Technology, Management, Society — Preface ::: Information, Communications and Understanding ::: What We Have Learned ::: Communication Is Perception ::: Communication Is Expectations ::: Communication Is Involvement ::: Communication and Information Are Different and Largely Opposite—Yet Interdependent ::: Management’s New Role ::: The Old Assumptions ::: Management is management of business, and business is unique and the exception in society ::: “Social responsibilities” of management ::: The primary task of management is to mobilize the energies of the business organization ::: It is the manual worker ::: Management is a “science” or at least a “discipline” ::: Management is the result of economic development ::: —And the New Realities ::: Every major task of developed society is being carried out ::: Because our society is rapidly becoming a society of organizations ::: Entrepreneurial innovation will be as important to management as the managerial function ::: A primary task of management in the developed countries in the decades ahead ::: There are management tools and techniques ::: Management creates economic and social development ::: Admittedly, these new assumptions oversimplify ::: Work and Tools ::: Work and Tools-1 ::: Work and Tools-2 ::: Work and Tools-3 ::: Work and Tools-4 ::: Technological Trends in the Twentieth Century ::: The Structure of Technological Work ::: The Methods of Technological Work ::: The Systems Approach ::: Technology and Society in the Twentieth Century ::: The Pretechnological Civilization of 1900 ::: Technology Remakes Social Institutions ::: Emancipation of Women ::: Changes in the Organization of Work ::: The Role of Education ::: Change in Warfare ::: A Worldwide Technological Civilization ::: Man Moves into a Man-made Environment ::: Modern Technology and the Human Horizon ::: Technology and Man ::: The Once and Future Manager ::: The Conglomerates Will Be the Stranded Giants of the Next Decade ::: Never Look at Any One Measure Alone in Any Business; Look at Multiple Measures ::: The First Yardstick by Which Management Is Judged Is, Do They Keep Us Busy? ::: The Facts and the Myth of Job Mobility in America Are Not Necessarily the Same ::: Small Business Has Done Much Better Than Any Other in the Last Twenty Years ::: The Main Impact of the Computer Has Been to Create Unlimited Jobs for Clerks ::: The Job Which Most Managers Were Brought Up to Spend Most Time on Will Disappear ::: Is the Traditional Organization Structure Going to Work Tomorrow as It Has till Now? ::: Managers Have to Accept That Industrial Relations Will Become Increasingly Bitter ::: The First Technological Revolution and Its Lessons ::: Long-Range Planning ::: Business #Objectives and Survival Needs ::: The Need for a #Theory of Business Behavior ::: What Are the Survival Needs of Business Enterprise? ::: The Work to Be Done ::: An Operational View of the Budgeting Process ::: The Manager and the Moron ::: The Obsolescence of Experience ::: Enter the Knowledge Utility ::: A New Age of Information ::: Managing the Moron ::: Beyond the Numbers Barrier ::: The Technological Revolution: Notes on the Relationship of Technology, Science, and Culture ::: Can Management Ever Be a Science? continue
Technology, Management and Society Preface
There should be underlying unity to a collection of essays.
There should be a point of view, a central theme, an organ point around which the whole volume composes itself.
And there is, I believe, such fundamental unity to this volume of essays, even though they date from more than a dozen years ago and discuss a variety of topics.
One of the essays, “Work and Tools,” states: “Technology is not about tools, it deals with how Man works.”
This might be the device of this entire volume, if not, indeed, for my entire work over the years.
All the essays in this volume deal with one or the other aspect of what used to be called “the material civilization”: they all deal with man’s tools and his materials, with his institutions and organizations, and with the way he works and makes his living.
But throughout, work and materials, organizations and a living are seen as “extensions of man,” rather than as material artifacts and part of inanimate nature.
If I were to reflect on my own position over the years, I would say that, from the very beginning, I rejected the common nineteenth-century view which divided man’s society into “culture,” dealing with ideas and symbols, and “civilization,” dealing with artifacts and things.
“Civilization” to me has always been a part of man’s personality, and an area in which he expressed his basic ideals, his dreams, his aspirations, and his values.
Some of the essays in this volume are about technology and its history.
Some are about management and managers.
Some are about specific tools—the computer, for instance.
But all of them are about man at work; all are about man trying to make himself #effective.
An essay collection, however, should also have diversity.
It should break an author’s thought and work the way a prism breaks light.
Indeed, the truly enjoyable essay collection is full of surprises as the same author, dealing with very much the same areas, is suddenly revealed in new guises and suddenly reveals new facets of his subject.
The essays collected in this volume deal with only one of the major areas that have been of concern to me—the area of the “material civilization.”
But there is a good deal of variety in them.
Five of the twelve essays in this volume deal with technology, its history and its impact on man and his culture.
They range in time, however, from a look at the “first technological revolution,” seven thousand years ago, when the irrigation cities created what we still call “modern civilization,” to an attempt to evaluate the position of technology in our present century.
They all assume that history cannot be written, let alone make sense, unless it takes technology into account and is aware of the development, of man’s tools and his use of them through the ages.
This, needless to say, is not a position historians traditionally have held; there are only signs so far that they are beginning to realize that technology has been with us from the earliest date and has always been an intimate and integral part of man’s experience, man’s society, and man’s history.
At the same time, these essays all assume that the technologist, to use his tools constructively, has to know a good deal of history and has to see himself and his discipline in relationship to man and society — and that has been an even less popular position among technologists than the emphasis on technology has been among historians.
Four essays in this volume—the first two, the essay, “The Once and Future Manager,” and the essay on “Business Objectives and Survival Needs”—look upon the manager as the agent of today’s society and upon management as a central social function.
They assume that managers handle tools, assume that managers know their tools thoroughly and are willing to acquire new ones as needed.
But, above all, they ask the question, “What results do we expect from the manager; what results does his enterprise, whether a business or, a government agency, need from him?
What results, above all, do our society and the human beings that compose it have a right to expect from a manager and from management?”
The concern is with management as it affects the quality of life — that management can provide the quantities of life is taken as proven.
The remaining three essays (“Long-Range Planning,” “The Manager and the Moron,” and “Can Management Ever Be a Science?”) deal with basic approaches and techniques.
They are focused on management within the enterprise rather than on management as a social function.
But they stress constantly the purpose of management, which is not to be efficient but to be productive, for the human being, for economy, for society.
An essay collection, finally, should convey the personality of the author better than a book can.
This is why I enjoy reading essays.
It should bring out a man’s style, a man’s wit, and the texture of a man’s mind.
Whether this essay collection does this, I leave to the reader to judge.
But I do hope that these twelve essays of mine, written for different purposes and at different times over the last twelve years, will also help to establish the bond between author and writer, which, in the last analysis, is why a writer writes and a reader reads.
Managing for Results ::: Understanding the business ::: The business realities ::: There are three different dimensions to the economic task ::: The present business must be made effective. ::: The present business's potential must be identified and realized. ::: It must be made into a different business for a different future. ::: One unified strategy ::: Requires an understanding of the true realities ::: of the business as an economic system ::: of its capacity for economic performance and ::: of the relationship between available resources and possible results ::: The generalizations regarding results and resources ::: Results and resources exist outside the business. ::: Results are obtained by exploiting opportunities ::: Economic results are earned only by leadership ::: Any leadership position is transitory and likely to be short-lived. ::: The generalizations regarding efforts within the business and their cost. ::: Making the business fit the realities of today ::: Allocating efforts/cost to high revenue producing activities ::: #Concentration is the key to economic results. ::: Result area identification ::: Nothing succeeds like concentration on the right business. ::: The basic business #analysis ::: Identify & understand those areas in a business for which results can measured ::: Defining the product/service ::: 3 dimensions of business results ::: The burden of pushing through the step-by-step process of analysis ::: Revenues, resources, prospects ::: Relate result areas to the revenue contribution and share of cost burden ::: Question ::: What are the essential, few but fundamental #facts on which to base a diagnosis of a business and its result areas? ::: Concepts apply to … ::: Products/services ::: Customers, markets, end-uses ::: Distributive channels ::: The form of analysis examines the entire product range of a business ::: - "Revenue contribution" based on transaction cost ::: Allocation of key resources to each result area. ::: - "Key resources" committed to result areas : quality /purpose ::: Questions ::: What are the scarce & expensive resources being used for? ::: In what areas are they deployed? ::: Are they applied to opportunities or to problems? ::: And to the most promising opportunities? ::: Key resources … ::: Knowledge-people resources - trained people ::: Money/working capital ::: Quality of resources vs. total resources ::: Mobility of resources ::: Analysis format : people ::: Product ::: Revenue ::: Quantity & quality of key personnel support ::: Analysis format : money ::: Product identification ::: Revenue ::: Money allocation as a % of company totals ::: Leadership position and prospects of each result area. ::: - "Leadership"(outside) analysis & #growth prospects(future) ::: Leadership ::: Not a quantitative term. ::: Product must be ::: Best fitted for one or more of the genuine wants of market or customer. ::: Customer must be willing to pay for. ::: Preferring the product to its competitors ::: Market size, development, monopoly, & market position ::: Need to be the leader in the areas of the business ::: which are the mainstay of the business ::: produce the bulk of the sales ::: generate the bulk of the costs ::: absorb the most important & most valuable resources ::: Foundations of leadership position ::: Analysis format ::: Product … ::: Revenue ::: Leadership position & comments ::: Short-term prospects ::: Tentative diagnosis of result areas ::: Classify the result area ::: Factors involved in diagnosing the product ::: What to do with a result area diagnosed as… ::: Analysis format ::: Anticipate a change in the character of a product ::: Cost analysis ::: What matters about costs ::: Prerequisites for effective cost control p.69 ::: To be able to control cost need an analysis that: ::: Identifies the "cost centers" ::: Finds the important "cost points" in each major cost center ::: Looks at the entire business as one cost stream ::: Defines cost as what the customer pays rather than by entities ::: Classifies cost [points] according to their basic characteristics ::: Tied to market analysis before action ::: Format ::: Conclusions: ::: What to tackle? ::: Where to go to work? ::: What to aim at? ::: Market analysis ::: Introduction ::: How are we doing? Is answered by the analysis of the business. ::: How do we know whether we are doing the right things ::: What in other words is our business—and what should our business be ::: Business is a process which ::: The purpose of a business is to create a customer. ::: Need to find out what one gets paid for. ::: The disparity between what producers and customers see as related products ::: People inside a business can rarely be expected to recognize their own distinct knowledge ::: An appraisal of ::: Looking at one's own business from the outside. ::: The #marketing realities ::: These marketing realities lead to one conclusion ::: The market analysis ::: Market analysis is a good deal more than ordinary market research or customer research ::: Other books ::: Analytical questions ::: Analysis worksheets ::: Picture ::: Knowledge analysis ::: Knowledge ::: Need a leadership position and differentiation ::: What a business is able to do with excellence may be quite humdrum but this one does much better ::: May be purely technological ::: Examples—from an outsiders point of view ::: Uncovering one's specific business knowledge strengths ::: What have we done well? ::: What have we done poorly? ::: What explains our performance? ::: Ask good customers: what do we do for you that no one else does as well? ::: Need to learn to set goals and measure in terms of one's specific knowledge ::: Knowledge realities ::: A valid definition of the specific knowledge of a business is deceptively simple. ::: Takes practice to do a knowledge analysis well. ::: Knowledge is a perishable commodity. ::: Every knowledge becomes the wrong knowledge. ::: Need to concentration on doing a few things superbly well ::: Evaluations (diagnosis)—how good is our knowledge? ::: Do we have the right knowledge? ::: How effectively the right knowledge is being used? ::: The conclusions ::: - of the knowledge analysis ::: must be fed back into the marketing analysis to bring out market opportunities that might have been missed or underrated. ::: of the market analysis ::: are projected on the knowledge analysis ::: to bring out needs for new and changed knowledge. ::: Superimpose ::: Combining the various analysis ::: The analysis ::: Results, revenues, resources ::: Cost centers and cost structure ::: Marketing ::: Knowledge ::: Should be able to ::: Understand itself ::: Diagnose itself ::: Direct itself ::: Market analysis  knowledge analysis: Needs for new or changed knowledge. ::: Knowledge analysis  market analysis: Missed or underrated market opportunities. ::: Reexamine tentative diagnois in light of the market and knowledge analysis ::: Change of classification ::: Change of definition ::: Change in the way products/services, channels, markets/customers/end-uses fit together. ::: Substantial modification in … ::: Radical reclassification of costs and to change in the deployment ::: Examples of actions taken ::: What is lacking (3 gaps) ::: Need a major development ::: Lack of "adequate support" to exploit opportunities & success ::: Gap in knowledge needs & opportunities ::: The end result of the self-analysis ::: The business's contribution ::: Knowledge area excellences ::: Target result areas ::: Vehicles required to reach these targets ::: The leadership position required in each result area ::: Focus on opportunity ::: Building on strength ::: Ideal business concept ::: Maximizing opportunities ::: Maximizing resources ::: What these approaches have in common ::: The three together (what they do) ::: Procedure ::: Develop concept of ideal business ::: Design of the ideal business ::: IDEAL BUSINESS design controls itself ::: The "present" ::: Important thing is to get Major Results fast. ::: Project the ideal business design on the analysis of the existing business ::: Sort all the … into 3 categories ::: Push priorities ::: Rapid & purposeful abandonment ::: Also rans ::: What are the different things that ought to be done? ::: Identify replacements ::: Distinguishing between a replacement and a development ::: Should never present great technical difficulty. ::: Identify innovations ::: Examples ::: Innovation is ::: Questions: describing the need ::: What is lacking to make effective what is already possible? ::: What one small step would transform our economic results? ::: What small change would alter the capacity of the ::: Decide whether the results can be obtained ::: Maximizing resources/staffing for performance ::: Obstacles ::: Opportunity & resource ranking ::: List & rank opportunities ::: List & rank first-rate people & staff groups ::: The highest ranked opportunities is assigned all the high ranking ::: The next ranking opportunity comes next ::: Finding business potential ::: Restraints & limitations ::: Questions ::: The restraints of the business and industry ::: The vulnerabilities of the business and industry ::: The limitations of the business and industry ::: Examples ::: The essentials ::: Three major areas in which restraint should be looked for ::: The most promising area of potential is the built-in restraint of a business. ::: Imbalances—turning weaknesses into strengths ::: Chronic imbalance ::: Cost structure ::: The required action depends on the cause of the imbalance ::: Imbalances in support/policing activities or waste ::: Imbalances caused by productive efforts ::: Most important cases—Businesses that are the wrong size ::: Threats ::: Examples ::: Hidden opportunity in developments that seem to threaten a business or industry ::: What everybody in the business "knows" can never happen should be examined carefully. ::: What opportunities does this trend offer? ::: Conclusion ::: Making the future today ::: The future ::: We know only two things about the future: ::: The implications ::: On risk ::: The one thing that man can try ::: The future that has already happened ::: The clues/sources of change ::: Knowledge ::: Major cultural changes ::: Industry and marketing structures ::: Population ::: Other industries, countries, markets ::: Internal friction within the company. ::: A business or activity that has reached its #objectives. ::: Own assumptions ::: Looking for the future that has already happened ::: The power of this approach ::: Making the future happen (the power of an idea) ::: A different idea. ::: An entrepreneurial idea. ::: Source of the idea ::: By converting an existing theoretical proposition into and effective business. ::: By converting an existing idea into a business ::: Merely imitation of something that works in another country or industry ::: What's needed? ::: Willingness to ask ::: Willingness to look beyond products to ideas ::: Requires courage to commit resources to such an idea. ::: A touchstone of validity and practicality. ::: Operation validity ::: Economic validity ::: Personal commitment ::: Is this necessary? ::: A personal opportunity. ::: Performance program ::: Key decisions ::: Idea of the business ::: The requirements of validity ::: Sums up the answers to the questions: ::: It establishes #objectives ::: It sets goals & direction ::: It determines what ::: The specific excellence the business needs ::: What is our excellence? ::: Very different definitions of excellence can be equally valid. ::: Basis for the decisions on personnel: ::: Cannot be changed very often ::: The priorities ::: There have to be priority decisions or nothing will get done. ::: Priority decisions ::: Need to set posteriorities ::: Principles of maximizing opportunities & resources govern the priority decisions ::: The key decisions must be made systematically. ::: What ever a company's program, it must ::: Decide on the right opportunities and right risks ::: A business has to try to minimize risks. ::: No way to make sure that the right opportunities are chosen. ::: Opportunities ::: Risks need to be classified ::: Decide on scope & structure ::: Every business needs a core - an area where it leads ::: Must specialize. ::: Must diversify. ::: The balance between the two ::: Determines the scope ::: Largely determines the productivity of the company's resource. ::: The perfect balance can be easily upset. ::: Integration is often used as a means to diversify or concentrate. ::: Seek the right balance between … ::: specialization ::: diversification ::: integration ::: These are strategies of high impact & high risk. ::: Need a map of concentration, diversification, and integration ::: Decide between "building one's own" & "buying" to attain one's goals. ::: Main thrust of development comes from within - requires time. ::: Financial strategies & the tools of finance: ::: Sale of subsidiary business or product line ::: Acquisition or merger ::: Joint venture ::: Decide on organization structure ::: Appropriate to: ::: Its economic realities. ::: Its opportunities. ::: Its program for performance. ::: Structure has to highlight the results that are truly meaningful ::: As changes occur: ::: One job that always needs to be organized as a distinct ::: Implementing the program ::: Building economic performance into a business ::: Program must be converted into work for which someone is responsible. ::: The work plan ::: The foundations are the decisions on ::: Derive goals & targets ::: Assessment of the efforts required ::: Selection of the resources to be committed. ::: Work assignments ::: Performance becomes the job for which someone is responsible. ::: Deadline ::: Special attention needs to be paid to planning knowledge work. ::: Demands ::: Especially for research of any kind. ::: It is important in knowledge work ::: Not to do things that will not lead to major results ::: To abandon what is no longer productive ::: Concentrate the scarce resources where the results are. ::: Done by people of extraordinary ability ::: Program must be anchored in the practices of the business. ::: Proposals ::: All proposals should be directed toward company's program for performance. ::: All proposals should be presented together rather than piecemeal. ::: Each proposal should clearly spell out ::: Systematic review ::: The focus on economic performance must be built into the ::: Jobs of people ::: Spirit of the organization. ::: If a company is to obtain the needed contributions, it must reward those who make them. ::: Spirit of the organization made by the people it chooses for senior positions. ::: The crucial promotion ::: Grounds for promotion ::: Building business performance into a human organization ::: Conclusion ::: Every knowledge worker has to act the entrepreneur. ::: The task of top management ::: The executive's commitment ::: The first social responsibility of the manager today ::: The knowledge worker continue
The Age Of Discontinuity Introduction to The Transaction Edition ::: Preface to The 1983 Edition ::: Preface to The Original Edition ::: Part One: The Knowledge Technologies ::: 1. The End of Continuity ::: 2. The New Industries and Their Dynamics ::: 3. The New Entrepreneur ::: 4. The New Economic Policies ::: Part Two: From International To World Economy ::: 5. The Global Shopping Center ::: 6. Maxing The Poor Productive ::: 7. Beyond The "New Economics" ::: Part Three: A Society of Organizations ::: 8. The New Pluralism ::: 9. Toward a #Theory of Organizations ::: 10. The Sickness of Government ::: 11. How Can The Individual Survive? ::: Part Four: The Knowledge Society ::: 12. The Knowledge Economy ::: 13. Work and Worker in The Knowledge Society ::: 14. Has Success Spoiled The Schools? ::: 15. The New Learning and The New Teaching ::: 16. The Politics of Knowledge ::: 17. Does Knowledge Have a Future? ::: Conclusion
Management: Tasks, Responsibilities, Practices — Preface - The Alternative to Tyranny ::: Introduction - From Management Boom to Management Performance ::: The Emergence of Management ::: The Management Boom and Its Lessons ::: The New Challenges ::: The Tasks ::: The Dimensions of Management #pdf ::: Performance ::: Business Performance ::: Managing a Business: The Sears Story ::: What Is a Business? ::: Business Purpose and Business Mission ::: The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lessons ::: Strategies, #Objectives, Priorities, and Work Assignments ::: Strategic Planning: The Entrepreneurial Skill ::: Performance in the Service Institution ::: The Multi - Institutional Society ::: Why Service Institutions Do Not Perform ::: The Exceptions and Their Lessons ::: Managing Service Institutions for Performance ::: Productive Work and Achieving Worker ::: The New Realities ::: What We Know (and Don’t Know) About Work, Working, and Worker ::: Making Work Productive: Work and Process ::: Making Work Productive: Controls and Tools ::: Worker and Working: Theories and Reality ::: Success Stories: Japan, Zeiss, IBM ::: The Responsible Worker ::: Employment, Incomes, and Benefits ::: “People Are Our Greatest Asset” ::: Social Impacts and Social Responsibilities ::: Management and the Quality of Life ::: Social Impacts and Social Problems ::: The Limits of Social Responsibility ::: Business and Government ::: Primum Non Nocere: ::: The Manager: Work, Jobs, Skills, and Organization ::: Why Managers? ::: The Manager’s Work and Jobs ::: What Makes a Manager? ::: The Manager and His Work ::: Design and Content of Managerial Jobs ::: Developing Management and Managers ::: Management by Objectives and Self-Control #pdf ::: From Middle Management to Knowledge Organization ::: The Spirit of Performance ::: Managerial Skills ::: The Effective Decision #PDFs ::: Managerial Communications ::: Controls, Control, and Management ::: The Manager and the Management Sciences ::: Managerial Organization ::: New Needs and New Approaches ::: The Building Blocks of Organization… ::: … And How They Join Together ::: Design Logics and Design Specifications ::: Work- and Task- Focused Design: Functional Structure and Team ::: Result - Focused Design: Federal and Simulated Decentralization ::: Relations - Focused Design: The Systems Structure ::: Organization Conclusions ::: Top Management: Tasks, Organization, Strategies ::: Georg Siemens and the Deutsche Bank ::: Top - Management Tasks and Organization ::: Top - Management Tasks ::: Top - Management Structure ::: Needed: An Effective Board ::: Strategies and Structures ::: On Being the Right Size ::: Managing the Small, the Fair - Sized, the Big Business ::: On Being the Wrong Size ::: The Pressures for Diversity ::: Building Unity Out of Diversity ::: Managing Diversity ::: The Multinational Corporation ::: Managing #Growth ::: The Innovative Organization ::: Conclusion: The Legitimacy of Management continue
Adventures of a Bystander 1978 Preface to the New Edition ::: Prologue: A Bystander Is Born ::: Report from Atlantis ::: Grandmother and the Twentieth century ::: Hemme and Genia ::: Miss Elsa and Miss Sophy ::: Freudian Myths and Freudian Realities ::: Count Traun-Trauneck and the Actress Maria Mueller ::: Young Man In An Old World ::: The Polanyis ::: The Man Who Invented Kissinger ::: The Monster and the Lamb ::: Noel Brailsford—The Last of the Dissenters ::: Ernest Freedberg's World ::: The Bankers and the Courtesan ::: The Indian Summer of Innocence ::: Henry Luce and Time-Life-Fortune ::: The Prophets: Buckminster Fuller and Marshall McLuhan ::: The Professional: Alfred Sloan ::: The Indian Summer of Innocence
Five Most Important Questions Contents: Five Most Important Questions ::: 2008 version ::: Foreword ::: About Peter F. Drucker ::: Why Self-Assessment? ::: We need management ::: The Five Most Important Questions ::: Planning Is Not An Event ::: Encourage Constructive Dissent ::: Creating Tomorrow's Society Of Citizens ::: Notes ::: The Five Questions ::: What Is Our Mission? ::: Peter F. Drucker ::: Missions Are About Changing Lives ::: It Should Fit On A T-Shirt ::: Make Principled Decisions ::: Keep Thinking It Through ::: Jim Collins ::: Who Is Our Customer? ::: Peter F. Drucker ::: Identify The Primary Customer ::: Identifying Supporting Customers ::: Know Your Customers ::: Philip Kotler ::: What Does The Customer Value? ::: Peter F. Drucker ::: Understand Your Assumptions ::: What Does The Primary Customer Value? ::: What Do Supporting Customers Value? ::: Listen To Your Customers ::: Jim Kouzes ::: What are our results? ::: Peter F. Drucker ::: Look At Short-Term Accomplishments And Long-Term Change ::: Qualitative And Quantitative Measures ::: Qualitative measures ::: Quantitative measures ::: Assess What Must Be Strengthened Or Abandoned ::: Leadership Is Accountable ::: Note ::: Judith Rodin ::: What Is Our Plan? ::: Peter F. Drucker ::: The self-assessment process leads to a plan ::: Goals Are Few, Overarching, And Approved By The Board ::: Objectives Are Measurable, Concrete, And The Responsibility Of Management ::: Five Elements Of Effective Plans ::: Abandonment ::: Concentration ::: Innovation ::: Risk taking ::: Analysis ::: Build Understanding And Ownership ::: Never Really Be Satisfied ::: Note ::: V Kasturi Rangan ::: Planning process overview ::: Strategy formulation ::: A Plan is the Action Agenda ::: Central Element Of An Effective Plan ::: A Strong Focus on Goals ::: Steadfast in Direction, Flexible in Execution ::: Ownership and Accountability Placed with Individuals ::: Monitoring That Leads to Better Strategy ::: Transformational Leadership ::: Eight milestones toward a relevant, viable, effective organization ::: 1. Scan the environment ::: 2. Revisit the mission ::: 3. Ban the hierarchy ::: 4. Challenge the gospel ::: 5. Employ the power of language ::: 6. Disperse leadership across the organization ::: 7. Lead from the front, don't push from the rear ::: 8. Assess performance ::: The road ahead ::: The Self-Assessment Process ::: About the Self-Assessment Tool ::: Three phases of self-assessment ::: Workbook purposes and action ::: How to use this book ::: Note ::: Suggested Questions To Explore ::: Question I: What Is Our Mission? ::: What are we trying to achieve? ::: What are the significant external or internal challenges, opportunities, and issues? ::: Does our mission need to be revisited? ::: Question 2: Who Is Our Customer? ::: Who are our customers? ::: Have our customers changed ::: Should we add or delete some customers? ::: Question 3: What Does The Customer Value? ::: What do our customers value? ::: Question 4: What Are Our Results? ::: How do we define results for our organization? ::: To what extent have we achieved these results? ::: How well are we using our resources? ::: Question 5: What Is Our Plan? ::: What have we learned, and what do we recommend? ::: Where should we focus our efforts? ::: What, if anything, should we do differently? ::: What is our plan to achieve results for the organization? ::: What is my plan to achieve results for my group or responsibility area? ::: Notes ::: Definitions Of Terms ::: Action steps ::: Appraisal ::: Budget ::: Customers ::: Customer value ::: Depth interviews ::: Goals ::: Mission ::: Objectives ::: Plan ::: Results ::: Vision ::: About The Contributors ::: Jim Coffins ::: Philip Kotler ::: Jim Kouzes ::: Judith Rodin ::: V. Kasturi Rangan ::: Frances Hesselbein ::: About the Leader to Leader Institute ::: Acknowledgements ::: Additional Resources ::: Structure of the five most important questions (see third image below for a view of the questioning "brainscape" leading up to conclusions.)
Revised Edition of Management: Tasks, Responsibilities, Practices — Chapter summaries #pdf ::: Contents ::: Peter Drucker’s Legacy by Jim Collins ::: Introduction to the Revised Edition of Management: Tasks, Responsibilities, Practices ::: Preface ::: 1 Introduction: Management and Managers Defined ::: 2 Management as a Social Function and Liberal Art ::: 3 The Dimensions of Management #pdf ::: Part I Management’s New Realities ::: 4 Knowledge Is All ::: 5 New Demographics ::: 6 The Future of the Corporation and the Way Ahead ::: 7 Management’s New Paradigm #mnp ::: Part II Business Performance ::: 8 The #Theory of the Business #pdf ::: 9 The Purpose and #Objectives of a Business #pdf ::: 10 Making the Future Today ::: 11 Strategic Planning: The Entrepreneurial Skill ::: Part III Performance in Service Institutions ::: 12 Managing Service Institutions in the Society of Organizations ::: 13 What Successful and Performing Nonprofits Are Teaching Business ::: 14 The Accountable School ::: 15 Rethinking “Reinventing Government” ::: 16 Entrepreneurship in the Public-Service Institution ::: Part IV Productive Work and Achieving Worker ::: 17 Making Work Productive and the Worker Achieving ::: 18 Managing the Work and Worker in Manual Work ::: 19 Managing the Work and Worker in Knowledge Work ::: Part V Social Impacts and Social Responsibilities ::: 20 Social Impacts and Social Responsibilities ::: 21 The New Pluralism: How to Balance the Special Purpose of the Institution with the Common Good ::: Part VI The Manager’s Work and Jobs ::: 22 Why Managers? ::: 23 Design and Content of Managerial jobs ::: 24 Developing Management and Managers ::: 25 Management by Objectives and Self-Control #pdf ::: 26 From Middle Management to Information-Based Organizations ::: 27 The Spirit of Performance #pdf ::: Part VII Managerial Skills ::: 28 The Elements of Effective Decision Making ::: 29 How to Make People Decisions ::: 30 Managerial Communications ::: 31 Controls, Control, and Management #pdf ::: 32 The Manager and the Budget ::: 33 Information Tools and Concepts ::: Part VIII Innovation and Entrepreneurship ::: 34 The Entrepreneurial Business ::: 35 The New Venture ::: 36 Entrepreneurial Strategies ::: 37 Systematic Innovation Using Windows of Opportunity #woo ::: Part IX Managerial Organization ::: 38 Strategies and Structures ::: 39 Work- and Task-Focused Design ::: 40 Three Kinds of Teams ::: 41 Result- and Relation-Focused Design ::: 42 Alliances ::: 43 The CEO in the New Millennium ::: 44 The Impact of Pension Funds on Corporate Governance ::: Part X New Demands on the Individual ::: 45 Managing Oneself ::: 46 Managing the Boss (The boss list) ::: 47 Revitalizing Oneself—Seven Personal Experiences ::: 48 The Educated Person ::: Conclusion: The Manager of Tomorrow ::: Author’s Note ::: Bibliography ::: Drucker Annotated Bibliography ::: Index continue
Management Cases (Revised Edition) — Preface ::: Foreword: Rigor and Relevance by Warren G. Bennis ::: Part I Management’s New Realities ::: Yuhan-Kimberly’s New Paradigm: Respect for Human Dignity ::: Part II Business Performance ::: What Is OUR Business? (See what exists is getting old) ::: What Is a #Growth Company? ::: Success in the Small Multinational ::: Health Care as a Business ::: Part III Performance in Service Institutions ::: The University Art Museum: Defining Purpose and Mission ::: Rural Development Institute: Should It Tackle the Problem of the Landless Poor in India? ::: The Future of Mt. Hillyer College ::: The Water Museum ::: Should the Water Utility Operate a Museum? ::: Meeting the Growing Needs of the Social Sector ::: The Dilemma of Aliesha State College: Competence versus Need ::: What Are “Results” in the Hospital? ::: Cost Control in the Hospital ::: Part IV Productive Work and Achieving Worker ::: Work Simplification and the Marketing Executive ::: The Army Service Forces ::: How Does One Analyze and Organize Knowledge Work? ::: Can One Learn to Manage Subordinates? ::: How to Staff the Dead-end job? ::: The New Training Director in the Hospital ::: Are You One of “Us” or One of “Them”? ::: Midwest Metals and the Labor Union ::: Safety at Kajak Airbase ::: Part V Social Impacts and Social Responsibilities ::: Corporate Image to Brand Image: Yuhan-Kimberly ::: The Peerless Starch Company of Blair, Indiana ::: Part VI The Manager’s Work and Jobs ::: Alfred Sloan’s Management Style ::: Performance Development System at Lincoln Electric for Service and Knowledge Workers ::: Internal and External Goal Alignment at Texas Instruments ::: Can You Manage Your Boss? ::: Ross Abernathy and the Frontier National Bank ::: The Failed Promotion ::: Part VII Managerial Skills ::: Lyndon Johnson’s Decision ::: The New Export Manager ::: The Insane Junior High School Principal ::: The Structure of a Business Decision ::: The Corporate Control Panel ::: Part VIII Innovation and Entrepreneurship ::: Research Strategy and Business #Objectives ::: Who Is the Brightest Hamster in the Laboratory? ::: Andy Grove of Intel: Entrepreneur Turned Executive ::: The Chardack-Greatbatch Implantable Pacemaker ::: Part IX Managerial Organization ::: The Invincible Life Assurance Company ::: The Failed Acquisition ::: Banco Mercantil: Organization Structure ::: The Universal Electronics Company ::: Research Coordination in the Pharmaceutical Industry ::: The Aftermath of Tyranny ::: What Is the Contribution of Bigness? ::: Part X New Demands on the Individual ::: The Function of the Chief Executive ::: Drucker’s Ideas for School Reform ::: What Do You Want to Be Remembered For? continue
The Ecological Vision — Part One: American Experiences ::: Introduction to Part One ::: The American Genius is Political ::: Calhoun’s Pluralism ::: Henry Ford: The Last Populist ::: IBM’s Watson: Vision for Tomorrow ::: The Myth of American Uniformity ::: Part Two: Economics as a Social Dimension ::: Introduction to Part Two ::: The Economic Basis of American Politics ::: The Poverty of Economic #Theory ::: The Delusion of Profits #profit ::: Schumpeter and Keynes ::: Keynes: Economics as a Magical System ::: Part Three: The Social Function of Management ::: Introduction to Part Three ::: Management’s Role ::: Management: The Problems of Success ::: Social Innovation: Management’s New Dimension ::: Part Four: Business as a Social Institution ::: Introduction to Part Four ::: Can There Be “Business Ethic”? ::: The New Productivity Challenge ::: The Emerging #Theory of Manufacturing ::: The Hostile Takeover and Its Discontents ::: Part Five: Work, Tools, and Society ::: Introduction to Part Five ::: Work and Tools ::: Technology, Science, and Culture ::: India and Appropriate Technology ::: The First Technological Revolution and Its Lessions ::: Part Six: The Information-Based Society ::: Introduction to Part Six ::: Information, Communications, and Understanding ::: Information and the Future of the City ::: The Information-Base Organization ::: Part Seven: Japan as Society and Civilization ::: Introduction to Part Seven ::: A View of Japan through Japanese Art ::: Japan: The Problems of Success ::: Behind Japan’s Success ::: Misinterpreting Japan and the Japanese ::: How Westernized Are the Japanese? ::: Part Eight: Why Society is Not Enough ::: Introduction to Part Eight ::: The Unfashionable Kiekegaard ::: Afterword: Reflections of a Social Ecologist continue
A Functioning Society — This collection presents the full range of Drucker’s thought on community, society, and the political structure, and constitutes an ideal introduction to his work ::: Contents ::: Introduction: Community, Society, Polity Acknowledgments ::: Prologue: What is a Functioning Society? connect #pdf ::: Part 1: Foundations ::: Introduction to Part ::: 1. From Rousseau to Hitler ::: 2. The Conservative Counter Revolution of 1776 ::: 3. A Conservative Approach ::: Part 2: The Rise of Totalitarianism ::: Introduction to Part 2 ::: 4. The Return of Demons 4 ::: 5. The Failure of Marxism ::: Part 3: The Sickness of Government ::: Introduction to Part 3 ::: 6. From Nation-State to Megastate ::: 7. The Sickness-of Government ::: 8. No More Salvation by Society ::: Part 4: The New Pluralism ::: Introduction to Part 4 ::: 9. The New Pluralism ::: 10. Toward a #Theory of Organizations ::: 11. The Society of Organizations ::: Part 5: The Corporation as a Social Institution ::: Introduction to Part 5 ::: 12. The Governance of Corporations ::: 13. The Corporation as a Social Institution ::: 14. The Corporation as a Political Institution ::: Part 6: The Knowledge Society ::: Introduction to Part 6 ::: 15. The New WorldView ::: 16. From Capitalism to Knowledge Society ::: 17. The Productivity of the Knowledge Worker ::: Part 7: The Next Society ::: Introduction to Part 7 ::: 19. The Next Society continue
Post-Capitalist SocietyThe transformation ::: We are living through a sharp transformation ::: Post-capitalist society and post-capitalist polity ::: The shift to the knowledge society ::: Employee society ::: Knowledge work and knowledge worker ::: The “society of organizations” ::: The end of one kind of history: the belief in salvation by society ::: Same forces are making capitalism obsolescent ::: The new society is already here ::: Outflanking the Nation-State ::: The Third World ::: The danger of a tremendous flood of Third World immigrants far beyond their economic, social, or cultural capacity to absorb ::: Society, Polity, Knowledge ::: Nowhere near the end of the turbulences, transformations, the sudden upsets ::: Nothing “post” is permanent or even long-lived ::: Society ::: From Capitalism to Knowledge Society ::: The new meaning of knowledge ::: The industrial revolution ::: The productivity revolution ::: The management revolution ::: From knowledge to knowledges ::: The Society of Organizations ::: The function of organizations ::: To make knowledge productive ::: The more specialized knowledges are, the more effective they will be ::: The characteristics of organizations ::: The organization of the post-capitalist society of organizations is a destabilizer ::: Its function is to put knowledge to work ::: It must be organized for constant change ::: It must be organized for innovation ::: It must be organized for systematic abandonment of … ::: The employee society ::: Labor, Capital, and Their Future ::: If knowledge is the resource of post-capitalist society, what then will be the future role and function of the two key resources of capitalist (and socialist) society, labor and capital? ::: Is labor still an asset? ::: How much labor is needed—and what kind? ::: Capitalism without capitalist ::: The Productivity of the New Work Forces ::: The new challenge facing post-capitalist society is the productivity of knowledge workers and service workers ::: To improve the productivity of knowledge work will require drastic changes ::: Knowledge and service workers account for 3/4 to 4/5 of the work force in all developed countries ::: Their productivity is the productivity of a developed economy ::: Their productivity is abysmally low. And may be going down ::: Improving productivity and the different types of work ::: Service work that is similar in nature to production work (making and moving things) ::: In all other work done by the new work forces ::: Restructuring organizations ::: Improving the productivity of knowledge and service workers will demand fundamental changes in the structure of organizations ::: Re-engineering the team so that work can flow properly will lead to the elimination of most “management layers” ::: Will raise tremendous problems of ::: The case for outsourcing ::: Averting a new class conflict ::: The Responsibility-Based Organizations ::: The society of organizations, the knowledge society demands a responsibility-based organization ::: Polity ::: From Nation-State to Megastate ::: The paradox of the nation-state ::: The dimensions of the Megastate ::: The nanny state ::: The Megastate as master of the economy ::: The fiscal state ::: The cold war state ::: The Japanese exceptions ::: Has the Megastate worked? ::: The pork-barrel state ::: The cold war state—the failure of success ::: Transnationalism, Regionalism, Tribalism ::: Money know no fatherland… ::: … nor does information ::: Transnational needs: the environment ::: Stamping out terrorism ::: Arms control ::: Regionalism: the new reality ::: The return of tribalism ::: The need for roots ::: The Needed Government Turnaround ::: The futility of military aid ::: What to abandon in economic #theory ::: Concentrating on what does work ::: The half-successes: beyond the nanny state ::: Citizenship Through the Social Sector ::: Social needs with grow in two areas ::: The need to “outsource” ::: Patriotism is not enough ::: The need for community ::: The vanishing plant community ::: The volunteer as citizen ::: Knowledge ::: Knowledge: Its Economics and Its Productivity ::: The economics of knowledge ::: The productivity of knowledge ::: The productivity of money ::: The management requirement ::: Only connect … ::: The Accountable School ::: How the Japanese did it ::: The new performance demands ::: Learning to learn ::: The school in society ::: The schools as partners ::: The accountable school ::: The Educated Person ::: Knowledge ::: The shift to the knowledge society therefore puts the person in the center
Managing in a Time of Great Change ::: Preface ::: Interview: The Post-Capitalist Executive +++ $PDF ::: Part I. Management ::: The #Theory of the Business ::: Planning for Uncertainty ::: The Five Deadly Business Sins ::: Managing the Family Business ::: Six Rules for Presidents ::: Managing in the Network Society ::: Part II. The Information-Based Organization ::: The New Society of Organizations ::: Transformations in Western history ::: Current transformation — only world history and world civilization ::: In this society, knowledge is the primary resource ::: The central tensions and issues ::: They will be resolved where they originate: the individual organization ::: Social and community stability vs. organization change (knowledge dynamics) ::: For managers, the dynamics of knowledge impose one clear imperative ::: Equally disruptive is another fact of organizational life ::: The issue of social responsibility is also inherent in the society of organizations ::: Organization has become an everyday term ::: All organizations now say routinely, “People are our greatest asset.” ::: Because the modern organization consists of knowledge specialists ::: The society of organizations is unprecedented in human history ::: There's Three Kinds of Teams ::: The Information Revolution in Retail ::: Be Data Literate; Know What to Know ::: We Need to Measure, Not Count ::: Part III. The Economy ::: Trade Lessons from the World Economy ::: The US. Economy's Power Shift ::: Where the New Markets Are ::: The Pacific Rim and the World Economy ::: China's #Growth Markets ::: The End of Japan, Inc.? ::: A Weak Dollar Strengthens Japan ::: The New Superpower.The Overseas Chinese ::: Part IV. The Society ::: A Century of Social Transformation ::: Introduction ::: The Social Structure and Its Transformations ::: The Rise and Fall of the Blue-Collar Worker ::: The Rise of the Knowledge Worker ::: II. The Emerging Knowledge Society ::: How Knowledges Work ::: The Employee Society ::: What Is an Employee? ::: The Social Sector ::: III. Knowledge Economy and Knowledge Polity ::: School and Education as Society’s Center ::: The Competitive Knowledge Economy ::: How Can Government Function? ::: Conclusion: The Priority Tasks—The Need for Social and Political Innovations ::: It Profits Us to Strengthen Non-profits ::: Knowledge Work and Gender Roles ::: Reinventing Government ::: Can the Democracies Win the Peace? ::: Conclusion > Interview: Managing in a Post-Capitalist Society ::: Acknowledgments continue
Drucker on Asia: A dialogue between Peter Drucker and Isao Nakauchi Preface ::: Part I Times of Challenge ::: 1 The challenges of China ::: 2 The challenges of a borderless world ::: 3 The challenges of the 'knowledge society' ::: 4 The challenges for entrepreneurship and innovation ::: 5 Appendix to Part I: Hanshin-Awaji Earthquake of 1995 ::: Part II Time to Reinvent ::: 6 Reinventing the individual ::: 7 Reinventing business ::: 8 Reinventing society ::: 9 Reinventing government
Innovation and Entrepreneurship ::: From Progress to Innovation #pdf ::: Contents ::: Preface ::: Introduction: The Entrepreneurial Economy ::: I ::: II ::: III ::: IV ::: V ::: The Practice Of Innovation ::: Systematic Entrepreneurship ::: I Who is an entrepreneur? ::: II Tradition economics vs. The Entrepreneur ::: III Should be low risk ::: Purposeful Innovation and the Seven Sources for Innovative Opportunity ::: Source: The Unexpected ::: The Unexpected Success ::: The Unexpected Failure ::: The Unexpected Outside Event ::: Source: Incongruities ::: Incongruous Economic Realities ::: The Incongruity Between Reality And The Assumptions About It ::: The Incongruity Between Perceived And Actual Customer Values And Expectations ::: Incongruity Within The Rhythm Or Logic Of A Process ::: Source: Process Need ::: Source: Industry and Market Structures ::: The Automobile Story ::: The Opportunity ::: When Industry Structure Changes ::: Source: Demographics ::: I ::: II ::: III ::: Source: Changes in Perception ::: “The Glass Is Half Full” ::: The Problem Of Timing ::: Source: New Knowledge ::: The Characteristics Of Knowledge-Based Innovation ::: Convergences ::: What Knowledge-Based Innovation Requires ::: The Unique Risks ::: The Shakeout ::: The Receptivity Gamble ::: The Bright Idea ::: Principles of Innovation ::: I—Brilliant ideas are not innovations ::: The Do’s ::: Purposeful, systematic innovation begins with the #analysis of the opportunities ::: Go out to look, to ask, to listen ::: An innovation, to be effective, has to be simple and it has to be focused ::: Effective innovations start small ::: A successful innovation aims at leadership ::: The Dont’s ::: Don’t try to be clever ::: Don’t diversify, don’t splinter, don’t try to do too many things at once ::: Don’t try to innovate for the future ::: Three Conditions ::: Innovation becomes hard, focused, purposeful work making very great demands on … ::: To succeed, innovators must build on their strengths ::: Innovation always has to be close to the market #horizons ::: The Conservative Innovator ::: The Practice Of Entrepreneurship ::: Entrepreneurial Management ::: The Entrepreneurial Business ::: I (Who innovates?) ::: Entrepreneurial Policies ::: A systematic policy of abandoning whatever is outworn, obsolete, no longer productive ::: Business X-Ray: a tool to find the right questions (#rq) ::: Kami: Gap and Need Analysis ::: An entrepreneurial plan with #objectives and deadlines ::: Summary ::: Entrepreneurial Practices ::: Focusing managerial vision on opportunity ::: What are you doing that explains your success? ::: Ideas from junior people ::: Measuring Innovative Performance ::: Each innovative project: Feedback from results to expectations ::: A systematic review of innovative efforts all together ::: Judging the company’s total innovative performance ::: Structures ::: The entrepreneurial, the new, has to be organized separately from the old and existing ::: Must have a top manager with the specific assignment to work on tomorrow as an entrepreneur and innovator ::: Keep away from it the burdens it cannot yet carry ::: Developing appropriate controls ::: A person or a component group should be held clearly accountable ::: Are all these policies and practices necessary? ::: Staffing ::: The Dont’s ::: The most important caveat is not to mix managerial units and entrepreneurial ones ::: Innovative efforts that take the existing business out of its own field are rarely successful ::: Acquire small entrepreneurial ventures ::: Entrepreneurship in the Service Institution ::: Obstacles to Innovation & some exceptions ::: There are three main reasons why the existing enterprise presents so much more of an obstacle ::: The public-service institution is based on a “budget” rather than being paid out of its results ::: A service institution is dependent on a multitude of constituents ::: Public-service institutions exist after all to “do good.” ::: These are serious obstacles to innovation ::: The most extreme example around these days may well be the labor union ::: The university, however, may not be too different from the labor union ::: There are enough exceptions, even old and big ones, can innovate ::: One Roman Catholic archdiocese in the United States ::: American Association for the Advancement of Science ::: A large hospital on the West Coast ::: Girl Scouts of the U.S. A. ::: Entrepreneurial Policies ::: The public-service institution needs a clear definition of its mission ::: The public-service institution needs a realistic statement of goals ::: Failure to achieve #objectives should be considered an indication that the objective is wrong … ::: Need to build into their policies and practices the constant search for innovative opportunity ::: One catholic archdiocese saw both as opportunities ::: American Association for the Advancement of Science ::: Girl Scouts ::: Even in government ::: The four rules outlined above constitute the specific policies and practices the PSI requires ::: Also needs to adopt those policies and practices that any existing organization requires ::: The Need To Innovate ::: The New Venture ::: The Need For Market Focus ::: Financial Foresight ::: Building A Top Management Team ::: “Where Can I Contribute?” ::: The Need For Outside Advice ::: Entrepreneurial Strategies ::: “Fustest with the Mostest” ::: Being “Fustest With The Mostest” ::: II ::: III ::: “Hit Them Where They Ain’t” ::: Creative Imitation ::: Entrepreneurial Judo ::: Ecological Niches ::: The Toll-Gate Strategy ::: The Specialty Skill ::: The Specialty Market ::: Changing Values and/or Changing Characteristics ::: Creating Customer Utility ::: Pricing ::: The Customer’s Reality ::: Delivering Value To The Customer ::: Conclusion: The Entrepreneurial Society ::: I ::: What Will Not Work ::: The Social Innovations Needed ::: The New Tasks ::: The Individual In Entrepreneurial Society ::: Suggested Readings ::: Index continue
The New Realities The realities ::: “Next century” is already here ::: Are different ::: The toughest problems we face ::: Half-forgotten lessons of the past becoming relevant again ::: This book ::: Attempts to define … that will be realities for years to come ::: Focuses on what to do today ::: Attempts to set the agenda ::: Faulted for ::: Political realities ::: The divide ::: Organizing political principles ::: When the Russian Empire is gone ::: Now that arms are counterproductive ::: Government and political process ::: Government ::: Society and polity has become pluralist ::: The changed demands of political leadership ::: Economy, ecology, and economics ::: Transnational economy ::: Transnational ecology ::: Economic development ::: Economics ::: The new knowledge society ::: The post-business (knowledge) society ::: Two countercultures ::: The information-based organization ::: Management as social function and liberal art ::: The shifting knowledge base ::: Conclusion: New world view: From analysis to perception ::: The mechanical universe ::: A new age is born—A new basic civilization came into being ::: The social impacts of information ::: Organization form and function ::: From analysis to perception
Managing the Nonprofit Organization (Principles and practices) by Peter Drucker ::: Preface ::: NPOs are central to American society and are indeed its most distinguishing feature ::: America’s largest employer ::: 2–3% of GNP. Same as 40 years ago. ::: NPOs “product” is a changed human being ::: NPO ::: Cured patient ::: A child that learns ::: A young man or woman grown into a self-respecting adult ::: A changed human life altogether ::: Business supplies goods and services ::: Has discharged its task when ::: Government … ::: Has discharged its function when its policies are effective ::: Need management so they can concentrate on their mission ::: Work together on their… ::: mission ::: leadership ::: management ::: Need management because they do not have a conventional “bottom line” ::: Need to learn how to use management as their tool lest they be overwhelmed by it ::: There is a “management boom” ::: Little that is so far available to the NPO help them with their leadership and management has been specifically designed for them. Little of it pays any attention to the distinct characteristics of the NPO or to their specific central needs ::: Their mission ::: What are “results” in nonprofit work ::: Strategies required to market their services and obtain the money they need to do their job ::: Challenge of introducing innovation and change in institutions that depend on #volunteers and therefore cannot command ::: The specific human and organizational realities of NPO ::: The very different role that the board plays in the NPO ::: The need to attract volunteers, to develop them and to manage them for performances ::: Relationships with a diversity of constituencies ::: Fund-raising and fund development ::: The problem of individual burnout, which is so acute in NPOs precisely because the individual commitment to them tends to be so intense. ::: Need materials that are specifically developed out of their experience and focuses on their realities and concerns ::: Bob Buford of the Leadership Network ::: Get audio tapes. Leadership and Management in the Nonprofit Institutions (“The Nonprofit Drucker”). ::: NPOs — America’s resounding success in the last 40 years ::: In many ways it is the “#growth industry” of America ::: Health-care institutions ::: Community services ::: Fast growing pastoral churches ::: Hospital ::: Many other NPOs that have emerged as the center of effective social action in a rapidly changing and turbulent America ::: Has become America’s “Civil Society” ::: Face very big and different challenges ::: Convert donors into contributors ::: Need more money to do vital work ::: Giving is necessary above all so that the NPOs can discharge the one mission they all have in common ::: To satisfy the need of the American people for… ::: To make contributors out of donors means that the American people can see what they want to see—or should want to see—when each of us looks at himself or herself in the mirror in the morning: ::: Give community and common purpose ::: People no longer have exposure to community ::: NPOs are the American community ::: The mission comes first (and your role as a leader) ::: The commitment (of the NPO) (What we really believe in.) ::: Introduction ::: NPO exists to bring about change in individuals and in society ::: What missions work and what missions don’t work ::: How to define the mission ::: The ultimate test of the mission is right action ::: The first job of the leader is to think through and define the mission of the institution ::: Setting concrete action goals ::: Workable examples ::: Unworkable examples ::: Has to be operational, otherwise it’s just good intentions ::: Has to focus on what the institution really tries to do ::: Task of the NPO manager is to try to convert the organization’s mission statement into specifics. ::: Common mistake is to make the mission statement into a kind of hero sandwich of good intentions. ::: It has to be simple and clear ::: Have to think through ::: Constantly look at the state-of-the-art ::: Look at the opportunities in the community ::: Things that were of primary importance may become secondary or even totally irrelevant. ::: Watch this constantly ::: Three “musts” of a successful mission ::: Look at strength and performance ::: Look outside at the opportunities, the needs ::: What do we really believe in (committed to) ::: Summary ::: Leadership is a foul-weather job ::: Crisis leadership ::: Depend on a leader when there is a crisis. ::: The problems of success ::: Hard choices ::: Innovation ::: People who will do what the situation calls for (p15). This is effective crisis leadership. ::: How to pick a leader ::: Try to match the strengths of an individual with the needs of the institution ::: Look for integrity or character ::: Mediocrity in leadership shows up almost immediately. ::: Your personal leadership role ::: Have maybe a year to establish yourself ::: The role the leader takes has to fit ::: All of us play roles ::: To work the role the leader takes has to fit in three dimensions ::: Two things to build on ::: No such things as “leadership traits” or “leadership characteristics” ::: Never say “I.” Think “we” and say “we.” ::: You are visible. ::: To every leader there is a season ::: The balance decision ::: One of the key tasks is to balance long range and short range, the big picture and the pesky little details ::: There are always balancing problems in managing nonprofits. This is only one example ::: Balance between concentrating resources on one goal and enough diversification ::: Balance between being too cautious and being rash ::: Timing: expect result too soon or wait too long ::: Opportunity and risk #profit ::: The don’ts of leadership ::: Just announce decision and leave it to everyone else to understand ::: Be afraid of the strengths in your organization ::: Pick your successor alone ::: Hog the credit ::: Knock your subordinates ::: Keep your eye on the task, not on yourself ::: Setting new goals — interview with Frances Hesselbein (Girl Scouts) ::: The Daisy Scout program ::: Only 20% of the councils were enthusiastic about the new program. Another 10% were waiting in the wings ::: Summary #1 ::: Ready but not competent ::: Increase in number of volunteers ::: Deserved and required superior learning opportunities. ::: Summary #2 ::: Minority communities ::: Look at the population projections ::: Most thoughtful kind of planning and including those community leaders in that planning ::: Working on the target of opportunity ::: More than one customer ::: Girls ::: Volunteers ::: General conclusions ::: Carefully construct a marketing plan ::: Understand all the ways there are to reach people and use them ::: Need people in the marketing chain ::: Continuing evaluation ::: What the leader owes — interview with Max De Pree (Herman Miller, Inc. & Fuller Theological Seminary) ::: The leader is indebted to the organization ::: A volunteer nation ::: Owes certain assets ::: People development needs to be oriented primarily toward the person, and not primarily toward the organization. ::: When you take the risk of developing people, the odds are very good that the organization will get what it needs. ::: Building on what people are—not about changing them ::: Goal achievement vs. realization of our potential applies to organizations as well ::: A leader ::: Primarily future-oriented ::: First duty—Define reality ::: Have to deserve the person who works for us ::: They are committed to us by choice ::: Opportunity ::: Young people ::: Building a strong team of colleagues ::: Team held together by a common mission & common vision ::: Understand the task ::: Selecting people ::: Assign the work very clearly with a lot of interaction ::: Agree on what the process is going to be for getting the work done ::: Agree on timetables where those are appropriate ::: We agree on how we’re going to measure performance ::: The way we judge the quality of leadership by the tone of the body ::: Summary ::: Leader as the servant of the organization ::: Indebtness of the leader ::: Summary: The action implications ::: The mission ::: Comes first ::: If you lose sight of your mission, you begin to stumble and it shows very, very fast ::: Needs to be though through. Needs to be changed ::: The mission is always long-range. It needs short-range efforts and very often short-range results. ::: Leadership ::: First task is to make sure that everybody… ::: The leaders’s job ::: Leadership is doing ::: Leadership is also example ::: You are a leader ::: We are creating a society of citizens in the old sense of people who actively work, rather than just passively vote and pay taxes ::: Each is doing a responsible task ::: Tomorrow’s society of citizens. Everybody… ::: Mission and leadership ::: From mission to performance (effective strategies for marketing, innovation, and fund development) ::: Converting good intentions into results ::: Results (Until these things have happened the NPO has had no results; only good intentions) ::: The NPO is not merely delivering a service ::: It wants the end user to be not a user but a doer ::: It uses a service to bring about change in a human being ::: It creates … ::: It attempts to become a part of the recipient ::: NPOs need 4 things ::: Plan (part one) ::: Marketing (this section) ::: People (parts 4 & 5) ::: Money (this section) ::: Strategies that convert the plan into results ::: How do we get our service to the “customer,” that is to the community we exist to serve? ::: How do we market it? ::: How do we get the money we need to provide the service? ::: Marketing in a NPO is quite different from selling ::: More a matter of … ::: Have to know … ::: Selling an intangible ::: Basic strategy tasks ::: Design of the right marketing strategy ::: Fund development strategy ::: Winning strategies ::: Introduction ::: Good intentions don’t move mountains; bulldozers do ::: In the nonprofit management, the mission and the plan—if that’s all there is—are good intentions ::: Strategies are the bulldozers ::: About Strategies. They … ::: Brown University (a marketing strategy) ::: Excellent faculty ::: No distinction ::: Question: What do we have to do to become a leader despite the tough competition? ::: Two focuses (goals) ::: Had strategies for each of these goals ::: Has become the “in” university for bright kids in the East ::: This is almost a textbook case of a successful marketing strategy ::: Improving what we already do well ::: A clear strategy for improving ::: To work systematically on the productivity of the institution ::: Need a strategy for each of the factors of production ::: Need productivity goals—and ambitious ones ::: Constant improvement also includes … ::: Abandoning the things that no longer work ::: The innovation objective ::: Strategy development structure ::: Example: How does a pastor set a strategy? ::: Example: Public library ::: Steps in strategy development ::: Process of strategy development ::: The best example of a winning strategy: The Nature Conservancy ::: Strategy don’ts ::: How to innovate ::: Introduction ::: Refocus and change the organization when you are successful ::: Best rule for improvement strategies is to put your efforts into your successes. ::: Responsibility of top management ::: The search for changes ::: The requirements for successful innovation ::: The common mistakes (In doing anything new) ::: Defining the market — interview with Philip Kotler (Northwestern University) ::: Strategic Marketing for Nonprofit Institutions 4th edition by Philip Kotler ::: Many institutions confuse marketing with hard selling or advertising ::: Most important tasks in marketing ::: Advertising and selling are afterthoughts ::: Marketing is finding needs and filling them. It produces positive value for both parties ::: Marketing starts with customers, or consumers, or groups you want to serve well ::: Selling starts with a set of products you have, and want to push them out into any market you can find ::: But isn’t the need the NPO serve obvious? ::: Many organizations are very clear about the needs they would like to serve, but they often don’t understand these needs from the perspective of the customers. They make assumptions based on their own interpretation of the needs out there ::: Different marketing efforts ::: Money raising ::: Recruiting students ::: Attracting and holding first-rate faculty ::: The problem marketing has to solve ::: How do I get the response I want? ::: The answer marketing gives is that you formulate an offer to put out to the group from which you want a response ::: The process of getting the answer is called exchange thinking ::: Reciprocity and exchange underlie marketing thinking ::: Institutional differentiation ::: Competition Examples ::: How important is it? ::: How do you do it? ::: Marketing is now thought of as a process of segmenting, targeting, and positioning (STP marketing) ::: As opposed to LGD marketing—lunch, golf, and dinner, which has its place ::: Positioning raises the question ::: So most organizations engage in the search for their own uniqueness, what we might call a competitive advantage or advantages ::: First steps in marketing ::: Define its markets, its publics ::: Before you think through the message ::: Church example ::: Market orchestration ::: The mission may well be universal. And yet to be successful … ::: the institution has to ::: This applies to fund-raising ::: Careful identification of the appropriate sources of funds and the giving motives ::: Why does that donor give money? ::: To whom does the donor give money? ::: Consumer research is important in the process of trying to direct your efforts ::: The extent to which a NPO has to mold what they are, do what they can for the market (p 78) ::: Church example ::: “Boutiques” are very successful for NPO ::: Translate boutiques into niches ::: Route of niching versus mass production ::: Do you want to satisfy one type of audience deeply or do you want to satisfy a number of audiences more superficially? ::: Museum example ::: More and more niching ::: We need product differentiation in NPO as much as we need it in business ::: Why does the NPO have to be interested in marketing and have to be engaged in marketing? ::: Is it to be sure that it really fulfills the need? ::: Will it satisfy the customer? ::: Is it to know what it should focus its energies on? ::: What are the real reasons for doing marketing for a nonprofit institutions? ::: Who should really do the marketing job in the NPO? ::: CEO is the CMO ::: Yet the CEO can’t do the marketing ::: The work has to be delegated to someone who is skilled in handling marketing ::: How can we tell whether marketing is making a genuine contribution? ::: Marketing is supposed to build up “share of mind” and “share of heart” for the organization ::: The cost side ::: It is very hard to gauge the impact of marketing without setting #objectives ::: Hospital example ::: Haven’t really gone into marketing in the right order ::: Do some customer research to understand the market you want to serve and its needs ::: Develop segmentation and be aware of different groups that you’re going to be interacting with ::: Develop policies, practices, and programs that are targeted to satisfy those groups ::: Communicate these programs ::: Hospital who resist to the bitter end the kind of communication their market research shows them the public wants ::: How many of the people who come in to have hip replacement can walk after six months. Because not everybody does. If we (see page 83) ::: Adopting marketing ::: NPO with little or no marketing takes 5 to 10 years to really install effective marketing procedures and programs if they’re fully committed to installing them. Many organizations give up after 1–2 years, especially if the early results are so good that they think they are already there. ::: More than a department ::: Everyone in the organization pursuing one goal ::: Getting everyone to understand… ::: Marketing becomes effective when the organization … ::: is very clear about what it wants to accomplish ::: has motivated everyone in the organization to … ::: has taken the steps to implement this vision in a way which ::: Marketing is … ::: the work—and it is work—that brings the needs and wants and values of the customer into conformity with the product and values and behavior of the supplier, of the institution ::: a way to harmonize the needs and wants of the outside world with the purposes and the resources and the #objectives of the institution ::: Building the donor constituency — interview with Dudley Hafner (American Heart Association) ::: Fund development ::: Recognizing that your true potential for #growth and development is the donor, is someone you want to cultivate and bring along with your program ::: Not simply someone to collect this year’s contribution from ::: Reduces the cost of getting the money, when you have a donor base that is already sold ::: You’re going to help them increase their support to the organization ::: Tools used by the local organization ::: Acquaint donors with what you are as an organization ::: What you are trying to get accomplished ::: So they can identify with your goals ::: Need a very clear mission ::: Very clear goals that relate to our mission ::: Process ::: Development means ::: Development requires a long-term strategy (rather than putting together an annual campaign to go out and collect money.) ::: Donor segments ::: Materials / tools for creating constituency ::: Summary ::: Focus your message on what in marketing we would call the values of the potential customers ::: Very clear goals for a marketing campaign in which you market the American Heart Association to potential investors, to people willing to commit themselves, if only in the beginning to a token donation just to get rid of the collector ::: Door to door fund raising ::: Don’t go Sunday afternoon during pro football games ::: How much do you want so I can go back to my TV ::: Ability to answer questions I get ::: Leave material ::: Next year ::: That literature you left was very interesting ::: Last year you gave …; how about 2.5X (or a target goal based on ability) this year? 50% success rate ::: Appeal to the rational in the individual as well as the emotional part of the individual ::: In building local campaigns ::: Think of the person who does door-to-door ::: Opportunity to educate those potential donors about ::: Your greatest opportunity to create a long-term strategy ::: Competition for funds ::: Well ahead of inflation ::: Cannot afford to create a strategy that will cause one of them to do better at the expense of another NPO. ::: Figure out how to get new monies that have not been previously given ::: Have a long-term really positive impact on the good that the NPO are trying to do. ::: Most say “We want people who give to nobody but us” ::: Market research ::: Because we feel a commitment to the volunteers who go out as our ambassadors ::: We give them the best possible materials ::: Kind of knowledge about the market is relevant ::: Asking for a specific gift dramatically improves the return in our campaign ::: Level of income you should give so much ::: They are usually flattered ::: Once a donor has given a gift that falls into the suggested amount they should be cultivated (pay special attention): The long-term strategy of upgrading that gift ::: The long-term strategy of upgrading that gift ::: First target of opportunity ::: Increase the size of the gift you ask for each year form those people who have given the suggested amount. Gently nudges them to a higher level ::: Building the relationship ::: Market research tries to identify ::: Market segmentation ::: Market value expectations ::: Fund development ::: Go where the money is ::: Look upon fund development as an educational campaign ::: Justification for having a broad-based annual campaign ::: Larger givers, you have one strategy and one expectation ::: Smaller givers, another strategy and another expectation ::: Strategy definition ::: Strategy development for a segment ::: Information provided to fund-raisers ::: Emerging for the future (p 95) ::: #Critical factors ::: Volunterism ::: Applies to all NPOs (big & small, local) ::: Summary ::: The central importance of the clear mission ::: The importance of knowing your market, not just in generalities, but in fine detail ::: Enabling those volunteers of yours to do a decent job by giving them the tools that make it almost certain that they can succeed ::: Don’t appeal to the heart alone, and you don’t appeal to the head alone ::: Do you really need volunteers? p97 ::: Computer ::: TV ::: Telemarketing ::: Many organizations facing a crisis ::: When you lose your volunteer base, you lose your constituency, the course of strength and #growth in the organization ::: Technology as a way of helping the volunteers do a more effective job ::: Summary ::: Fund development is people development ::: Both for donors and volunteers ::: You are building … ::: That is the way … ::: It is based on ::: This applies to purely local and small organizations as well ::: Summary: The action implications ::: About strategy ::: Strategy converts mission and #objectives into performance ::: Strategy ends with selling efforts ::: Strategy begins with knowing the market ::: The whole point of strategy is not to look at recipients as people who receive bounty, to whom the nonprofit does good. ::: Three strategies ::: Needs a marketing strategy that integrates the customer and the mission ::: Needs strategies to improve all the time and to innovate ::: Needs a strategy to build its donor base ::: All three strategies begin with research and research and more research ::: Organized efforts to find out ::: The important person to research ::: Training your own people ::: Everyone in the hospital must be patient-conscious. ::: That’s a training job—not just preaching. ::: It isn’t attitude, its behavior ::: Behavior training. This is what you do ::: Train the volunteers (may be even more essential) ::: Need to organize itself to abandon ::: What no longer … ::: If not built in … ::: The question always before the nonprofit executive ::: What should our service do for the customer that is of importance to that customer? ::: Think through how the service should be ::: Nuts and bolts ::: Strategy ::: Begins with the mission ::: Leads to a work plan ::: End with the right tools ::: The last thing to say about strategy that it exploits an opportunity, ::: Strategy ::: Commits the nonprofit executive and the organization to action ::: Its essence is action ::: The tests of strategy are results ::: Begins with needs and ends with satisfaction ::: Managing for performance (how to define it; how to measure it) ::: What is the bottom line when there is no “bottom line”? ::: NPOs tend not to give priority to performance and results ::: Yet performance and results are far more… than in a business ::: important ::: difficult ::: In a business, there is a financial bottom line ::: Profit and loss are not enough by themselves to judge performance #profit ::: but at least they are something concrete ::: A NPO executive faces a risk-taking decision when you try to think through your performance ::: First think through the desired result ::: Then the means of measuring performance and results can be determined ::: How is performance for this institution to be defined? ::: Examples ::: Not enough to say we serve a need. Really good ones create a want. ::: As NPO executive begin to define the performance that makes the mission of their institution operational two common temptations have to be resisted ::: Planning for performance ::: Performance in the NPO must be planned ::: This starts with the mission ::: Then one asks: Who are our constituencies, and what are the results for each of them? ::: Integrating constituency goals into the institution’s mission is almost an architectural process, a structural process. ::: Moral vs. economic causes ::: Illustration ::: Thinking through what results will be demanded of the nonprofit institution can protect it from squandering resources because of confusion between moral and economic causes. ::: NPO — almost impossible to abandon anything ::: Have to distinguish between moral causes and economic causes ::: Have a duty toward its … to allocate its scarce resources for results rather than to squander them on being righteous. ::: NPO are human-change agents ::: Their results are therefore always a change in people—in their… ::: The NPO has to judge itself by its performance in creating ::: NPO need to set specific goals in terms of its service to people ::: NPO needs to constantly raise these goals—or its performance will go down ::: Don’t’s and Do’s — The basic rules (Disregarding them will damage and may even impair performance) ::: The Don’t’s ::: Seeing the institution as an end in itself ::: Feuding and bickering ::: Tolerate discourtesy ::: Do ::: Build the organization around information and communication instead of around hierarchy ::: Delegation ::: Standard setting, placement, appraisal ::: Standards ::: Placement ::: Appraisal ::: The outside focus ::: Force you people, and especially your executives, to be on the outside often enough to know what the institution exists for ::: Get out in the field and actually work there again and again ::: Try to simulate being a customer ::: Don’t let people stay forever in a staff position in the office ::: The effective decision #PDFs ::: Everything comes together in the decision ::: Make or break point of the organization ::: Either make decisions effectively or render themselves ineffective ::: On decisions ::: What is the decision really about? ::: The most important part of the effective decision ::: Very rarely is a decision about what it seems to be about. That’s usually a symptom ::: Examples ::: Opportunity and risk ::: Opportunity: If this works, what will it do for us? ::: Risk ::: The need for dissent ::: They should be controversial ::: Acclamation means that nobody has done the homework ::: What is right? Not who is right? ::: Each see a different reality ::: Instead of arguing what is right, assume that each faction has the right answer. But which question is each trying to answer? ::: Creates mutual respect ::: Honest disagreement ::: Any organization needs a nonconformist ::: Enables NPO to brush aside the unnecessary, the meaningless, the trivial conflict ::: Enable #concentration on the real issues ::: Conflict resolution ::: You use dissent and disagreement to resolve conflict ::: Ask the two most vocal opponents to sit down and work out a common approach ::: Defusing the argument ::: From decision to action ::: Causes for decisions that remain pious intentions ::: Follow up ::: Decisions will turn out to be wrong more often than right. At least they will have to be adjusted ::: How to make the schools accountable — interview with Albert Shanker (American Federation of Teachers) ::: A leader in the crusade to ::: improve performance in the classroom ::: make teachers and schools accountable for performance ::: build the school around the classroom teacher ::: Performance in the school ::: What kind of human being are we trying to produce? ::: Performance dimensions ::: Assess achievement ::: longer range ::: Learning ::: Not memorization & instant forgetting ::: Something that becomes part of you ::: Teaching ::: Should be done on an adult level ::: Public may have given up on many of our public institutions ::: The employees have ::: They are just doing … whether it works or not ::: Summary: the action implications ::: Performance is the ultimate test of any institution ::: Exists for the sake of performance in changing people and society ::: The temptation to downplay results ::: To say … is not enough ::: Wasting resources on non-results ::: Results ::: How well are you doing in terms of the resource you spent? ::: What return do you get? ::: Parable of the Talents in the New Testament: Our job is to invest the resources we have — people and money — where the results are manifold. And that’s quantitative term ::: Kinds of results ::: Defining results in such a way that one can ask ::: Results are always outside the organization, not inside ::: The right allocation of resources to the mission, to goals, to results ::: Start with the mission (That is exceedingly important) ::: What do you want to be remembered for as an organization—but also as an individual? ::: The mission transcends today, but guides today, informs today ::: From the mission, one goes to very concrete goals ::: Only when a nonprofits’s key performance areas are defined can it really set goals ::: In a nonprofit institution, where people want to serve a cause, you always have the challenge of getting people to perform so that they grow on their own terms. They are then accomplished and fulfilled, and that makes its way down to the performance of the organization. ::: Results are achieved by #concentration, not by splintering ::: The courage to say (strength concentration analysis) ::: Need alone does not justify our moving in. We must match our strength, our mission, our concentration, our values ::: Good intentions, good policies, good decisions must turn into effective actions ::: This is what we are here for ::: This is how we do it ::: This is the time span in which we do it ::: This is who is accountable ::: This is the work for which we are responsible ::: The ultimate question, people in NPO should ask again and again, and again (major feedbacks) ::: What should I hold myself accountable for by way of contribution and results? ::: What should this institution hold itself accountable for by way of contribution and results? ::: What should both this institution and I be remembered for? ::: People and relationships (your staff, your board, your volunteers, your community) ::: People decisions (hire, fire, place, promote, develop, teams, personal effectiveness) ::: Introduction ::: People decisions are the ultimate—perhaps the only—control of an organization ::: People determine the performance capacity of an organization ::: No organization can do better than the people it has ::: Can only hope to recruit and hold the common run of humanity (unless it is a very small organization—a string quartet) ::: Effective NPO executive must try to get more out of the people he or she has. ::: The yield from the human resource really determines the organizations performance ::: That’s decided by the basic people decisions ::: The quality of these human decisions largely determines whether … rather than just public relations and rhetoric ::: Rules for making good people decisions (Objective: To place people who perform in assignments that match their strengths) ::: See measuring “Management Performance” ::: Not judges of people ::: A diagnostic process ::: The selection process ::: 90 days later (A reminder) ::: How to develop people ::: Introduction ::: Developing people ::: Building the team ::: The more successful an organization becomes, the more it needs to build teams ::: Teams don’t develop themselves—they require systematic hard work. They require a team approach to management ::: Team Building Process ::: Personal effectiveness on the job ::: Once the right match is made between key activities and strengths. ::: Enable ::: As the organization grows ::: The tough decision ::: A competent staff wherever performance is needed ::: Repotting the bored executive ::: The succession decision (at the top) ::: Most #critical, hardest to undo ::: What not to do ::: Positive ways ::: The key relationships ::: NPOs have a multitude of constituencies and has to work out the relationship with each of them ::: The board ::: To be effective, a NPO needs a strong board, but a board that does the board’s work ::: Board duties ::: Board must ::: CEO ::: A nominating process is the best way to get people on the board. See p 158 ::: Membership on this board in not power, it is responsibility ::: Age limit ::: The badly split board ::: Two-way relationships ::: Only two way relationships work ::: Bringing out problems into the open ::: Relations with the community ::: NPOs serve one specific community interest ::: Have to maintain relations with ::: Not PR (but you need good PR). Requires the service organization live its mission ::: From volunteers to unpaid staff — interview with Father Leo Bartel (Social ministry of the Catholic Diocese) ::: From “helpers” to “colleagues” or “unpaid staff” ::: Now in leadership positions in the Church and in Church work ::: Formal training program ::: Quality control ::: The biggest difficulty in asking people to serve is that they are painfully aware of their lack of experience and lack of preparation ::: We must ::: Management and development of people ::: Inspiration. How to excite and motivate folks who are apathetic ::: Organization: Getting board and council members to do the sort of paperwork, the sort of planning work, they really must do in order to be effective in their roles on councils or boards? ::: Guiding principle you have in managing a heterogeneous group of volunteers, and a rapidly growing one? ::: The effective board — Interview with Dr. David Hubbard (Fuller Theological Seminary) ::: The functions of the board ::: A partnership between the board and the professional staff ::: Organization chart ::: Board’s role ::: Active board members ::: Time commitment ::: Creating the partnership ::: The way the mission of the institution is stated ::: Need people who are open to that mission ::: The investment of the CEO and the staff in servicing the trustees ::: Making the board effective and keeping it effective: A priority task ::: CEO’s two primary areas of service ::: Care for the vice-presidents ::: Care for the trustees ::: Balancing board involvement with the possibility of board meddling ::: Meddling ::: Playing games with the board ::: Don’t ::: Share the bad news first at 110 percent ::: Share the good news at 90 percent ::: No surprises ::: Getting the board to change its position ::: To adopt a change in an old, outmoded, but cherished policy ::: Work for a win situation ::: Try to help the trustees change their minds or to expand their vision without feeling that they are letting go of their cherished goals. ::: Avoiding the board splitting into factions (p 176) ::: Working with outside boards ::: Don’t try to be clever & outsmart them ::: What do we all have in common ::: Summary ::: It is to the benefit of an institution to have a strong board ::: Summary: The action implications ::: Complexity of relationships ::: Paid staff and “volunteers” ::: Donors ::: Board ::: People (volunteers, board, employed staff) need clear assignments for which they themselves take responsibility ::: Need to know what the institution expects of them ::: The responsibility for developing the work plan, the job description, and the assignment should always be on the people who do the work ::: Think through their contribution ::: Evolve by joint discussion ::: Must be information based ::: Structured around information ::: Learning organization? ::: Emphasis on managing people should always be on performance (They owe performance, and the executive owes them compassion.) ::: Must also be compassionate (People work for nonprofits because they believe in the cause) ::: Learning and teaching responsibilities ::: Learning (CEO only?) ::: Aspirations, opportunities, threats, good & bad performance, improvements (for executives) ::: How I help or hamper you? (for executives) ::: May need clear information about the results of your organization’s work ::: Take responsibility for making it easy for people to… ::: Do their work ::: Have results ::: Enjoy their work ::: Make sure that people get results. ::: Developing yourself (as a person, as an executive, as a leader) ::: You are responsible ::: First priority for the NPO executive is to strive for excellence ::: Brings satisfaction & self-respect ::: Workmanship counts ::: Without craftsmanship there is neither ::: Be remembered for being a first-rate … (occupation) ::: Avoid the temptation to just get by and hope nobody notices ::: Self-development ::: Deeply meshed in with… ::: Pay serious attention to self-development — your own and that of everyone in the organization (is not a luxury for NPO executive) ::: Well-run, results-oriented organization ::: The key to building an organization with such a spirit is organizing work so everyone feels essential to a goal they believe in ::: Goal is that everyone work at the equivalent level of a minister in the church ::: The letter ::: To make a difference ::: The person with the most responsibility for an individual’s development is the person himself. ::: Encourage everyone to ask themselves: ::: Creating a record of performance ::: Review what you have done once or twice a year ::: PFD’s review. Focusing on where he can make a difference ::: Making Personal Vision productive ::: Self-development summary ::: Setting an example ::: A constant relationship between the performance and achievement of the leaders, the record setters, and the rest ::: Executives lead by example ::: What do you want to be remembered for? ::: To develop yourself, you have to be doing the right work in the right kind of organization. ::: Where do I belong as a person? Where right becomes wrong ::: “Repotting” yourself ::: Sometimes a change—a big change or a small change—is essential in order to stimulate yourself again. ::: 10–12 years with one organization is enough for many volunteers ::: The switch ::: When you begin to fall into a pleasant routine, its time to force yourself to do something different. ::: “Burnout” often is just boredom ::: Perhaps all that is needed is a small shift ::: The excitement is not the job—it is the result ::: To build learning into your work, and keep it there, build in organized feedback from results to expectations. ::: Summary to this point. It’s up to you to: ::: Manage your job and your career. ::: Doing the right things well ::: Effectiveness ::: Self-renewal ::: Work on your own self-renewal ::: Create the excitement, the challenge, the transformation that makes an old job enriching over and over again ::: Three most common forcing tools for sustaining the process of self-renewal ::: Focus efforts to have the greatest ability for self-renewal. ::: What do you want to be remembered for? ::: Early exposure to the question will make all the difference, although you aren’t likely to really understand that until you are in your forties ::: At age 25, some began trying to answer it, foolishly ::: If you still can’t answer it by the time you’re fifty, you will have wasted your life ::: Keep asking the question over and over ::: Pushes you to see yourself as a different person—the person you can become ::: Nonprofits: the second career — interview with Robert Buford (Leadership network & PFD Foundation for Nonprofit Management) ::: Learning required to make the transition from business to NPO ::: Reallocate sense of identity ::: Same values. But major change in proportions and behavior ::: Real sense of clarity about mission and goals and about what comes first ::: Do same things but to a different purpose and to a different drummer ::: Need self-knowledge ::: Experiences that helped you either to do the right things or avoid doing the wrong ones? ::: An outside interest ::: Avoid becoming a victim of own organization ::: Self-development ::: Stay in touch with your constituency ::: The woman executive in the nonprofit institution — interview with Roxanne Spitzer-Lehmann (St. Joseph Health System) ::: Keeping track of progress ::: List major undertakings that I have to do ::: List things that are in process ::: Differences between NPO & business ::: Bottom line oriented ::: Self-development ::: Developing others ::: Summary: The action implications ::: Joshua Abrams ::: Start all over again ::: I don’t learn anything anymore ::: I’ve done all I can do ::: I’m still young enough so that I understand … and old enough to have experience with most of the things they are going through. ::: I’m no longer young enough… ::: Decide then act two years later ::: You are responsible for allocating your life. Nobody else will do it for you ::: Self development means two things & two quite different tasks: Developing the person. Developing the skill, competence, and ability to contribute. ::: What will you do tomorrow as a result of reading this book? And what will you stop doing? continue
The Definitive Drucker — Endorsements ::: Title and copyright info ::: Contents ::: Foreword by A.G. Lafley Chairman, President, and CEO P&G ::: Introduction ::: A call from Peter Drucker ::: An already full schedule ::: Twenty-first century realities ::: The shaping and creation of this book ::: Peter Drucker’ liberating impact ::: Drucker Ideas ::: Book contents ::: Drucker’s declarations ::: Drucker Philosopy ::: Efficiency vs. Effectiveness ::: On Money ::: On Management ::: On Knowledge ::: On the Individual ::: Doing Business in the Lego World (#wgobcd) ::: The Silent Revolution ::: Embracing The Future ::: The Primacy Of Knowledge ::: The Lego World ::: A New Solution Space ::: Implications For Managers ::: Conclusion ::: The Customer: Joined at the Hip ::: Medtronic ::: Connecting With Your Customer: Four Drucker Questions ::: Who Should Be Considered A Customer? ::: Ideas In Action: Shadow Customers ::: Customer Versus Competitor? ::: Who Is Not Your Customer? ::: Which Of Your Current Noncustomers Should You Be Doing Business With? ::: What Does Your Customer Consider Value? ::: Does Your Customer’s Perception Of Value Align With Your Own? ::: How Do Connectivity And Relationships Influence Value? ::: Which Customer Wants Remain Unsatisfied? ::: What Are Your Results With Customers? ::: How Are Outsiders Measuring And Sharing Results And Information About Your Products And Services? ::: Are You Fully Leveraging The Information Your Results Provide? ::: Are You Honest And Socially Responsible In Presenting Your Results? ::: Does Your Customer Strategy And Your Business Strategy Work Together? ::: Procter & Gamble ::: The Grandfather Of Marketing ::: Conclusion ::: Innovation and Abandonment ::: Creating Your Tomorrow: Four Drucker Questions ::: What Do You Have To Abandon To Create Room For Innovation? ::: If You Weren’t In This Business Today, Would You Invest The Resources To Enter It? ::: What Unconscious Assumptions Limit Your Innovative Thinking? ::: Are Your Highest-Achieving People Assigned To Innovative Opportunities? ::: Do You Systematically Seek Opportunities ::: Do You Look For Opportunities As If Your Survival Depended On It? ::: Are You Looking At The Seven Key Sources Of Opportunities? ::: The Unexpected ::: Industry Disparities across Time or Geography ::: Incongruities ::: Process Vulnerabilities ::: Demographic Changes ::: Perception and Priority Changes That Shift Buying Habits ::: New Knowledge ::: Do You Use A Disciplined Process For Converting Ideas Into Practical Solutions? ::: Do You #Brainstorm Effectively? ::: Do You Match Up Ideas With The Opportunity? ::: Do You Test And Refine Ideas Based On The Market Response? ::: Do You Deliver The Results? ::: Does Your Innovation Strategy Work With Your Business Strategy? ::: What Is Your Company’s Target Role In Defining New Markets? ::: Do Your Opportunities Fit With Your Business Strategy? ::: Are You Allocating Resources Where You Want To Be Making Bets? ::: How Innovation Enables Ge’s Longevity And Valuation ::: Making Innovation Everyone’s Business ::: In Contrast To Ge: Siemens Ag ::: Different Cultures ::: Differing Results ::: Conclusion ::: Collaboration and Orchestration ::: The Power Of Collaboration ::: Collaboration And Orchestration: Three Drucker Questions ::: What Are The Goals Of Your Collaboration? ::: How Should The Collaboration Be Structured? ::: How Can You Orchestrate Your Collaboration to... ::: Create A Living Business Plan ::: Structure Communications For Agile Decision Making ::: Track Progress As Measured By Expected Results ::: In one of our conversations, Bill Pollard ::: Conclusion ::: People and Knowledge ::: Alcoa And People ::: Investing In People And Knowledge: Five Drucker Questions ::: What Is The Task? ::: What Knowledge And Working Style Will Help An Individual Win? ::: Drucker listed five rules for making hiring decisions: ::: Are You Accessing The Full Diversity Of The Population? ::: Is There A Clear Mission And Direction That Builds Commitment? ::: Are People Given Autonomy And Support? ::: Are You Playing To People’s Strengths Rather Than Managing Around Their Problems? ::: Do You Systematically Match Strengths With Opportunities? ::: Do Your Structure And Processes Maximize The Knowledge Worker’s Contribution And Productivity? ::: Do You Systematically Develop Employees? ::: Using Talent Management To Accelerate Strategic Change ::: Background ::: A Changing World ::: Is Knowledge Built Into Your Customer Connection? ::: Is Knowledge Built Into Your Innovation Process? ::: Is Knowledge Built Into Your Collaborations? ::: Is Knowledge Built Into Your People And Knowledge Management? ::: How People Make The Difference At Edward Jones ::: Google’s 10 Golden Rules For Knowledge Workers ::: Conclusion ::: Decision Making: The Chassis That Holds the Whole Together #PDFs ::: Decision Making: The Right Risks ::: Decision Making: Four Drucker Questions ::: Is Action Required? ::: Who Should Make The Decision? ::: What’s The Real Issue? ::: What Specifications Must The Solution Meet? ::: Have You Fully Considered All The Alternative Solutions? ::: Have You Gained Commitment And Capacity Of The Implementers? ::: Do You Have Mechanisms That Provide Tracking And Feedback? ::: The Decision Process ::: How Toyota Gets Its Edge ::: The Origins Of The Toyota Way ::: How Toyota Makes Decisions ::: Do the Homework First ::: Look at All Solutions, Build Consensus among Stakeholders, and Set Sights High ::: Implement Rapidly ::: Decision Making By Alfred Sloan ::: Conclusion ::: The Twenty-First-Century CEO ::: Field Of Vision ::: On my first meeting with Frances Hesselbein ::: The CEO Brand ::: When Frank Weise became the CEO of Cott Beverage ::: Influence On People--Collectively And Individually ::: Each Of Us As CEO ::: Endnotes ::: Books By Peter F. Drucker ::: Acknowledgments continue
And that brought us to management, or what he called “ knowledge-based management.”
He spent the better part of the next two hours defining and pulling this idea apart: the importance of accessing, interpreting, connecting, and translating knowledge.
He spoke about how critical it is to find and manage knowledge in new places like pharmaceutical companies as they move beyond chemistry to nanotechnology and software.
How would this search and application
be choreographed?
Knowledge-based management is also critical to old multinationals like GE as they begin to build infrastructure for the developing countries, with the caveat that they first need to fully understand those countries.
See Anthony Bourdain: Parts Unknown
Essentially, GE has to access information about the developing world and its infrastructure, interpret this information, and connect it with the rest of GE.
The educated person
Drucker commented that #information will be infinite; the only limiting factor will be our ability to process and interpret that information.
That is what he meant when he emphasized the importance of the productivity of the knowledge worker.
Peter had a way of looking at something and teasing out both the positive and the negative.
“On the one hand, it’s important to specialize,” he said.
“On the other hand, it’s dangerous to overspecialize and be isolated.”
The ability to access specializations while cutting across them — that’s what I’d seen at the headquarters of the Myelin Repair Foundation only a few hundred miles away.
Finally, Peter was answering my questions — finding a way to specialize enough, but not too much, and without isolation.
“That,” he said, “is what should keep managers up at night.” continue
Management’s New Paradigm #mnp
The Effective Executive — GETTING THE RIGHT THINGS DONE ::: Preface ::: Introduction: What Makes An Effective Executive? ::: Get The Knowledge You Need ::: Write An Action Plan ::: Act ::: Take responsibility for decisions ::: Take responsibility for communicating ::: Focus on opportunities ::: Make meetings productive ::: Think And Say “We” ::: Rule: Listen first, speak last. ::: Effectiveness can be learned and must be earned ::: 1. Effectiveness Can Be Learned ::: #71 Why We Need Effective Executives ::: Who Is An Executive? ::: Executive Realities ::: The Promise Of Effectiveness ::: But Can Effectiveness Be Learned? ::: 2. Know Thy Time ::: The Time Demands On The Executive ::: Time-Diagnosis ::: Pruning The Time-Wasters ::: Consolidating “Discretionary Time” ::: 3. What Can I Contribute? ::: The Executive’s Own Commitment ::: How To Make The Specialist Effective ::: The Right Human Relations ::: The Effective Meeting ::: 4. Making Strength Productive ::: Staffing From Strength ::: How Do I Manage My Boss? ::: Making Yourself Effective ::: 5. First Things First ::: Sloughing Off Yesterday ::: Priorities And Posteriorities ::: 6. The Elements of Decision-making #PDFs ::: Two Case Studies In Decision-Making ::: The Elements Of The Decision Process ::: 7. Effective Decisions ::: Decision-Making And The Computer ::: Conclusion: Effectiveness Must Be Learned ::: Index continue
The Effective Executive in Action — Contents ::: Foreword ::: Introduction: How to Use The Effective Executive in Action ::: 1 Effectiveness Can Be Learned ::: Introduction ::: Getting the Right Things Done ::: The Authority of Knowledge ::: Executive Realities ::: The Effective Personality ::: 2 Know Thy Time ::: Introduction ::: Time: The Limiting Factor to Accomplishment ::: Time Management: The Three Steps ::: Recording Time ::: Activities Involved in Managing Time ::: Eliminate Time-Wasters ::: Delegate Activities ::: Wasting Time of Other People ::: Prune Activities Resulting from Poor Management ::: Overstaffing ::: Malorganization ::: Malfunction in Information ::: Create and Consolidate Blocks of Discretionary Time ::: Effective Use of Discretionary Time ::: 3 Focus on Contribution ::: Introduction ::: Focus on Contribution: Results, Values, and Developing People ::: Focus on Results ::: Contribution of Knowledge Workers ::: Three Key Performance Areas ::: Direct Results ::: For What Does the Organization Stand? ::: Executive Succession ::: Focus on Contribution and People Development ::: Challenges and Contribution ::: Executive Failure ::: Communicating Knowledge ::: Good Human Relations ::: Communications ::: Teamwork ::: Individual Self-Development ::: Develop Others ::: Make Meetings Productive ::: Effective Meetings ::: 4 Making Strength Productive ::: Introduction ::: Purpose of the Organization ::: Staff from Strength ::: Weaknesses in People ::: Look for Outstanding Strength ::: Make Each Job Demanding and Big ::: Make Weaknesses Irrelevant ::: Jobs Structured to Fit Personalities ::: Decision Steps for Effective Staffing Decisions ::: Think Through the Assignment ::: Consider Several Qualified People ::: Study the Performance Records of Candidates ::: Discuss Candidates with Former Colleagues ::: Appointee Should Understand the Assignment ::: Five Ground Rules for Effective Staffing Decisions ::: Responsibility for Failed Placements ::: Responsibility for Removing Non-Performers ::: Right People Decisions for Every Position ::: A Second Chance ::: Place Newcomers in Established Positions ::: Appraise Based on Strengths ::: Character and Integrity ::: How Do I Manage My Boss? ::: A Boss List ::: Input from Bosses ::: Help Bosses Perform ::: Build on Bosses' Strengths ::: Keep Bosses Informed ::: No Surprises ::: Common Mistakes in Managing the Boss ::: Managing Oneself ::: Steps for Managing Oneself ::: Identify Your Strengths ::: Recognize Your Work Style ::: Determine How to Best Make Your Contribution ::: Take Responsibility for Work Relationships ::: Develop Opportunities for the Second Half of Your Life ::: 5 First Things First ::: Introduction ::: #Concentration ::: Abandonment ::: Where Abandonment Is Always Right ::: An Abandonment Process ::: Concentrate on a Few Tasks ::: Priorities and Posteriorities ::: Postponing the Work of Top Management ::: Deciding on Posteriorities ::: Rules for Priority Setting ::: 6 Effective Decisions ::: Introduction ::: Decision Making ::: Is a Decision Really Necessary? ::: Elements of Effective Decision Making ::: Classifying the Problem ::: Defining the Problem ::: Specifications of a Decision ::: Deciding on What Is Right ::: The Right Compromise ::: Building Action into the Decision ::: Testing the Decision Against Actual Results ::: The Effective Decision ::: Start with Untested Hypotheses ::: Opinions Rather Than Facts ::: Develop Disagreement ::: The Decision ::: Conclusion: Effectiveness Must Be Learned ::: Best Hope to Make Society Productive ::: Authors' Note continue
Managing Oneself — History’s great achievers ::: Learning to manage oneself ::: What Are My Strengths? ::: Feedback analysis ::: Action implications ::: How Do I Perform? ::: Am I a reader or a listener? ::: How do I learn? ::: Alone or with others—in what relationship? ::: Decision maker or advisor ::: What kind of work environment? ::: Conclusion ::: What Are My Values? ::: Where Do I Belong? ::: What Should I Contribute? ::: Responsibility For Relationships ::: Accepting others as individuals ::: Responsibility for communications ::: The Second Half of Your Life ::: The boredom challenge ::: Three ways to develop a second career ::: Starting a new one ::: The parallel career ::: The social entrepreneur ::: Those who manage themselves are the leaders and models for the rest of society ::: Starting early—a prerequisite ::: Serious setbacks—another motivator ::: Summary—A revolution in human affairs ::: About The Author continue
Managing in Turbulent Times — Introduction ::: Managing the Fundamentals which pertain to TODAY's enterprise ::: Introduction ::: Adjusting for Inflation ::: Managing for liquidity & financial strength ::: Managing the productivities of all resources (PIMS) ::: Earning today the cost of staying in business. ::: Managing for TOMORROW ::: Tomorrow is being made today ::: Concentrating resources on results ::: Sloughing off yesterday ::: Managing #Growth ::: Managing Innovation & Change ::: Business Strategies for Tomorrow ::: Management Performance: preparing today's business for the future ::: Managing the Sea-Change : The New Population Structure and the New Population Dynamics ::: Introduction ::: The New Population Realities—Labor forces and customers ::: Institutional affects ::: From "Labor Force" to "Labor Forces" ::: The End of Mandatory Retirement Age ::: The "Double-Headed Monster" ::: Job Needs ::: The Need for Redundancy Planning ::: Managing in Turbulent Environments ::: In three related facets of its environment management faces new realities, challenges, uncertainties ::: Economic ::: Social ::: Political ::: The challenge to Management ::: Management is now being stridently attacked ::: Management will survive ::: Management is the organ of institutions ::: The form which management will take may be quite different tomorrow continue
Toward The Next Economics and other EssaysToward The Next Economics ::: Saving The Crusade: The High Cost Of Our Environmental Future ::: Business & Technology ::: Multinationals & Developing Countries (Myths and Realities) ::: What Results Should You Expect? A User's Guide to MBO ::: The Coming Rediscovery Of Scientific Management ::: The Bored Board ::: After-Fixed Age Retirement Is Gone ::: Science & Industry : Challenges of Antagonistic Interdependence ::: How To Guarantee Non-Performance (Public Service Program) ::: Behind Japan's Success ::: A View of Japan Through Japanese Art
The Changing World of The Executive — A Society of Organizations ::: Executive Agenda ::: Inflation-Proofing the Company ::: A scorecard for managers ::: Helping Small Business Cope ::: Is Executive Pay Excessive? ::: On Mandatory Executive Retirement ::: The Real Duties of A Director ::: The Information Explosion ::: Learning From Foreign Management ::: Business Performance ::: The Delusion of Profits #profit ::: Aftermath of a Go-Go Decade ::: Managing Capital Productivity ::: Six durable Economic Myths ::: Measuring Business Performance ::: Why Consumer's Aren't Behaving ::: Good #Growth and Bad Growth ::: The Re-Industrialization Of America ::: The Danger of Excessive Labor Income ::: The Nonprofit Sector ::: Managing the Nonprofit Institution ::: Managing the Knowledge Worker ::: Meaningful Government Reorganization ::: The Decline of Unionization ::: The Future of Health Care ::: The Professor as Featherbedder ::: The Schools in 1990 ::: People at Work ::: Unmaking the Nineteenth Century ::: Retirement Policy ::: Report on the Class of 68 ::: Meaningful Unemployment Figures ::: Baby Boom Problems ::: Planning for Redundant Workers ::: Job as a Property Right ::: The Changing Globe ::: The rise of Production Sharing ::: Japan's Economic Policy Turn ::: The Battle Over Co-Determination ::: A troubled Japanese Juggernaut ::: India & appropriate Technolgy ::: Toward a New Form of Money? ::: How Westernized Are the Japanese? ::: Needed: A Full-Investment Budget ::: A return to Hard Choices ::: The Matter of Business Ethics continue
Frontiers of Management — The Future is Being Shaped Today ::: Interview ::: Economics ::: The Changed World Economy ::: America's Entrepreneurial Job Machine ::: Why OPEC Had to Fail ::: The Changing Multinational ::: Managing Currency Exposure ::: Export Markets and Domestic Policies ::: Europe's High-Tech Ambitions ::: What We Can Learn from the Germans ::: On Entering the Japanese Market ::: Trade with Japan: The Way It Works ::: The Perils of Adversarial Trade ::: Modern Prophets: Schumpeter or Keynes? ::: People ::: Picking People: The Basic Rules ::: Measuring White Collar Productivity ::: Twilight of the first-Line Supervisor? ::: Overpaid Executives: The Greed Effect ::: Overage Executives: Keeping Firms Young ::: Paying the Professional Schools ::: Jobs and People: The Growing Mismatch ::: Quality Education: The New #Growth Area ::: Management ::: Management: The Problems of Success ::: Getting Control of Staff Work ::: Slimming Management's Midriff ::: The Information-Based Organization ::: Are Labor Unions Becoming Irrelevant ::: Union Flexibility: Why Its Now a Must ::: Management as a Liberal Art ::: The Organization ::: The Hostile Takeover and Its Discontents ::: Five Rules of Successful Acquisitions ::: Innovative Organization ::: The No-#Growth Enterprise ::: Why Automation Pays Off ::: IBM's Watson: Vision for Tomorrow ::: The Lessons of the Bell Breakup ::: Social Needs and Business Opportunities ::: Social Innovation—Management's New Dimension ::: Priorities continue
Peter Drucker On The Profession Of Management Preface The Future That Has Already Happened ::: Introduction Written by Nan Stone ::: Part I The Manager’s Responsibilities ::: The Theory of the Business ::: The Effective Decision ::: How to Make People Decisions ::: The Big Power of Little Ideas ::: The Discipline of Innovation ::: Managing for Business Effectiveness ::: Part II The Executive’s World ::: The Information Executives Truly Need ::: The Coming of the New Organization ::: The New Society of Organizations ::: What Business Can Learn from Nonprofits ::: The New Productivity Challenge ::: Management and the World’s Work ::: The Post-Capitalist Executive: An Interview with Peter F. Drucker by T. George Harris
Managing For The Future — Preface ::: Interview: Notes on the Post-Business Society ::: Economics ::: The futures already around us ::: The poverty of economic theory ::: The transnational economy ::: From world trade to world investment ::: The lessons of the U.S. export boom ::: Low wages: no longer a competitive edge ::: Europe in the 1990s: Strategies for survival ::: U.S.-Japan trade needs a reality check ::: Japan’s great postwar weapon ::: Misinterpreting Japan and the Japanese ::: Help Latin America and help ourselves ::: Mexico’s ace in the hole: the maquiladora ::: People ::: The New Productivity Challenge ::: The mystique of the business leader ::: Leadership: ::: People, work, and the future of the city (Social impacts of information) ::: The fall of the blue-collar worker ::: End work rules and job descriptions ::: Making managers of communist bureaucrats ::: China’s nightmare: ::: Management ::: Tomorrow’s managers: the major trends ::: How to manage the boss ::: What really ails the U.S. auto industry ::: The new Japanese business strategies ::: Manage by walking around—Outside! ::: Corporate culture: Use it, don’t lose it ::: Permanent cost cutting: permanent policy ::: What the nonprofits are teaching business ::: Nonprofit governance: lessons for success (for nonprofits) ::: The Nonprofits’ outreach revolution ::: The organization ::: The governance of corporations ::: Four marketing lessons for the future ::: Tomorrow’s company: dressed for success ::: Company performance: five telltale tests ::: R&D: the best is business driven ::: Sell the mailroom: Unbundling in the’90s ::: The 10 rules of effective research ::: The trend toward alliances for progress ::: A crisis in capitalism: Who’s in charge? ::: The emerging theory of manufacturing ::: Afterword: 1990s and beyond ::: The changing world economy ::: Innovation and entrepreneurship ::: Personal effectiveness continue
#94 Management Challenges for the 21st Century Introduction
Conditions for survival
One thing is certain for developed countries —and probably for the entire world:
We face long years of profound changes. #lter
The Second Curve by Charles Handy
Average life expectancy
of a successful business
The changes are not primarily economic changes.
They are not even primarily technological changes.
… the real pattern of economic activity
larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two
The Forces Creating a New Geography of Opportunity?
Move: The Forces Uprooting Us
They are changes in demographics, in politics, in society, in philosophy and, above all, in #worldview.
... snip, snip...
Thus it can be confidently predicted that a large number of today’s leaders in all areas, whether business, education or health care, are unlikely still to be around thirty years hence, and certainly not in their present form.
... snip, snip...
But to try to anticipate the changes is equally unlikely to be successful.
These changes are not predictable.
The only policy likely to succeed is to try to make the future.
… → continue
Knowledge workers are likely to outlive their employing organization
#hor3 #wlh The actual results of action are not predictable.
Indeed, if there is one rule for action, and especially for institutional action, it is that the expected results will not be attained.
The unexpected is practically certain.
But are the unexpected results deleterious? Read more
The future that has already happened
The unexpected success
Management Challenges for the 21st Century
Introduction
Those who do work on these challenges today, and thus prepare themselves and their institutions for the new challenges, will be the leaders and dominate tomorrow.
Those who wait until these challenges have indeed become “hot” issues are likely to fall behind, perhaps never to recover.
… snip, snip …
These challenges are not arising out of today.
… snip, snip …
In most cases they are at odds and incompatible with what is accepted and successful today.
We live in a period of PROFOUND TRANSITION and the changes are more radical perhaps than even those that ushered in the “Second Industrial Revolution” of the middle of the 19th century, or the structural changes triggered by the Great Depression and the Second World War.
… snip, snip …
For in many cases— … — the new realities and their demands require a REVERSAL of policies that have worked well for the last century and, even more, a change in the MINDSET of organizations as well as of individuals.
Management’s new paradigms #mnp
Strategy: The new certainties
Introduction Why Strategy?
The Collapsing Birthrate
The Distribution of Income
Industries, whether businesses or nonbusinesses, have to be managed differently depending on whether they are #growth industries, mature industries or declining industries
… snip, snip …
In conclusion, institutions—businesses as well as nonbusinesses—will have to learn to base their strategy on their knowledge of, and adaptation to, the trends in the distribution of disposable income and, above all, to any shifts in this distribution. And they need both quantitative information and qualitative #analysis.
Defining Performance
Global Competitiveness
Competition on the roadS ahead : … “One consequence of this is that every business must become globally competitive (#edu #global), even if it manufactures or sells only within a local or regional market. The competition is not local anymore—in fact, it knows no boundaries. . … But in e-commerce there are neither local companies nor distinct geographies. Where to manufacture, where to sell, and how to sell will remain important business decisions. But in another twenty years they may no longer determine what a company does, how it does it, and where it does it” … source
All institutions have to make global competitiveness a strategic goal.
No institution, whether a business, a university or a hospital, can hope to survive, let alone to succeed, unless it measures up to the standards set by the leaders in its field, anyplace in the world.
One implication: It is no longer possible to base a business or a country’s economic development on cheap labor.
However low its wages, a business—except for the smallest and most purely local one, for example, a local restaurant—is unlikely to survive, let alone to prosper, unless its workforce rapidly attains the productivity of the leaders of the industry anyplace in the world.
This is true particularly in manufacturing.
For in most manufacturing industries of the developed world the cost of manual labor is rapidly becoming a smaller and smaller factor—one-eighth of total costs or less.
Low labor productivity endangers a company’s survival.
But low labor costs no longer give enough of a cost advantage to offset low labor productivity.
This (as already said in Chapter One) also means that the economic development model of the 20th century—the model first developed by Japan after 1955 and then successfully copied by South Korea and Thailand—no longer works.
Despite their enormous surplus of young people qualified only for unskilled manual work, emerging countries from now on will have to base #growth either on technological leadership (as did the United States and Germany in the second half of the 19th century), or on productivity equal to that of the world leaders in a given industry, if not on themselves becoming the world’s productivity leaders.
The same is true for all areas: Design, #Marketing, Finance, Innovation—that is, for management altogether.
Performance below the world’s highest standards stunts, even if the costs are very low and even if government subsidies are very high.
And “Protection” no longer protects, no matter how high the custom duties or how low the import quotas.
Still, in all likelihood, we face a protectionist wave throughout the world in the next few decades.
For the first reaction to a period of turbulence is to try to build a wall that shields one’s own garden from the cold winds outside.
But such walls no longer protect institutions—and especially businesses—that do not perform up to world standards.
It will only make them more vulnerable.
The best example is Mexico, which for fifty years from 1929 on had a deliberate policy of building its domestic economy independent of the outside world.
It did this not only by building high walls of protectionism to keep foreign competition out.
it did it—and this was uniquely Mexican in the 20th century world—by practically forbidding its own companies to export.
This attempt to create a modern but purely Mexican economy failed dismally.
Mexico actually became increasingly dependent on imports, both of food and of manufactured products, from the outside world.
It was finally forced to open itself to the outside world, since it simply could no longer pay for the needed imports.
And then Mexico found that a good deal of its industry could not survive.
Similarly, the Japanese tried to protect the bulk of their business and industry by keeping the foreigners out while creating a small but exceedingly competitive number of export industries—and then providing these industries with capital at very low or no cost, thus giving them a tremendous competitive advantage.
That policy too has failed.
The present (1999) crisis in Japan is in large part the result of the failure to make the bulk of Japanese business and industry (and especially its financial industries) globally competitive.
Strategy, therefore, has to accept a new fundamental.
Any institution—and not just businesses—has to measure itself against the standards set by each industry’s leaders anyplace in the world.
The Growing Incongruence Between Economic Reality and Political Reality
The change leader #pdf
One cannot manage change
“One can only be ahead of it.
We do not hear much anymore about “overcoming resistance to change,” which ten or fifteen years ago was one of the most popular topics of management books and management seminars.
Everybody has accepted by now that “change is unavoidable.”
But this still implies that change is like “death and taxes”: It should be postponed as long as possible, and no change would be vastly preferable.
But in a period of upheavals, such as the one we are living in, change is the norm.
To be sure, it is painful and risky, and above all it requires a great deal of very hard work.
But unless it is seen as the task of the organization to lead change, the organization whether business, university, hospital and so on will not survive.
In a period of rapid structural change, the only ones who survive are the Change Leaders.
It is therefore a central 21st-century challenge for management that its organization become a change leader.
A change leader sees change as opportunity.
A change leader looks for change, knows how to find the right changes and knows how to make them effective both outside the organization and inside”
Change policies
 Organized abandonment
Organized improvement
A-10 Warthog → YouTube ::: Wikipedia
Exploiting success
Reports and meetings ::: staffing opportunities
Creating change
The last policy for the change leader to build into the enterprise is a systematic policy of INNOVATION, that is, a policy to create change.
It is the area to which most attention is being given today.
It may, however, not be the most important one—organized abandonment, improvement, exploiting success may be more productive for a good many enterprises.
And without these policies—abandonment, improvement, exploitation—no organization can hope to be a successful innovator.
But to be a successful change leader an enterprise has to have a policy of systematic innovation .
And the main reason may not even be that change leaders need to innovate—though they do.
The main reason is that a policy of SYSTEMATIC INNOVATION produces the mindset for an organization to be a change leader.
It makes the entire organization see change as an opportunity.
 Windows of opportunity #woo
- Unexpected successes ::: unexpected failures ::: unexpected events
- Incongruities
- Process needs
- Changes in industry and market structures
- Changes in demographics
- Changes in meaning and perception
- New knowledge
This requires a systematic policy to look, every six to twelve months, for changes that might be opportunities
The unexpected success was Drucker’s favorite
… but if innovation is based on exploiting what has already happened —in the enterprise itself, in its markets, in knowledge, in society, in demographics and so on—it is far less risky
And this work should be organized as a regular part of every unit within the enterprise, and of every level of management.
Important to harvest and apply Dense reading and Dense listening and Thinking broad and Thinking detailed
What not to do
Piloting
The change leader’s two budgets
Change and continuity
#95 Making the future #mmit #dwrau
“One thing is certain for developed countries—and probably for the entire world:
#lypc We face Long Years of Profound Changes.
Escaping/avoiding the prison of the past #potp
The changes are not primarily economic changes.
They are not even primarily technological changes.
They are changes in demographics, in politics, in society, in philosophy and, above all, in #worldview.
See these
Economic theory and economic policy are unlikely to be effective by themselves in such a period.
And there is no social theory for such a period either.
Only when such a period is over, decades later, are theories likely to be developed to explain what has happened.
But a few things are certain in such a period.
It is futile, for instance, to try to ignore the changes and to pretend that tomorrow will be like yesterday, only more so.
This, however, is the position that existing institutions tend to adopt in such a period—businesses as well as nonbusinesses.
Average life expectancy of a successful business
It is, above all, the policy likely to be adopted by the institutions that were most successful in the earlier period before the changes.
They are most likely to suffer from the delusion that tomorrow will be like yesterday, only more so.
Thus it can be confidently predicted that a large number of today’s leaders in all areas, whether business, education or health care, are unlikely still to be around thirty years hence, and certainly not in their present form. #ptf
But to try to anticipate the changes is equally unlikely to be successful.
These changes are not predictable. #ptf
The only policy likely to succeed is to try to make the future.
Changes of course have to fit the certainties (which this book attempted to outline in the preceding chapter).
Within these restraints, however, the future is still malleable.
It can still be created.
To try to make the future is highly risky.
It is less risky, however, than not to try to make it.
A goodly proportion of those attempting to do what this chapter discusses will surely not succeed.
But, predictably, no one else will.” (survive?)
#dwrau
“And it ought to be remembered
that there is nothing more difficult
to take in hand,
more perilous to conduct,
or more uncertain in its success,
then to take the lead
in the introduction
of a new order of things.”
Niccolò Machiavelli: The Prince
Creativity — making the future II (#mtf #ptf)
“The twenty-first century will surely be one of continuing social, economic, and political turmoil and challenge, at least in its early decades.
The Age of Social Transformations is not over yet.
And the challenges looming ahead may be more serious and more daunting still than those posed by the social transformations that have already happened, the social transformations of the twentieth century” — A Century of Social Transformation
Information challenges
Knowledge worker productivity
Managing oneself (a revolution in human affairs)
Introduction: Tomorrow's "Hot" Issues ::: How to use the book? ::: Management's New Paradigms ::: Introduction: Why Assumptions Matter ::: Management Is Business Management ::: The One Right Organization ::: The One Right Way to Manage People ::: Technologies and End-Users Are Fixed and Given ::: Management's Scope Is Legally Defined ::: Management's Scope Is Politically Defined ::: The Inside Is Management's Domain ::: Conclusion ::: Strategy—The New Certainties ::: Introduction Why Strategy? ::: The Collapsing Birthrate ::: The Distribution of Income ::: Defining Performance ::: Global Competitiveness ::: The Growing Incongruence Between Economic Reality and Political Reality ::: The Change Leader ::: One Cannot Manage Change ::: One can only be ahead of it ::: In a period of rapid structural change, the only ones who survive are the Change Leaders ::: A change leader sees change as opportunity ::: I Change Policies ::: Making an organization more receptive to innovation is not nearly enough to be a change leader ::: To be a change leader requires the willingness and ability to change what is already being done in addition to new and different things ::: It requires policies to make the present create the future ::: Organized Abandonment ::: In three cases the right action is always outright abandonment ::: Abandonment is the right action if a product, service, market or process “still has a few good years of life” ::: “It’s fully written off” ::: The old which is stuntin the new ::: GM & the United Automobile Workers Union (UAW) ::: Abandonment may take different forms ::: In the GM cases ::: The right answer may even be to do more of the same but to do it differently ::: The publishing backlist example ::: How to act on abandonment is thus the second question ::: In a period of rapid change the “How?” is likely to become obsolete faster than the “What?” ::: The change leader must therefore also ask of every product, service, market or process ::: Needs to be asked of both the successful and unsuccessful ... ::: This applies to all areas of the enterprise ::: Distributors and distribution channels ::: American university example ::: HMOs ::: So far, we can only speculate on the impact the Internet will have on distribution ::: American automobile market ::: “To Abandon What” and “To Abandon How” have to be practiced systematically ::: Here is an example of how successful abandonment policies can be organized ::: Organized Improvement ::: Whatever an enterprise does internally and externally needs to be improved systematically and continuously ::: And it needs to be improved at a preset annual rate ::: What constitutes “performance” in a given area? ::: One example ::: What is “quality” in a product? ::: Even more difficult very often is the definition of performance in services ::: Another example: a major commercial bank ::: Continuous improvements in any area eventually transform the operation ::: Exploiting Success ::: Monthly problem report ::: Problems cannot be ignored. ::: An additional “first page” to the monthly report ::: Enterprises that succeed in being change leaders make sure that they staff the opportunities ::: The way to do this ::: Exploit one’s own successes and to build on them ::: The best example, perhaps, is the Japanese company Sony ::: Another example is the medical electronics group of the American General Electric Company ::: Exploitation will, sooner or later, lead to genuine innovation ::: II Creating Change ::: Windows of Opportunity #woo ::: A systematic policy to look, every six to twelve months, for changes that might be opportunities ::: A change in any one of these areas raises the question ::: Innovation can never be risk-free ::: Innovation work should be organized as a regular part of every ... ::: What Not to Do ::: There are Three Traps to avoid ::: Not in tune with the strategic realities discussed in Chapter Two of this book ::: Confuse “novelty” with “innovation.” ::: Confusing motion with action ::: Attempting to reorganize first ::: Reorganization comes after the “what” and the “how” have been faced up to ::: By itself reorganization is just “motion” and no substitute for action ::: Every change leader can expect to fall into one of them—or into all three—again and again ::: There is only one way to avoid them, or to extricate oneself ::: to organize the Introduction of Change, that is, to PILOT ::: III Piloting ::: One cannot market research the truly new ::: Nothing new is right the first time ::: Unexpected everything ::: James Watt steam engine ::: Neither studies nor market research nor computer modeling are a substitute for the test of reality ::: Everything improved or new needs therefore first to be tested on a small scale ::: The way to do this — find a champion ::: This need not even be somebody within the organization ::: If the pilot test is successful ::: The Change Leader's Two Budgets ::: Successful change leadership requires appropriate accounting and budget policies ::: It requires TWO separate budgets ::: In most enterprises ::: The change leader’s first budget is an operating budget ::: And then the change leader has a second, separate budget for the future ::: The most common, but also the most damaging, practice ::: But the right argument is ::: We tend to manage according to the reports we receive and see ::: IV Change and Continuity ::: The traditional institution is designed for continuity ::: Change leaders are, however, designed for change ::: And yet they still require continuity ::: But continuity is equally needed outside the enterprise ::: The enterprise also has to have a “personality” that identifies it among its customers and in its ma ::: Change and continuity are thus poles rather than opposites ::: The more an institution is organized to be a change leader, the more it will need continuity ::: But we do know already a good deal about how to create it ::: One way is to make partnership in change the basis of continuing relationships ::: This is what the Japanese “Keiretsu” has done ::: Economic-Chain Accounting ::: Continuing relationships between manufacturer and distributor ::: Relationships within the enterprise ::: Balancing change and continuity requires continuous work on information ::: More important for these people to get together ::: V Making the Future ::: We face long years of profound changes ::: They are changes in demographics, in politics, in society, in philosophy and, above all, in worldview ::: Theories ::: It is futile, for instance, to try to ignore and pretend ::: But to try to anticipate the changes is equally unlikely to be successful ::: These changes are not predictable ::: The only policy likely to succeed is to try to make the future ::: Within these restraints, however, the future is still malleable ::: Information Challenges ::: Introduction: The New Information Revolution ::: From the "T" to the "I" in "IT" ::: Greatest and earliest impacts on business policy, business strategy and business decisions ::: The revolutionary impacts so far have been where none of us then anticipated them: on OPERATIONS ::: Not one of us, for instance, could have imagined the truly revolutionary software now available to a ::: Not one of us could then have imagined the equally revolutionary software available to today’s surgical residents ::: Half a century ago no one could have imagined ::: The new Information Revolution began in business and has gone farthest in it ::: In education and health care, the emphasis thus will also shift from the “T” in IT to the “I,” as it is shifting in business ::: The Lessons of History ::: History's Lesson for the Technologists ::: The New Print Revolution ::: The Information Enterprises Need ::: From Cost Accounting to Result Control ::: From Legal Fiction to Economic Reality ::: Information for Wealth Creation ::: Foundation Information ::: Productivity Information ::: Competence Information ::: Resource Allocation Information ::: Where the Results Are ::: The Information Executives Need for Their Work ::: Organizing Information ::: No Surprises ::: Going Outside ::: Knowledge-Worker Productivity ::: Introduction ::: The Productivity of the Manual Worker ::: The Principles of Manual-Work Productivity ::: The Future of Manual-Worker Productivity ::: What We Know About Knowledge - Worker Productivity ::: What Is the Task? ::: The Knowledge Worker as Capital Asset ::: The Technologists ::: Knowledge Work as a System ::: But How to Begin? ::: The Governance of the Corporation ::: Managing Oneself ::: Introduction ::: What Are My Strengths? ::: How Do I Perform? ::: Am I a Reader or a Listener? ::: How Do I Learn? ::: What Are My Values? ::: What to Do in a Value Conflict? ::: Where Do I Belong? ::: What Is My Contribution? ::: Relationship Responsibility ::: The Second Half of Your Life ::: There are three answers ::: Start a second and different career ::: The Parallel Career ::: Social entrepreneurs ::: People who manage the "second half" may always be a minority only ::: Begin creating it long before one enters it ::: No one can expect to live very long without experiencing a serious setback ::: A society in which success has become important ::: A revolution in human affairs
The Essential Drucker
Introduction: The Origin and Purpose of The Essential Drucker ::: Purposes ::: Coherent and fairly comprehensive Introduction to Management ::: Overview of works on management ::: Where do I start to read Drucker? ::: Which of his writings are essential? ::: Atsuo Ueda (Japanese friend, translator, editor) ::: Three volumes Japan, Taiwan, China, Korea, Argentina, Mexico, and Brazil ::: Cass Canfield ::: Western audience ::: Growing number of people who, while not themselves executives, have come to see management as an area of public interest ::: An increasing number of students in colleges and universities, while not necessarily management students, see understanding of management as part of a general education ::: A large and rapidly growing number of mid-career managers and professionals who are flocking to advanced-executive programs, both in universities and their employing organizations ::: Sources (original publications) ::: Here, therefore, are the sources in my books for each of twenty-six chapters of the The Essential Drucker: ::: Omits 5 important books: ::: MANAGEMENT ::: Management as Social Function and Liberal Art7 ::: The origins and development of management ::: Management and entrepreneurship ::: The accountability of management ::: What is management? ::: Management as a liberal art ::: The Dimensions of Management ::: Mission ::: Worker achievement ::: Social responsibilities ::: The Purpose and Objectives of a Business ::: The purpose of a business ::: What should our business be ::: Objectives, strategies, resource concentration, work ::: Marketing objectives ::: Innovation objective ::: Resource objectives ::: Productivity objectives ::: The social responsibilities objectives ::: Profit as a need and a limitation ::: What the Nonprofits Are Teaching Business ::: Social Impacts and Social Problems ::: Management's New Paradigms ::: The Information Executives Need Today ::: Management by Objectives and Self-Control ::: Picking People-The Basic Rules ::: The Entrepreneurial Business ::: The New Venture ::: Entrepreneurial Strategies ::: THE INDIVIDUAL ::: Effectiveness Must Be Learned ::: Focus on Contribution ::: Own commitment ::: Contribution of knowledges ::: The right human relations ::: Communications ::: Teamwork ::: Self-development ::: Development of others ::: Know Your Strengths and Values ::: What are my strengths? ::: How do I perform? ::: What are my values? ::: Know Your Time ::: Effective Decisions ::: Process/element ::: Principle based decision needed ::: Boundary conditions ::: What is right ::: Building in the action ::: Feedback ::: Thoughts ::: Opinions rather than facts ::: Develop disagreement ::: Is a decision really necessary? ::: Functioning Communications ::: Communication is perception, expectation, and demand ::: Downward and upward ::: Management by objectives ::: Leadership as Work ::: Work, responsibility and trust earned ::: Principles of Innovation ::: Innovation as a practice ::: The dos ::: The don’ts ::: Three conditions for a successful innovation ::: The conservative innovator ::: The Second Half of Your Life ::: Three answers ::: Revolution for the individuals ::: Transformation of every society ::: The Educated Person ::: At the core of the knowledge society ::: Knowledge society and society of organizations ::: Technes and the educated person ::: To make knowledges the path to knowledge ::: SOCIETY ::: A Century of Social Transformation—(From farmers and domestic servants to) Emergence of Knowledge Society ::: The Coming of Entrepreneurial Society ::: Planning does not work ::: Systematic abandonment ::: A challenge for the individuals ::: Citizenship through the Social Sector (includes the need for community) ::: A “Third Sector” ::: The need for community ::: The volunteer as citizen ::: From Analysis to Perception-The New Worldview ::: ENIAC (1946) began an age in which information will be the organizing principle for work. ::: The social impacts of information ::: Form and function ::: Question of right size for the task and for the ecology. ::: From analysis to perception ::: Information is analytical and conceptual ::: Yet information is the organizing principle of every biological process (life is matter organized by information). Biological process is not analytical—deal with “wholes” ::: In the biological universe perception is at the center. We hear “cat” not “C” “A” “T” ::: Descartes: “I think therefore I am.” “I see therefore I am.” ::: New realities are configurations and call for perception as much as analysis ::: Dynamic disequilibrium of the new pluralisms ::: Multitiered transnational economy and transnational ecology ::: The new archetype of the “educated person” that is so badly needed ::: The shift from a mechanical to a biological universe will eventually require a new philosophical synthesis ::: Afterword: The Challenge Ahead ::: the paradox of rapidly expanding economy and growing income inequality--the paradox that bedevils us now ::: growing health care and education, possibly a shrinking market for goods and services ::: center of power shifting to the consumer--free flow of information ::: knowledge workers—expensive resource ::: governments depending on managers and individuals
Managing in the Next Society (#sda)
Preface
PART I: THE INFORMATION SOCIETY
Beyond the Information Revolution
The Exploding World of the Internet
We need to measure knowledge workers’ productivity (#58 #kwp #sda)
How do we do that?
We begin by asking even lower-level knowledge workers three things:
What are your strengths and what should you put work into?
What should this company expect from you and in what time span?
And what information do you need to do your work and what information do you owe?
I learned this many years ago when I worked with one of the world’s biggest pharmaceutical companies.
A new CEO expected each department head to explain what their function should contribute.
The head of research said, “You can’t measure research.”
So we arranged meetings with eleven to thirteen people at a time, working through the research department.
I asked, “Looking over the last five years, what have you contributed which made a difference?
What do you think you can contribute in the next three years?”
Suppose they’d found some hormonal function that changed our understanding of how the pancreas works.
It might be twenty years, if ever, before that became a product.
However, repeatedly—this was the early 1960s—there’d been important contributions that evaporated.
They didn’t fit the market for pharmaceutical companies or how the medical director saw the company.
So we had to change that.
We brought the medical, marketing, and manufacturing people into what was happening in research.
They doubled the utilization—the yield from research—within five or six years.
What about American health care, which seems mired in contradictions?
It’s no worse than any other country’s.
They’re all bankrupt.
It’ll be a growth sector simply because health care and education together will be 40 percent of the gross national product within twenty years.
Already, they’re at least a third.
Furthermore, as more and more services by government agencies will be outsourced, it will make little difference whether the organization which gets a contract to clean the streets is for profit or not for profit.
It won’t be in the market economy.
If I could voice one comment on your magazine and the present e-commerce and e-business-to-business concern altogether, it’s so far focused on business.
Yet I think the greatest e-commerce impact may be in higher education and health care.
It makes possible a rational restructuring of health care.
Eighty percent of demands in health care require only a nurse-practitioner.
What she needs to know is when to refer a patient to a physician, which largely now can become a matter of using information technology.
I’ve worked with hospitals which are the only ones within two hundred miles.
It’s incredible what a difference information technology has made to them.
Take Grand Junction, Colorado, with thirty-four thousand inhabitants.
Denver and Salt Lake City two sizable cities—are both about two hundred miles away.
Now Grand Junction’s hospital can make a diagnosis of a patient which brings in the University of Colorado medical school in Denver and whatever medical school Salt Lake City has.
That answers that small hospital’s basic problem, which was that they couldn’t build their own specialist center.
Was this that hospital’s only problem?
Could it even be profitable, given that area’s population base?
You may have a million people for whom Grand Junction represents the nearest decent hospital.
I’ve worked with a consortium of twenty-five such hospitals, from West Virginia to Oregon.
Information technology can make them the equivalent of a big-city university hospital.
With that patient with convulsions and vertigo that nobody in Grand Junction can diagnose, for example, now the doctor says, this may be a thyroid problem and we’ll talk to Salt Lake City.
The specialist in Salt Lake City diagnoses a cyst on the thyroid pressing the carotid—this was an actual case—and says, “I’ve done some of those, but my colleague in Denver is better.
Helicopter him there.”
Three days later, the patient is back in Grand Junction.
Thus, in health care, information technology has already made a fabulous impact.
In education, its impact will be greater.
However, attempts to put ordinary college courses on the Internet are a mistake.
Marshall McLuhan was correct.
The medium not only controls how things are communicated, but what things are communicated.
On the Web, you must do it differently.
How so?
You must redesign everything.
Firstly, you must hold students’ attention.
Any good teacher has a radar system to get the class’s reaction, but you don’t have that online.
Secondly, you must enable students to do what they cannot do in a college course, which is go back and forth.
So on-line you must combine a book’s qualities with a course’s continuity and flow.
Above all, you must put it in a context.
In a college course, the college provides the context.
In that on-line course you turn on at home, the course must provide the background, the context, the references.
What about on-line education’s potential in the developing world?
For example, the Indian government has begun a program to put an on-line PC in each village for education.
My prejudices show.
In the early 1950s, President Truman sent me to Brazil to persuade the government there that with the new technology, we could wipe out illiteracy in five years at no cost.
The Brazilian teachers’ union sabotaged it.
We have possessed the technology to eliminate illiteracy for a long time.
Let me point out that the one great achievement of Mao’s government was to eliminate illiteracy in China.
Not by means of a new technology, but a very old one: the student who has learned to read teaches the next one.
Teachers have obstructed this everywhere because it threatens their monopoly.
Yet older students teaching younger students is the quickest way.
It’s what the Chinese have done.
For the first time the great majority of Chinese understand and can speak Mandarin.
You have the country unified not only by script, but by language.
It’s still only 70 percent.
But it was 30 when Mao came in.
We can make the new technology available to the remotest village in the Amazon.
The obstacles are, first, enormous resistance by teachers, who see themselves threatened.
Secondly, it isn’t true that you’ve support for education in every third-world country.
I worked hard in Colombia and helped found the Universidad del Valle in Cali.
We had a very difficult time in those small coffee growing towns because parents expected children to be at work in the fields at age eleven.
In India that’s a great problem.
Moreover, schools are an equalizing force.
That’s a tremendous obstacle in Indian provinces like Orissa, say, where the upper castes would bitterly fight admission of lower-class children.
Let’s return to health care.
Some people insist that market forces can be a cure-all for US. health care.
Given situations like these rural hospitals where little opportunity for profit exists, is that true?
No.
Market forces cannot be the cure-all for health care.
I always put my cards on the table.
I have been the consultant to two major national health care systems.
One for fifty years, one for thirty.
The idea that American health care is in particularly bad shape is nonsense.
They’re all in total disarray.
The reason is that they’re based on the facts of 1900.
The worst is either the German or the Japanese.
As I said, 80 percent of demands on a health care system are routine problems a nurse-practitioner can handle.
You face two issues with a nurse-practitioner.
First, you must ensure she doesn’t go beyond her competence, so you emphasize she should overrefer to the medical center, not underrefer.
The second problem is that a nurse-practitioner doesn’t have the authority to change anybody’s lifestyle.
For three thousand years we’ve built the mystique of the M.D.
When the doctor says you must lose fifteen pounds, and the nurse practitioner says it, you hear something different.
Then there’s the 20 percent of health care which requires modern medicine.
Incidentally, I’m going to shock you.
Medical advances since antibiotics have had no impact on life expectancy.
They are wonderful for tiny groups, but statistically insignificant.
The great changes have been in the workforce.
When I was born, 95 percent of all people worked in manual jobs—most of them dangerous, debilitating jobs.
You’ve heard of Franz Kafka, haven’t you?
Of course.
You know he was a great writer, don’t you?
But Franz Kafka also invented the safety helmet.
He was the great man in factory inspection and workmen’s compensation.
Kafka was the workmen’s compensation-factory safety man for what’s now the Czech Republic, which was Bohemia and Moravia before World War I.
Our next door neighbor was the top workmen’s compensation-factory safety man for Austria.
Kafka was his idol.
When Kafka [was dying] outside of Vienna of throat tuberculosis, Dr. Kuiper—our neighbor—pedaled on his bike at five each morning for two hours to visit the dying Kafka, then took the train to work.
After Kafka’s death, nobody was more surprised than Dr. Kuiper to discover he’d been a writer.
Kafka got the gold medal of, I think, the American Safety Congress for 1912 because as a result of his safety helmet, the steel mills in what is [now] the Czech Republic for the first time killed fewer than twenty-five workers per one thousand a year.
Did you know that Blue Cross and Blue Shield of Massachusetts employs as many people to administer coverage for 2.5 million New Englanders as are employed in Canada to administer coverage for 27 million Canadians?
Yes.
And it isn’t true.
You are comparing…
Apples and oranges?
No.
Apples and beavers.
The Canadian system doesn’t administer health care.
It pays fixed rates, that’s all.
What we do now, the Canadian system doesn’t.
It doesn’t tell any doctor what to do.
It just says, for this you get X dollars in Ontario and Y dollars in Saskatchewan.
Blue Cross—in Massachusetts particularly—is trying to be an HMO: a health care provider, not a health care payer.
The Canadian system is not managed care, it’s managed costs.
What should happen with American health care?
Let me say that if we had listened to Mr. Eisenhower, who wanted catastrophic health care for everybody, we would have no health care problems.
What shut him down, as you may not have heard, was the UAW.
In the 1950s, the only benefit the unions could still promise was company-paid health care.
Under the Eisenhower principle—where for everybody who spent more than 10 percent of their taxable income for health expenditures, government would pay—this would have been eliminated.
So the UAW killed it with help from the American Medical Association.
Still, the AMA wasn’t that powerful.
The UAW was.
You’ve talked about demographic changes, with more old people in the developed nations and more younger people, for the next forty years, in the developing nations.
Do you worry how it will be for the young in a world dominated by the old?
Look.
In the developed countries, with the exception of the U.S. , the number of young people is already going down sharply.
In the U.S. , it will begin diminishing in fifteen or eighteen years.
Since 1700, we’ve tacitly assumed that population grows, and the foundation grows faster than the top.
So this is unprecedented.
We have no idea what it means.
There are indications.
We know that in the Chinese coastal cities, the middle class spends more on the one child they are allowed than they used to spend on all four that they had before.
Those kids are horribly spoiled.
That’s true in this country, too.
When I look at what ten-year-olds expect to own, it’s unthinkable for my generation.
Also, when you say young people, in the developed countries that will mean, very heavily, immigrants, not children.
They’re immigrants, whether a Mexican entering southern California, a Nigerian entering Spain, or a Ukrainian entering Germany.
These will be young, in that the average age of an immigrant into the developed countries is between eighteen and twenty-eight.
They represent a very heavy capital investment in their upbringing, yet aren’t adequately educated.
We don’t know what that means.
Perhaps tremendous additional productive power and tremendous demand for additional educational expenses.
We don’t know, we’ve never been there.
But it is predictable that today’s youth culture will not last forever.
It’s an old insight that the prevailing culture is made by the fastest-growing population group.
That will not be young people.
Why we need effective executives
The following is for topic search: How do we do that?
We begin by asking even lower-level knowledge workers three things:
What are your strengths and what should you put work into?
What should this company expect from you and in what time span?
And what information do you need to do your work and what information do you owe?
What about American health care, which seems mired in contradictions? Hospitals
Furthermore, as more and more services by government agencies will be outsourced, it will make little difference whether the organization which gets a contract to clean the streets is for #profit or not for profit nonprofit.
It won't be in the market economy.
Yet I think the greatest e-commerce impact may be in higher education and health care.
However, attempts to put ordinary college courses on the Internet are a mistake.
Marshall McLuhan was correct.
The medium not only controls how things are communicated, but what things are communicated.
On the Web, you must do it differently.
What about on-line education's potential in the developing world?
That's a tremendous obstacle in Indian provinces like Orissa, say, where the upper castes would bitterly fight admission of lower-class children.
Market forces cannot be the cure-all for health care.
The idea that American health care is in particularly bad shape is nonsense.
They're all in total disarray.
The reason is that they're based on the #facts of 1900.
The worst is either the German or the Japanese.
Medical advances since antibiotics have had no impact on life expectancy.
They are wonderful for tiny groups, but statistically insignificant.
The great changes have been in the workforce.
When I was born, 95 percent of all people worked in manual jobs — most of them dangerous, debilitating jobs.
You've heard of Franz Kafka, haven't you?
The Canadian system doesn't administer health care.
It pays fixed rates, that's all.
What we do now, the Canadian system doesn't.
It doesn't tell any doctor what to do.
It just says, for this you get X dollars in Ontario and Y dollars in Saskatchewan.
So the UAW killed it with help from the American Medical Association
In the developed countries, with the exception of the U.S., the number of young people is already going down sharply.
In the U.S., it will begin diminishing in fifteen or eighteen years.
Since 1700, we've tacitly assumed that population grows, and the foundation grows faster than the top.
So this is unprecedented.
We have no idea what it means.
There are indications.
Also, when you say young people, in the developed countries that will mean, very heavily, immigrants, not children.
They're immigrants, whether a Mexican entering southern California, a Nigerian entering Spain, or a Ukrainian entering Germany.
These will be young, in that the average age of an immigrant into the developed countries is between eighteen and twenty-eight.
They represent a very heavy capital investment in their upbringing, yet aren't adequately educated.
We don't know what that means.
Perhaps tremendous additional productive power and tremendous demand for additional educational expenses.
We don't know, we've never been there.
But it is predictable that today's youth culture will not last forever.
It's an old insight that the prevailing culture is made by the fastest-growing population group.
That will not be young people.
From Computer Literacy to Information Literacy
E-Commerce: The Central Challenge
The New Economy Isn’t Here Yet
The CEO in the New Millennium
PART II: BUSINESS OPPORTUNITIES
Entrepreneurs and Innovation
They’re Not Employees, They’re People
Financial Services: Innovate or Die
Moving Beyond Capitalism?
PART III: THE CHANGING WORLD ECONOMY
The Rise of the Great Institutions
The Global Economy and the Nation-State
It’s the Society, Stupid
On Civilizing the City
PART IV: THE NEXT SOCIETY
The Next Society
The New Demographics
The New Workforce
The Manufacturing Paradox
Will the Corporation Survive?
The Future of Top Management
The Way Ahead
Preface ::: I did once believe in a New Economy ::: Some of the chapters in this book deal with traditional "management" topics ::: All the chapters in this book were written before the terrorist attacks ::: The Information Society ::: Beyond the Information Revolution ::: The Railroad ::: Routinization ::: The Meaning of E-Commerce ::: Luther, Machiavelli, and the Salmon ::: The Gentleman versus the Technologist ::: Bribing the Knowledge Worker ::: The Exploding World of the Internet ::: Giving knowledge workers stock options amounts to nothing more than bribing them ::: I understand you were an investment banker in London ::: So companies can no longer drive knowledge workers with stock options? ::: Important knowledge workers will have to be made full partners ::: We need to measure knowledge workers' productivity ::: What about American health care, which seems mired in contradictions? ::: Was this that hospital's only problem? ::: How so? ::: What about on-line education's potential in the developing world? ::: Let's return to health care ::: Of course ::: Did you know that Blue Cross and Blue Shield of Massachusetts employs ::: Apples and oranges? ::: What should happen with American health care? ::: You've talked about demographic changes, with more old people in the developed nations ::: Today we can buy for $10 a wristwatch ::: Coming to America during the Great Depression ::: These aren't just children of affluence looking for a focus? ::: From Computer Literacy to Information Literacy ::: Most CEOs still believe ::: When we talk about the global economy, I hope nobody believes it can be managed ::: Although this country today has a merchandise trade deficit ::: We need outside information, and we will have to learn ::: Let's take a look at that endangered species, the American department store ::: E-Commerce: The Central Challenge ::: Cars by E-Mail ::: The New Economy Isn't Here Yet ::: Many of the newer Internet companies are struggling to keep their businesses afloat ::: Is it too late to pull out of the tailspin? ::: The argument that many of the start-ups pose is that they are simply buying land while land is cheap ::: Does that ten-year beginnings-to-boom timetable still apply? ::: If so, many new Net companies are stock market gambles, what about the established old-line companies? ::: Is it important to be a multi-brand organization? ::: Are there new metrics for success in an Internet company? ::: What are the most important numbers you'd look at to value a dot-com? ::: What do you think the corporation of the future looks like? ::: Will this ongoing quest for continuing education affect the structure of the corporation? ::: Today you need an organization that is a change leader, not just an innovator ::: An organization should be involved in the process of creative destruction ::: Any thoughts on the Microsoft antitrust trial? ::: The Age of Discontinuity ::: How does one manage successfully in this time of dramatic change? ::: How do you turn transition to an advantage? ::: What do you believe is the future of business on the Internet? ::: The CEO in the New Millennium ::: Transforming Governance ::: New Approaches to Information ::: Command and Control ::: The Rise of Knowledge Work ::: Tying It Together ::: Business Opportunities ::: Entrepreneurs and Innovation ::: Do you agree that we in the United States are the best practitioners of entrepreneurship ::: Who's number one? ::: If Korea is number one, and we're not number two, who is? ::: Okay, so third is still respectable, no? ::: America's entrepreneurial "delusion" is dangerous ::: Why do you think this is happening? ::: Is there any one key to that discipline? ::: The Four Entrepreneurial Pitfalls ::: Are there typical mistakes entrepreneurs make but could avoid? ::: So, often the entrepreneur is actually succeeding but doesn't realize it? ::: Good story, but is the rejection of success really all that common? ::: Why do entrepreneurs reject unexpected success? ::: Why do you think entrepreneurs have such a hard time grasping the concept of cash flow? ::: Why is that? Is it a product of our business schools? ::: And he doesn't see that he's outgrowing his management base ::: What's the one symptom an entrepreneur cannot afford to ignore ::: To really begin to work together as a team? ::: That's a hard decision for an entrepreneur to make, especially if Tom was there at the start ::: If you start out with them, you invariably end up killing yourself and the business ::: Do you think entrepreneurs today are smarter about avoiding the pitfalls ::: Can Large Companies Foster Entrepreneurship? ::: Can large companies really foster entrepreneurship? ::: How was that period of innovation different from today's? ::: What does that mean for entrepreneurship in large companies? ::: But can large companies foster entrepreneurship? ::: What are some examples of companies that have been successful at internal entrepreneurship? ::: The Rise of Social Entrepreneurship ::: Could you step back and summarize your views about social entrepreneurship? ::: You've said that more and more community jobs are being handled by local institutions ::: But so many people in business are leery of nonprofits because they see them as nonprofessional ::: What about innovation and entrepreneurship in government? ::: They're Not Employees, They're People ::: Strangled in Red Tape ::: The Splintered Organization ::: Companies Don't Get It ::: The Key to Competitive Advantage ::: Free Managers—to Manage People ::: Financial Services: Innovate or Die ::: A Wider Transformation ::: Time for Innovations ::: Moving Beyond Capitalism? ::: What is your critique? ::: Have we arrived at mass capitalism or post-capitalism? ::: How does society, then, manage in the long term? ::: Why is the social sector growing in Japan, where the community has been so strong? ::: The size of the social problems means they just can't be taken care of by voluntary associations ::: Why does the US. have such a large and vital third sector when compared to other countries ::: The Asian Crisis ::: On Japan ::: How can Japan as a nineteenth-century European state make it in the hypercompetitive 21st century ::: On China ::: A breakdown of the globalization process? ::: Will technological unemployment … ::: What, then, will be the "basic disturbance" of the twenty-first century as you see it? ::: The Changing World Economy ::: The Rise of the Great Institutions ::: Control over the Fief ::: Needed Autonomy ::: The Global Economy and the Nation-State ::: A True Survivor ::: The Nation-State Afloat ::: Virtual Money ::: Breaking the Rules ::: Selling to the World ::: War After Global Economics ::: It's the Society, Stupid ::: A Heretic's View ::: Descending from Heaven ::: Elites Rule ::: A Policy About Nothing ::: The Social Contract ::: It's the Society, Stupid ::: On Civilizing the City ::: Reality of Rural Life ::: The Need for Community ::: The Only Answer ::: The Next Society ::: The Next Society ::: Knowledge Is All ::: The New Protectionism ::: The Future of the Corporation ::: The New Demographics ::: Needed but Unwanted ::: A Country of Immigrants ::: The End of the Single Market ::: Beware Demographic Changes ::: The New Workforce ::: His and Hers ::: Ever Upward ::: The Price of Success ::: The Manufacturing Paradox ::: Smaller Numbers, Bigger Clout ::: Will the Corporation Survive? ::: Everything in Its Place ::: Knowledge workers provide “capital” just as much as does the provider of money ::: A growing number of people who work for an organization will not be full-time employees ::: The most productive and most profitable way to organize is to disintegrate ::: The customer now has the information ::: There are few unique technologies anymore ::: Who Needs a Research Lab? ::: The Next Company ::: From Corporation to Confederation ::: The Future of Top Management ::: Life at the Top ::: Impossible Jobs ::: The Way Ahead ::: The Future Corporation ::: People Policies ::: Outside Information ::: Change Agents ::: And Then? ::: Big Ideas
The Daily Drucker January ::: Integrity in Leadership ::: Identifying the Future ::: Management Is Indispensable ::: Organizational Inertia ::: Abandonment ::: Practice of Abandonment ::: Knowledge Workers: Asset Not Cost ::: Autonomy in Knowledge Work ::: The New Corporation's Persona ::: Management as the Alternative to Tyranny ::: Management and Theology ::: Practice Comes First ::: Management and the Liberal Arts ::: The Managerial Attitude ::: The Spirit of an Organization ::: The Function of Management Is to Produce Results ::: Management: The Central Social Function ::: Society of Performing Organizations ::: The Purpose of Society ::: Nature of Man and Society ::: Profit's Function ::: Economics as a Social Dimension ::: Private Virtue and the Commonweal ::: Feedback: Key to Continuous Learning ::: Reinvent Yourself ::: A Social Ecologist ::: The Discipline of Management ::: Controlled Experiment in Mismanagement ::: Performance: The Test of Management ::: Terrorism and Basic Trends ::: A Functioning Society ::: February ::: Crossing the Divide ::: Face Reality ::: The Management Revolution ::: Knowledge and Technology ::: Shrinking of the Younger Population ::: The Transnational Company ::: The Educated Person ::: Balance Continuity and Change ::: Organizations Destabilize Communities ::: Modern Organization Must Be a Destabilizer ::: Human Factor in Management ::: Role of the Bystander ::: The Nature of Freedom ::: Demands on Political Leadership ::: Salvation by Society ::: Need for a Harmony of Interests ::: Social Purpose for Society ::: Reinventing Government ::: Reprivatization ::: Management and Economic Development ::: Failure of Central Planning ::: The Pork-Barrel State ::: The New Tasks of Government ::: Legitimacy of the Corporation ::: Governance of the Corporation ::: Balancing Three Corporate Dimensions ::: Defining Business Purpose and Mission ::: Defining Business Purpose and Mission: The Customer ::: Understanding What the Customer Buys ::: March ::: The Change Leader ::: Test of Innovation ::: Knowledge External to the Enterprise ::: In Innovation, Emphasize the Big Idea ::: Managing for the Future ::: Innovation and Risk Taking ::: Creating a True Whole ::: Turbulence: Threat or Opportunity? ::: Organize for Constant Change ::: Searching for Change ::: Piloting Change ::: The Purpose of a Business ::: Converting Strategic Plans to Action ::: Universal Entrepreneurial Disciplines ::: Managing for the Short Term and Long Term ::: Balancing Objectives and Measurements ::: The Purpose of Profit ::: Morality and Profits ::: Defining Corporate Performance ::: A Scorecard for Managers ::: Beyond the Information Revolution ::: Internet Technology and Education ::: The Great Strength of E-Commerce ::: E-Commerce: The Challenge ::: From Legal Fiction to Economic Reality ::: Management of the Multinational ::: Command or Partner ::: Information for Strategy ::: Why Management Science Fails to Perform ::: Nature of Complex Systems ::: From Analysis to Perception ::: April ::: Management as a Human Endeavor ::: The Responsible Worker ::: Spirit of Performance ::: Organizations and Individuals ::: Picking a Leader ::: Qualities of a Leader ::: Base Leadership on Strength ::: Leadership Is Responsibility ::: Absence of Integrity ::: Crisis and Leadership ::: The Four Competencies of a Leader ::: Fake Versus True Leaders ::: Churchill the Leader ::: Alfred Sloan's Management Style ::: People Decisions ::: Attracting and Holding People ::: Picking People: An Example ::: Decision Steps for Picking People ::: Placements That Fail ::: The Succession Decision ::: Sloan on People Decisions ::: A Good Judge of People? ::: The Crucial Promotions ::: Social Responsibility ::: Sloan on Social Responsibility ::: Corporate Greed and Corruption ::: What Is Business Ethics? ::: The Ethics of Social Responsibility ::: Business Ethics ::: Psychological Insecurity ::: May ::: Managing Knowledge Workers ::: The Network Society ::: Global Competitiveness ::: Characteristics of the Next Society ::: The New Pluralism ::: Knowledge Does Not Eliminate Skill ::: A Knowledge Society and Society of Organizations ::: Price of Success in the Knowledge Society ::: The Center of the Knowledge Society ::: Sickness of Government ::: Managing Foreign Currency Exposure ::: The Manufacturing Paradox ::: Protectionism ::: Splintered Nature of Knowledge Work ::: Use of PEOs and BPOs ::: Managing Nontraditional Employees ::: The Corporation as Confederation ::: The Corporation as a Syndicate ::: People as Resources ::: Making Manual Work Productive ::: Productivity of Service Work ::: Raising Service-Worker Productivity ::: Knowledge-Worker Productivity ::: Defining the Task in Knowledge Work ::: Defining Results in Knowledge Work ::: Defining Quality in Knowledge Work ::: Management: A Practice ::: Continuous Learning in Knowledge Work ::: Raise the Yield of Existing Knowledge ::: Rank of Knowledge Workers ::: Post-Economic Theory ::: June ::: Managing Oneself ::: A Successful Information Based Organization ::: The "Score" in InformationBased Organizations ::: Taking Information Responsibility ::: Rewards for Information Specialists ::: Hierarchy Versus Responsibility ::: Sudden Incompetence ::: Self Renewal ::: Individual Development ::: What to Do in a Value Conflict? ::: Place Yourself in the Right Organization ::: Management Education ::: Attracting Knowledge Workers ::: Pension-Fund Shareholders ::: Pension-Fund Regulation ::: Pension-Fund Capitalism ::: Test of Pension-Fund Socialism ::: The Business Audit ::: Inflation Versus Unemployment ::: When Regulation Is Required ::: Work ::: Goal and Vision for Work ::: Self-Governing Communities ::: Civilizing the City ::: Human Dignity and Status ::: Enjoying Work ::: Legitimacy of Management ::: Economic Progress and Social Ends ::: The Social Sector ::: Effective Management of Nonprofits ::: July ::: Theory of the Business ::: Reality Test of Business Assumptions ::: Synergy of Business Assumptions ::: Communicate and Test Assumptions ::: The Obsolete Theory ::: Focus on Excellence ::: Creating Customer Value ::: Identifying Core Competencies ::: Each Organization Must Innovate ::: Exploiting Success ::: Organized Improvement ::: Systematic Innovation ::: Unexpected Success ::: Unexpected Failure ::: Incongruity ::: Process Need ::: Industry and Market Structure ::: Demographics ::: Changes in Perception ::: New Knowledge ::: Innovation in Public-Service Institutions ::: Service Institutions Need a Defined Mission ::: Optimal Market Standing ::: Worship of High Profit Margins ::: Four Lessons in Marketing ::: From Selling to Marketing ::: Cost-Driven Pricing ::: Cost Control in a Stable Business ::: Cost Control in a #Growth Business ::: Eliminating Cost Centers ::: Making Cost-Control Permanent ::: August ::: Diversification ::: Being the Wrong Size ::: #Growth ::: Managing the New Venture ::: Calculated Obsolescence ::: Tunnel-Vision Innovation ::: Social Innovation: The Research Lab ::: Social Innovation: The Lab Without Walls ::: Research Laboratory: Obsolete? ::: The Infant New Venture ::: The Rapidly Growing New Venture ::: Managing Cash in the New Venture ::: Management Team for the New Venture ::: Unrealized Business Potential ::: Finding Opportunities in Vulnerabilities ::: Exploiting Innovative Ideas ::: First with the Most ::: Hitting Them Where They Aren't ::: Entrepreneurial Judo ::: Changing Economic Characteristics ::: Ecological Niche: Tollbooth Strategy ::: Ecological Niche: Specialty Skill Strategy ::: Ecological Niche: Specialty Market ::: Threats to Niche Strategies ::: Able Company: Research Strategy ::: Baker Company: Research Strategy ::: Charlie Company: Research Strategy ::: Success Always Creates New Realities ::: The Opportunity-Focused Organization ::: Finding Opportunity in Surprises ::: Maintaining Dynamic Equilibrium ::: September ::: Know Thy Time ::: Record Time and Eliminate Time Wasters ::: Consolidate Time ::: Practices of Effective Executives ::: Focus on Contribution ::: Performance Appraisals ::: How to Develop People ::: Knowledge Worker as Effective Executive ::: Take Responsibility for Your Career ::: Defining One's Performance ::: Results That Make a Difference ::: Managing Oneself: Identify Strengths ::: Managing Oneself: How Do I Perform? ::: Managing Oneself: What to Contribute? ::: Managing Oneself: Work Relationships ::: Managing the Boss ::: Managing Oneself: The Second Half ::: Managing Oneself: Revolution in Society ::: A Noncompetitive Life ::: Staffing Decisions ::: Widow-Maker" Positions ::: Overage Executives ::: Controls, Control, and Management ::: Controls: Neither Objective nor Neutral ::: Controls Should Focus on Results ::: Controls for Nonmeasurable Events ::: The Ultimate Control of Organizations ::: Harmonize the Immediate and Longrange Future ::: Misdirection by Specialization ::: Compensation Structure ::: October ::: Pursuing Perfection ::: Decision Objectives ::: Decision Making ::: The Right Compromise ::: Building Action into the Decision ::: Organize Dissent ::: Elements of the Decision Process ::: Is a Decision Necessary? ::: Classifying the Problem ::: Defining the Problem: An Example ::: Defining the Problem: The Principles ::: Getting Others to Buy The Decision ::: Testing the Decision Against Results ::: Continuous Learning in Decision Making ::: Placing Decision Responsibility ::: Legitimate Power in Society ::: The Conscience of Society ::: Capitalism Justified ::: Moving Beyond Capitalism ::: The Efficiency of the Profit Motive ::: The Megastate ::: Purpose of Government ::: Government Decentralization ::: Strong Government ::: Government in the International Sphere ::: Needed: Strong Labor Unions ::: Political Integration of Knowledge Workers ::: The Corporation as a Political Institution ::: Converting Good Intentions into Results ::: Fund Development in the Nonprofit ::: Effective Nonprofit Boards of Directors ::: November ::: Organizational Agility ::: Business Intelligence Systems ::: Gathering and Using Intelligence ::: The Test of Intelligence Information ::: The Future Budget ::: Winning Strategies ::: The Failed Strategy ::: Strategic Planning ::: Long-Range Planning ::: How to Abandon ::: Divestment ::: The Work of the Manager ::: Management by Objectives and Self-Control ::: How to Use Objectives ::: The Management Letter ::: The Right Organization ::: Limits of Quantification ::: Hierarchy and Equality ::: Characteristics of Organizations ::: The Federal Principle ::: Federal Decentralization: Strengths ::: Federal Decentralization: Requirements ::: Reservation of Authority ::: Simulated Decentralization ::: Building Blocks of Organization ::: Fundamentals of Communications ::: Rules for Staff Work ::: Rules for Staff People ::: Role of Public Relations ::: Control Middle Management ::: December ::: The Work of the Social Ecologist ::: Turbulent Times Ahead ::: The New Entrepreneur ::: Information on Cost and Value ::: Price-Led Costing ::: Activity Costing ::: Obstacles to Economic Chain Costing ::: EVA as a Productivity Measure ::: Benchmarking for Competitiveness ::: Resource-Allocation Decisions ::: Six Rules of Successful Acquisitions ::: Business Not Financial Strategy ::: What the Acquirer Contributes ::: Common Core of Unity ::: Respect for the Business and Its Values ::: Provide New Top Management ::: Promote Across Lines ::: Alliances for Progress ::: Rules for Successful Alliances ::: The Temptation to Do Good ::: The Whistle-blower ::: Limits of Social Responsibility ::: Spiritual Values ::: Human Existence in Tension ::: The Unfashionable Kierkegaard ::: Return of the Demons ::: Integrating the Economic and Social ::: The Family-Managed Business ::: Rules for the Family Managed Business ::: Innovations for Maximum Opportunities ::: From Data to Information Literacy
The Effective Executive (#59 #worldview #impact)
EFFECTIVENESS: GETTING THE RIGHT THINGS
DONE
Making knowledge productive
To be reasonably effective it is not enough for the individual to be intelligent, to work hard or to be knowledgeable.
Effectiveness is something separate, something different.
Putting knowledge to work
The realities of the executive’s situation
both demand
effectiveness from him
and make effectiveness
exceedingly difficult to achieve.
#60 Executive Realities
Indeed, unless executives work at becoming effective,
the realities of their situation
will push them into futility.
what exists is getting old ↓
Working in the wrong time dimension
Misdirected efforts — three stonecutters
Take a quick look at the realities of a knowledge worker outside an organization to see the problem.
A physician has by and large no problem of effectiveness.
The patient who walks into his office brings with him everything to make the physician’s knowledge effective.
During the time he is with the patient, the doctor can, as a rule, devote himself to the patient.
He can keep interruptions to a minimum.
The contribution the physician is expected to make is clear.
What is important, and what is not, is determined by whatever ails the patient.
The patient’s complaints establish the doctor’s priorities.
And the goal, the objective, is given: It is to restore the patient to health or at least to make him more comfortable.
Physicians (doctors) are not noted for their capacity to organize themselves and their work.
But few of them have much trouble being effective.
The executive in organization is in an entirely different position.
In his situation there are four major realities over which he has essentially no control.
Every one of them is built into organization #pdf and into the executive’s day and work.
The Three Stonecutters
He has no choice but to “cooperate with the inevitable.”
But every one of these realities ↓ exerts pressure toward nonresults and nonperformance.
1. The executive’s time tends to belong to everybody else
2. Executives are forced to keep on “operating” unless they take positive action
The fundamental problem is the reality around the executive.
Unless he changes it by deliberate action, the flow of events will determine what he is concerned with and what he does.
Where do I begin to read Drucker?
Conditions for Survival
3. Being within an “organization” pushes the executive toward ineffectiveness
From Command to Responsibility-based organization
4. Finally, the executive is “within” an organization
Explore → Executive realities
Organizational and executive realities
«§§§»
“Men of high effectiveness are conspicuous by their absence in executive jobs.
High intelligence is common enough among executives.
Imagination is far from rare.
The level of knowledge tends to be high.
But there seems to be little correlation between a man’s #effectiveness and his #intelligence, his imagination, or his knowledge.
Brilliant men are often strikingly ineffectual; they fail to realize that the brilliant insight is not by itself achievement. #intelligence
They never have learned that insights become effectiveness only through hard systematic work.
Conversely, in every organization there are some highly effective plodders.
While others rush around in the frenzy and busyness which very bright people so often confuse with ‘ creativity,’ the plodder puts one foot in front of the other and gets there first, like the tortoise in the old fable.”
Executive realities
The Effective Executive in Action
What executives should remember (Audible)
“Follow effective action with quiet reflection.
From the quiet reflection will come even more effective action.” — Peter Drucker
“Success always obsoletes the very behavior that achieved it.
It always creates new realities.
It always creates, above all, its own and different problems …” continue
“The last twenty years have been very unsettling.
Executives really don’t understand the world they live in” — PFD Forbes
What Makes An Effective Executive?
… a brief introduction from Peter F. Drucker’s work
An effective executive does not need to be a leader in the sense that the term is now most commonly used.
Harry Truman did not have one ounce of charisma, for example, yet he was among the most effective chief executives in US. history.
Similarly, some of the best business and nonprofit CEOs I’ve worked with over a 65-year consulting career were not stereotypical leaders.
They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
They ranged from extroverted to nearly reclusive, from easy-going to controlling, from generous to parsimonious.
What made them all effective is that they followed the same eight practices:
1. They asked, “ What needs to be done? ”
sidebar ↓
“I’ve seen a great many people who are exceedingly good at execution, but exceedingly poor at picking the important things.
They are magnificent at getting the unimportant things done.
They have an impressive record of achievement on trivial matters” — PFD
main brainroad continues ↓
The answer to the question “What needs to be done?” almost always contains more than one urgent task.
But effective executives do not splinter themselves.
They concentrate on one task if at all possible.
If they are among those people—a sizable minority—who work best with a change of pace in their working day, they pick two tasks.
I have never encountered an executive who remains effective while tackling more than two tasks at a time.
Hence, after asking what needs to be done, the effective executive sets priorities and sticks to them.
For a CEO, the priority task might be redefining the company’s mission.
For a unit head, it might be redefining the unit’s relationship with headquarters.
Other tasks, no matter how important or appealing, are postponed.
However, after completing the original top-priority task, the executive resets priorities rather than moving on to number two from the original list.
He asks, “What must be done now?”
This generally results in new and different priorities.
… But Welch also thought through another issue before deciding where to concentrate his efforts for the next five years.
He asked himself which of the two or three tasks at the top of the list he himself was best suited to undertake.
Then he concentrated on that task; the others he delegated.
Effective executives try to focus on jobs they’ll do especially well.
They know that enterprises perform if top management performs—and don’t if it doesn’t.
2. They asked, “What is right for the enterprise?”
Effective executives’ second practice—fully as important as the first—is to ask, “Is this the right thing for the enterprise?”
They do not ask if it’s right for the owners, the stock price, the employees, or the executives.
Of course they know that shareholders, employees, and executives are important constituencies who have to support a decision, or at least acquiesce in it, if the choice is to be effective.
They know that the share price is important not only for the shareholders but also for the enterprise, since the price/earnings ratio sets the cost of capital.
But they also know that a decision that isn’t right for the enterprise will ultimately not be right for any of the stakeholders.
3. They developed action plans.
4. They took responsibility for decisions.
People decisions — the true control of an organization
5. They took responsibility for communicating.
6. They were focused on opportunities rather than problems.
7. They ran productive meetings.
8. They thought and said “we” rather than “I.”
The first two practices gave them the knowledge they needed.
The next four helped them convert this knowledge into effective action.
The last two ensured that the whole organization felt responsible and accountable.
We’ve just reviewed eight practices of effective executives.
I’m going to throw in one final, bonus practice.
This one’s so important that I’ll elevate it to the level of a rule: Listen first, speak last.
Managing the Nonprofit Organization and part-one summary
Beware of good intentions
Managing Service Institutions in the Society of Organizations
Entrepreneurship in the Public-Service Institution
How to guarantee nonperformance
No one can guarantee the performance of a public service program.
But we know how to ensure non-performance with absolute certainty.
Part I : Have a Lofty Objective ::: Try to Do Several Things at Once :::
Believe That "Fat is Beautiful" ::: Don't experiment, be dogmatic :::
Make sure that you will not learn from experience ::: Inability to Abandon :::
Part II : Avoiding These Six Deadly Sins is the Prerequisite for Performance and Results → What Results Should You Expect? — A Users' Guide to MBO :::
Part III : The Lack of Concern With Performance in Public Administration Theory :::
Have a lofty objective = To use such statements as “objectives” thus makes sure that no effective work will be done. For work is always specific, always mundane, always focused. Yet without work there is non-performance. To have a chance at performance, a program needs clear targets, the attainment of which can be measured, appraised, or at least judged.
What results should you expect? — a user’s guide to MBO
Organization actions: creating change to abandonment
Job-holder horizons
StrengthsFinder 2.0
Mojo: How to Get It, How to Keep It, How to Get It Back if You Lose It by Marshall Goldsmith
How to Win Friends & Influence People
Winning: The Answers
#21 #wlh #mwv #mbr #adt
Management #Worldview(s)
From knowledge to knowledgeS
My life as a knowledge worker
JUDGEMENT → Attention-directing frameworks
Worldviews determine the future of the planet
Freedom, power … continue
Most mistakes in THINKING
are mistakes in perception
1. Seeing only part of the picture
2. Jumping to conclusions
3. Misinterpretation caused by feelings
To know something …
one must look at it
from sixteen different angles ↑ ↓ continue
dense reading and dense listening ↑ ↓ plus thinking broad and thinking detailed ↓
JUDGEMENT → Attention-directing frameworks
Management
and
the World’s
Work #pdf continue
#ewtl
Moving Beyond Capitalism?
«§§§»
#50 “None of our institutions
exists by itself and
is an end in itself,”
Drucker wrote in his book Management — Revised Edition
“Every one is an organ of society and
exists for the sake of society.
Business is no exception.
Free enterprise cannot be justified as being good for business;
it can be justified only as
being good for society.” continue ::: #fastp #gfs
Good intentions or untested opinions don’t count
How To Guarantee Non-Performance — lofty goals
The alternative to tyranny
«§§§»
“The failure to understand
the nature, function, and purpose
of business enterprise”
Chapter 9, Management Revised Edition
«§§§»
«§§§»
“The customer never buys ↑ what you think you sell.
And you don’t know it.
That’s why it’s so difficult
to differentiate yourself.” Druckerism
«§§§»
“People in any organization
are always attached to the obsolete —
the things that should have worked
but did not,
the things that once were productive
and no longer are.” Druckerism
«§§§»
“The CEO in the New Millennium” here
«§§§»
#51 Management and Economic Development (#impact #seek)
“Management creates economic and social development.
Economic and social development is the result of management.
It can be said, without too much oversimplification, that there are no “underdeveloped countries.”
There are only “undermanaged” ones. continue
Urban world ↓ ::: Larger view ↓ ::: #evidence-wall
Frontiers of development
This means that management is the prime mover and that development is a consequence.
All our experience in economic development proves this.
Wherever we have only capital, we have not achieved development.
In the few cases where we have been able to generate management energies, we have generated rapid development.
Development, in other words, is a matter of human energies rather than of economic wealth.
And the generation and direction of human energies is THE task of management.” continue
Feb 20 — The Daily Drucker
Post-capitalist executive ↑
… Of course, it is always important to adapt to economic changes rapidly, intelligently, and rationally. (#impact) #mbr #intelligence
But managing implies responsibility
for attempting to shape the economic environment;
for planning, initiating, and carrying through changes in that economic environment;
for constantly pushing back the limitations of economic circumstances on the enterprise’s ability to contribute.
What is #possible — the economist’s “economic conditions”— is therefore only one pole in managing a business.
What is desirable in the interest of economy and enterprise is the other.
And while humanity
can never really “master” the environment,
while we are always held
within a tight vise of #possibilities,
it is management’s specific job
to make what is desirable
first possible
and then actual.
Management is not just a creature of the economy;
it is a creator as well.
And only to the extent
to which it
masters the economic circumstances,
and alters them
by consciously directed action,
does it really manage.
To manage a business
means, therefore,
to manage by objectives #apta #objectives #mbo
→ The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lessons ::: How to guarantee non-performance ::: What Results Should You Expect? — A Users’ Guide to MBO #mbo ::: Search Management, Revised Edition page for “9 The Purpose and Objectives of a Business” ::: #objectives
Chapters 4 - 11, Management, Revised Edition
“Despite all the outpouring of management writing these last twenty-five years, the world of management is still little-explored.
It is a world of issues, but also a world of people.
And it is undergoing rapid change right now.” — Drucker — The Changing World of the Executive
Management Alert: Don’t Reform—Transform! by Michael J. Kami
What need’s doing? ::: How to guarantee non-performance ::: The Five Most Important Questions You Will Ever Ask About Your Nonprofit Organization ::: What Results Should You Expect? — A Users’ Guide to MBO ::: The Wisdom of Peter Drucker ::: Life 2.0 ::: Allocating your life ::: Without an effective mission there will be no results ::: Managing Oneself ← a revolution in human affairs ::: Creating Tomorrow’s Society Of Citizens ::: Managing Service Institutions in the Society of Organizations ::: Entrepreneurship in the Public-Service Institution ::: Purposeful Innovation (try a page search for “purpose” in Innovation and Entrepreneurship )
Why Management Science Fails to Perform
From chapter 40 — The Manager and the Management Sciences
Management: Tasks, Responsibilities, Practices #MTRP
There is one fundamental insight underlying all management science.
It is that the business enterprise is a system of the highest order: a system the parts of which are human beings contributing voluntarily of their knowledge, skill, and dedication to a joint venture.
And one thing characterizes all genuine systems, whether they be mechanical, like the control of a missile, biological like a tree, or social like the business enterprise: it is interdependence.
The whole of a system is not necessarily improved if one particular function or part is improved or made more efficient.
In fact, the system may well be damaged thereby, or even destroyed.
In some cases the best way to strengthen the system may be to weaken a part — to make it less precise or less efficient.
For what matters in any system is the performance of the whole; this is the result of growth and of dynamic balance, adjustment, and integration rather than of mere technical efficiency.
Primary emphasis on the efficiency of parts in management science is therefore bound to do damage.
It is bound to optimize precision of the tool at the expense of the health and performance of the whole.
(That the enterprise is a social rather than a mechanical system makes the danger all the greater, for the other parts do not stand still.
They either respond so as to spread the maladjustment throughout the system or organize for sabotage.)
But when we look at the actual work done by management scientists in business, we find little that live up to the basic insight with which management science starts out.
The bulk of the work done so far concerns itself with the sharpening of already existing tools for specific technical functions — such as quality control or inventory control, warehouse location or freight-car allocation, machine loading, maintenance scheduling, or order handling.
A good deal of the work is little more than a refinement of industrial engineering, cost accounting, or procedures analysis.
Some, though not very much, attention has been given to the analysis and improvement of functional efforts — primarily those of the manufacturing function but also, to some extent, of marketing and of money management.
But there has been little work, little organized thought, little emphasis on managing an enterprise — on the risk making, risk-taking, decision-making job.
«§§§»
DESPITE its crucial importance, its high visibility and its spectacular rise, management is the least known and the least understood of our basic institutions.
Even the people in a business often do not know what their management does and what it is supposed to be doing, how it acts and why, whether it does a good job or not.
Indeed, the typical picture of what goes on in the “front office” or on “the fourteenth floor” in the minds of otherwise sane, well-informed and intelligent employees (including, often, people themselves in responsible managerial and specialist positions) bears striking resemblance to the medieval geographer’s picture of Africa as the stamping ground of the one-eyed ogre, the two-headed pygmy, the immortal phoenix and the elusive unicorn.
Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
The really important things are said over cocktails and are never done. (calendarize this?)
Management by objective works – if you know the objectives. Ninety percent of the time you don’t.
Objectives are not fate; they are direction. They are not commands; they are commitments. They do not determine the future; they are means to mobilize the resources and energies of the business for the making of the future.
People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.
That people even in well paid jobs choose ever earlier retirement is a severe indictment of our organizations — not just business, but government service, the universities. These people don’t find their jobs interesting. (calendarize this?)
Few top executives can even imagine the hatred, contempt and fury that has been created — not primarily among blue-collar workers who never had an exalted opinion of the ‘bosses’ — but among their middle management and professional people.
The individual is the central, rarest, most precious capital resource of our society.
The subordinate’s job is not to reform or re-educate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual. (To calendarize this see chapter 46 in Management, Revised Edition)
What then is management: What does it do?
«§§§»
To make our institutions perform responsibly, autonomously, and on a high level of achievement is thus the only safeguard of freedom and dignity in the pluralist society of institutions.
But it is managers and management that make institutions perform.
Performing, responsible management is the alternative to tyranny and our only protection against it.
Management is work, and as such it has its own skills, its own tools, its own techniques.
A good many skills, tools, and techniques are discussed in this book, a few in some detail.
But the stress is not on skills, tools, and techniques.
It is not even on the work of management.
It is on the tasks.
For management is the organ, the life-giving, acting, dynamic organ of the institution it manages.
Without the institution, e. g., the business enterprise, there would be no management.
But without management there would also be only a mob rather than an institution.
The institution, in turn, is itself an organ of society and exists only to contribute a needed result to society, the economy, and the individual.
A Functioning Society
Organs, however, are never defined by what they do, let alone by how they do it.
They are defined by their contribution.
Most books on management are books on the work of management.
They look at management from the inside.
This book starts with the tasks.
It looks at management first from the outside and studies the dimensions of the tasks and the requirements in respect to each of them (Part One).
Only then (in Part Two) does it turn to the work of the organization and the skills of management, and (in Part Three) to top management, its tasks, its structures, and its strategies. continue
«§§§»
“Management, in most business schools, is still taught as a bundle of techniques, such as the technique of #budgeting.
To be sure, management, like any other work, has its own tools and its own techniques.
But just as the essence of medicine is not the urinalysis, important though it is, the essence of management is not techniques and procedures.
The essence of MANAGEMENT is to make knowledge productive.
Knowledge: Its Economics and Its Productivity
Find “Knowledge worker productivity” on Management Challenges for the 21st Century contents page for context
Knowledge worker productivity — the new productivity challenge.
also see chapters 18 and19 in Management, Revised Edition and these notes
From Knowledge To KnowledgeS
Management, in other words, is a social function.
And in its practice, management is truly a “ liberal art.”” different view
back to Management Worldviews
«§§§»
#85 “The human being has multiple characteristics and dimensions.
People are not only biological and physiological beings but also social, spiritual, and moral beings.
Individuals hold worldviews,
beliefs about
the purpose of existence,
who they must ultimately answer to,
and what they are responsible for.
A person at work
is still a biological person
and a spiritual person,
and these dimensions combine
to guide her or his actions
throughout the day.
Management involves
an acknowledgment of
the multiple dimensions
of human beings.
Crucial, therefore, to understanding Drucker’s methodology
as a social ecologist
is grasping his assumptions
about the fundamental nature of the human being.
As discussed in Chapter 1,
Drucker was so profoundly influenced by Kierkegaard
that he came to the same realization about human existence
as the Danish philosopher:
it is an existence in tension.
It consists of existence
in time — that is in society —
and in eternity where society is no longer relevant.
God is outside of time
and is eternal,
as is the soul of the individual.
Therefore, a true ecology of human-made existence
must take into account
the question of the existence of God
in order for man
to “fly right-side up.” source
«§§§»
“Implicit in this is that different groups in the work population have to he managed differently, and that the same group in the work population has to be managed differently at different times.
Being prepared for what comes next
Increasingly, employees have to be managed as partners — and it is the definition of a partnership that all partners are equal.
It is also the definition of a partnership that partners cannot be ordered.
They have to be persuaded.
Increasingly, therefore, the management of people is a marketing job.
And in marketing one does not begin with the question, “What do we want?”
One begins with the question, “What does the other party want?
What are its values?
What are its goals?
What does it consider results?”
«§§§»
“For almost nothing in our educational systems
prepares people
for the reality
in which they will live, work,
and become #effective” —
Druckerism and intellectual capitalist #lms #education
How could an education system prepare us
for unknown and unpredictable future #realitieS?
Topics in books by Walter Wriston ::: Transnational/Tribal
A Century of Social Transformation
«§§§»
Thinking … the most fundamental,
the most important aspect of life,
the basis for everything
is totally neglected …
School : no thinking subject —
Book store : no thinking category
Universities : no thinking faculty
and zero #possibility thinking
What about critical thinking?
— Edward de Bono
#86 The Management Revolution #mbr
#know2
Management and the World’s Work #pdf
From Post-Capitalist Society — “When I decided …”
“The change in the meaning of knowledge that began two hundred fifty years ago has transformed society and economy. History of the World in Two Hours
A new view — the knowledge we now …
Formal knowledge is seen as both the key personal and the key economic resource.
From knowledge to knowledgeS
In fact, knowledge is the only meaningful resource today.
The traditional “factors of production” — land (i. e., natural resources), labor, and capital — have not disappeared, but they have become secondary.
They can be obtained and obtained easily, provided there is knowledge.
And knowledge in this new sense means
knowledge as a utility,
knowledge as the means
to obtain social and economic results.
Aim high
These developments, whether desirable or not, are responses to
an irreversible change:
knowledge is now being applied to knowledge.
This is the third and perhaps the ultimate step in the transformation of knowledge.
Supplying knowledge
to find out how
existing knowledge
can best be applied
to produce results
is, in effect,
what we mean by
management.
But knowledge is now
also
being applied
systematically and purposefully
to define
what new knowledge is needed,
whether it is feasible,
and what has to be done
to make knowledge effective.
It is being applied,
in other words,
to systematic innovation ↓. purposeful innovation
Picture technology: larger view ↑
This third change in the dynamics of knowledge can be called the “Management Revolution.”
Like its two predecessors — knowledge applied to tools, processes, and products, and knowledge applied to human work — the Management Revolution has swept the earth.
It took a hundred years, from the middle of the eighteenth century to the middle of the nineteenth century, for the Industrial Revolution to become dominant and worldwide.
Management and the World's Work #pdf
It took some seventy years, from 1880 to the end of World War II, for the Productivity Revolution to become dominant and world-wide.
It has taken less than fifty years — from 1945 to 1990— for the Management Revolution to become dominant and worldwide.
The Practice of Management
Most people when they hear the word “management” still hear “business management.”
Management did indeed first emerge in its present form in large-scale business organizations.
When I began to work on management some fifty years ago, I too concentrated on business management
But we soon learned that management is needed in all modern organizations
In fact, we soon learned that it is needed even more in organizations that are not businesses, whether not-for-profit but non-governmental organizations (what in this book I propose we call the “social sector”) or government agencies.
Management: The Central Social Function
These organizations need management the most precisely because they lack the discipline of the “bottom line” under which business operates.
Citizenship through the social sector
That management is not confined to business was recognized first in the United States.
But it is now becoming accepted in every developed country.
We now know that management is a generic function of all organizations, whatever their specific mission.
It is the generic organ of the knowledge society.
T. George Harris ::: Post-capitalist executive
Books by Walter Wriston #bbww (Quotes ::: Remembering Kathryn Dineen Wriston (Kathy Wriston) ::: Obit | #PDF 1 | #PDF 2 Touching People ::: Touching people ::: The University Art Museum: Defining Purpose and Mission
Bits, Bytes, and Balance Sheets: The New Economic Rules of Engagement in a Wireless World (2007) ::: Foreword by The Honorable George P. Shultz ::: A Note to Readers ::: A Momentous Revolution ::: Unintended Consequences ::: The Creation of Wealth ::: Bits, Bytes, Power, and Diplomacy ::: New Rules: Different in Kind, Not Degree ::: The Whiskey Ain’t Working Anymore ::: What Gets Measured, Gets Done ::: The Great Disconnect: Balance Sheets Versus Market Value ::: Politically Correct Versus Accurate Earnings ::: Global Accounting for a Global Market ::: Other People’s Money ::: Afterword ::: Selected Bibliography ::: About the Author
The Twilight of Sovereignty: How the Information Revolution is Transforming Our World (1992) ::: The Twilight of the Idols ::: A New Source of Wealth ::: The Global Conversation ::: The Information Standard ::: The End of Trade ::: Where We Stand ::: Serendipity Inc. ::: Borders are not Boundaries ::: The Great Equalizer ::: Power to the People
Risk & Other Four-Letter Words (1986) ::: The Individual and Society ::: Not Every Battle is Armageddon ::: The Great American Transference Machine ::: The Other Nine Amendments ::: The Law May Be Hazardous to Society’s Health ::: Going to Hell on a Best-Fit Curve ::: The Business/Government Connection ::: Banking in Wonderland ::: The Ultimate Loophole: Spend Your Own Money ::: From Adam to George, from 1776 to 1984 ::: The Land Where No One Speaks the Truth ::: Observations From the Global Attic ::: Gnomons, Words, and Policies ::: Common Sense and Technological Nonsense ::: The Great Whale Oil Syndrome ::: We Were an LDC Once Too ::: If it Works, Don’t Fix It ::: Agents of Change Are Rarely Welcome ::: Gresham Revisited ::: EPILOGUE: Risk Is a Four-Letter Word
Management has been around for a very long time.
I am often asked whom I consider the best or the greatest executive.
My answer is always: “The man who conceived, designed, and built the first Egyptian Pyramid more than four thousand years ago — and it still stands.”
From pyramids to a world organized by information top
But management as a specific kind of work was not seen until after World War I — and then by just a handful of people.
Management as a discipline only emerged after World War II.
Management and the World’s Work #pdf
As late as 1950, when the World Bank began to lend money for economic development, the word “management” was not even in its vocabulary.
In fact, while management was invented thousands of years ago, it was not discovered until after World War II.
One reason for its discovery was the experience of World War II itself, and especially the performance of American industry.
But perhaps equally important to the general acceptance of management has been the performance of Japan since 1950.
Japan was not an “underdeveloped” country after World War II but its industry and economy were almost totally destroyed, and it had practically no domestic technology.
The nation’s main resource was its willingness to adopt and adapt the management which the Americans had developed during World War II (and especially training).
Within twenty years — from the 1950s, when the American occupation of Japan ended, to the 1970s — Japan became the world’s second economic power, and a leader in technology.
When the Korean War ended in the early 1950s, South Korea was left even more devastated than Japan had been seven years earlier.
And it had never been anything but a backward country, especially as the Japanese systematically suppressed Korean enterprise and higher education during their thirty-five years of occupation.
But by using the colleges and universities of the United States to educate their able young people, and by importing and applying the concepts of management, Korea became a highly developed country within twenty-five years.
With this powerful expansion of management came a growing understanding of what management really means.
When I first began to study management, during and immediately after World War II, a manager was defined as “someone who is responsible for the work of subordinates.”
A manager in other words was a “boss,” and management was rank and power.
This is probably still the definition a good many people have in mind when they speak of “managers” and “management.”
But by the early 1950s, the definition of a manager had already changed to one who “is responsible for the performance of people.”
Today, we know that that is also too narrow a definition.
#wlh #65 The right definition of a manager is one who “is responsible for the application and performance of knowledge.”
T. George Harris ::: Post-capitalist executive
The CEO in the New Millennium
Management Challenges for the 21st Century
Managing in the Next Society
This change means that we now see knowledge as the essential resource.
Land, labor, and capital are important chiefly as restraints.
Without them, even knowledge cannot produce; without them, even management cannot perform.
But where there is effective management, that is, application of knowledge to knowledge, we can always obtain the other resources.
That knowledge has become THE resource, rather than a resource, is what makes our society “post-capitalist.”
This fact changes — fundamentally — the structure of society.
Imagining a world moving toward unimagined futureS ↓ ::: ECS → time — larger composite view ↓
… the real pattern of economic activity
larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two
The Forces Creating a New Geography of Opportunity?
It creates new social and economic dynamics.
It creates new politics.”
Conditions for survival
Management’s New Paradigm #mnp
The Society of Organizations (#PDF) and
the accompanying destabilization
The alternative to tyranny
Management as a liberal art
From Command
to Information
to the
Responsibility-based organization
(#responsibility ▪ word stem #contribut)
What is management? a first look
Because the knowledge society
perforce has to be a society of organizations,
its central and distinctive organ
is management
What is management? above all else,
a very few, essential principles
What executives should remember (#PDF ::: Audible)
From Landmarks of Tomorrow through
management and
economic development et al.
Management Cases
Drucker’s management books
The relationship between
leadership and management → here
a Leadership bread-crumb trail
Management tasks vs. management work
“Despite all the outpouring of management writing
these last twenty-five years,
the world of management is still little-explored.” more
From The Essential Drucker ↓
Management by Objectives and Self-Control — A Philosophy of Management #apta #mbo
What the business enterprise needs is a principle of management that will give full scope to individual strength and responsibility, and at the same time give common direction of vision and effort, establish team work, and harmonize the goals of the individual with the commonweal.
The only principle that can do this is management by objectives and self-control #pdf.
It makes the commonweal the aim of every manager.
It substitutes for control from outside the stricter, more exacting and more effective control from the inside.
It motivates the manager to action not because somebody tells him to do something or talks him into doing it, but because the objective needs of his task demand it.
He acts not because somebody wants him to but because he himself decides that he has to—he acts, in other words, as a free man.
The word “philosophy” is tossed around with happy abandon these days in management circles.
I have even seen a dissertation, signed by a vice president, on the “philosophy of handling purchase requisitions” (as far as I could figure out, “philosophy” here meant that purchase requisitions had to be in triplicate).
But management by objectives and self-control #pdf may legitimately be called a “philosophy” of management.
It rests on a concept of the job of management.
It rests on an analysis of the specific needs of the management group and the obstacles it faces.
It rests on a concept of human action, human behavior, and human motivation.
Finally, it applies to every manager, whatever his level and function, and to any business enterprise whether large or small.
It ensures performance by converting objective needs into personal goals.
And this is genuine freedom, freedom under the law.
From The Essential Drucker ↓
Management by Objectives
Can we then say anything constructive about communication?
Can we do anything?
Management by objectives is a prerequisite for functioning communication.
It requires the subordinate to think through and present to the superior his own conclusions as to what major contribution to the organization —or to the unit within the organization—he should be expected to perform and should be held accountable for.
What the subordinate comes up with is rarely what the superior expects.
Indeed, the first aim of the exercise is precisely to bring out the divergence in perception between superior and subordinate.
But the perception is focused, and focused on something that is real to both parties.
To realize that they see the same reality differently is in itself already communication.
Management by objectives gives to the intended recipient of communication—in this case the subordinate—access to experience that enables him to understand.
He is given access to the reality of decision-making, the problems of priorities, the choice between what one likes to do and what the situation demands, and above all, the responsibility for a decision.
He may not see the situation the same way the superior does—in fact, he rarely will or even should.
But he may gain an understanding of the complexity of the superior’s situation and of the fact that the complexity is not of the superior’s making, but is inherent in the situation itself.
The examples given in this chapter perhaps illustrate the main conclusion to which our experience with communications—largely an experience of failure —and all the work on learning, memory, perception, and motivation point: communication requires shared experience.
There can be no communication if it is conceived as going from the I to the Thou.
Communication works only from one member of “us” to another.
Communication in an organization—and this may be the true lesson of our communication failure and the true measure of our communication need—is not a means of organization.
It is the mode of organization.
From The Essential Drucker ↓
A Warning to Business
This move from nonprofit volunteer to nonpaid professional may be the most important development in American society today.
We hear a great deal about the decay and dissolution of family and community and about the loss of values.
And, of course, there is reason for concern.
But the nonprofits are generating a powerful countercurrent.
They are forging new bonds of community, a new commitment to active citizenship, to social responsibility, to values.
And surely what the nonprofit contributes to the volunteer is as important as what the volunteer contributes to the nonprofit.
Indeed, it may be fully important as the service, whether #religious, educational, or welfare related, that the nonprofit provides in the community.
This development also carries a clear lesson for business.
Managing the knowledge worker for productivity is the next great challenge for American management.
The nonprofits are showing us how to do that.
It requires a clear mission, careful placement and continual learning and teaching, management by objectives and self-control #pdf, high demands but corresponding responsibility, and accountability for performance and results.
There is also, however, a clear warning to American business in this transformation of volunteer work.
The students in the program for senior and middle-level executives in which I teach work in a wide diversity of businesses: banks and insurance companies, large retail chains, aerospace and computer companies, real estate developers, and many others.
But most of them also serve as volunteers in nonprofits in a church, on the board of the college they graduated from, as scout leaders, with the YMCA or the Community Chest or the local symphony orchestra.
#edu When I ask them why they do it, far too many give the same answer: In my paying job there isn’t much challenge, not enough opportunity for achievement, not enough responsibility,; and there is no mission, there is only expediency.
What Is Management?
From Management, Revised Edition
But what is management?
Is it a bag of techniques and tricks?
A bundle of analytical tools like those taught in business schools?
These are important, to be sure, just as a thermometer and anatomy are important to the physician.
But the evolution and history of management — its successes as well as its problems — teach that management is, above all else, a very few, essential principles.
To be specific:
Management is about human beings.
Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. See chapter 27 — The Spirit of Performance
This is what organization is all about, and it is the reason that management is the critical, determining factor.
These days practically all of us, especially educated people, are employed by managed institutions, large and small, business and nonbusiness.
We depend on management for our livelihoods.
And our ability to contribute to society also depends as much on the management of the organization in which we work as it does on our own skills, dedication, and effort.
Because management deals with the integration of people in a common venture, it is deeply embedded in culture.
What managers do in West Germany, in Britain, in the United States, in Japan, or in Brazil is exactly the same.
How they do it may be quite different.
Thus one of the basic challenges managers in a developing country face is to find and identify those parts of their own tradition, history, and culture that can be used as management building blocks.
The difference between Japan’s economic success and India’s relative backwardness is largely explained by the fact that Japanese managers were able to plant imported management concepts in their own cultural soil and make them grow.
Every enterprise requires commitment to common goals and shared values.
Without such commitment, there is no enterprise.
There is only a mob.
The enterprise must have simple, clear, and unifying objectives.
The mission of the organization has to be clear enough and big enough to provide common vision.
The goals that embody it have to be clear, public, and constantly reaffirmed.
Management’s first job is to think through, set, and exemplify those objectives, values, and goals.
How to guarantee non-performance
What Results Should You Expect? — A Users' Guide to MBO
The Five Most Important Questions You Will Ever Ask About Your Organization
Management must also enable the enterprise and each of its members to grow and develop as needs and opportunities change.
Every enterprise is a learning and teaching institution.
Training and development must be built into it on all levels — training and development that never stop.
Every enterprise is composed of people with different skills and knowledge doing many different kinds of work.
It must be built on communication and on individual responsibility.
All members need to think through what they aim to accomplish — and make sure that their associates know and understand that aim.
All have to think through what they owe to others — and make sure that others understand.
All have to think through what they, in turn, need from others — and make sure that others know what is expected of them.
Neither the quantity of output nor the “bottom line” is by itself an adequate measure of the performance of management and enterprise.
Market standing, innovation, productivity, development of people, quality, financial results — all are crucial to an organization’s performance and to its survival.
Nonprofit institutions, too, need measurements in a number of areas specific to their mission.
Just as a human being needs a diversity of measures to assess its health and performance, an organization needs a diversity of measures to assess its health and performance.
Performance has to be built into the enterprise and its management; it has to be measured — or at least judged — and it has to be continuously improved.
Finally, the single most important thing to remember about any enterprise is that results exist only on the outside.
The result of a business is a satisfied customer.
The result of a hospital is a healed patient.
The result of a school is a student who has learned something and puts it to work ten years later.
Inside an enterprise, there are only costs.
Managers who understand these principles and manage themselves in their light will be achieving, accomplished managers.
Despite all the outpouring of management writing these last twenty-five years, the world of management is still little-explored.
It is a world of issues, but also a world of people.
And it is undergoing rapid change right now.
These essays explore a wide variety of topics.
They deal with changes in the work force, its jobs, its expectations, with the power relationships of a “society of employees,” and with changes in technology and in the world economy.
They discuss the problems and challenges facing major institutions, including business enterprises, schools, hospitals, and government agencies.
They look anew at the tasks and work of executives, at their performance and its measurement and at executive compensation.
However diverse the topics, all the pieces reflect upon the same reality: In all developed countries the workaday world has become a “society of organizations” and thus dependent on executives, that is on people — whether called managers or administrators — who are paid to direct organizations and to make them perform.
These chapters have one common theme : the changing world of the executive —
changing rapidly within the organization;
changing rapidly in respect to the visions, aspirations, and even characteristics of employees, customers, and constituents;
changing outside the organization as well — economically, technologically, socially, politically.
The Changing World of The Executive
Post-capitalist society has to be decentralized. (#sda)
Its organizations must be able to make fast #decisions, based on closeness to performance, closeness to the market, closeness to technology, closeness to the changes in society, environment, and demographics, all of which must be seen and utilized as opportunities for innovation. continue
T. George Harris ::: Post-capitalist executive
Dense reading and dense listening ↑ ↓ plus
thinking broad and thinking detailed ↑ ↓
… “Indeed the disagreement was not about GM policies but about the nature of policies altogether.
The GM executives believed, consciously or not, that they had discovered principles and that these principles were absolutes, like laws of nature.
Once thought through and tested, they were considered to be certain.
I, by contrast, have always held that principles of this kind, being man-made, are at best heuristic — that is, ways of identifying the right question (#rq) rather than the one right answer.
The GM executives, for all that they saw themselves as practical men, were actually ideologues and #dogmatic, and they had for me the ideologue’s contempt for the unprincipled opportunist.
This by the way has been the one point on which my approach to management has always differed from most of the writers or theoreticians on the subject — and the reason perhaps that I have never been quite respectable in the eyes of academia.
I do believe that there are basic values, especially human ones.
I am convinced that there is a fairly small number of basic questions. #question
But I do not believe that there is the “one right answer.” diversity
There are answers that have a high probability of being the wrong ones — at least to the point where one does not even try them unless all else has failed.
But the test of any policy in management or in any other social discipline is not whether the answer is right or wrong, but whether it works #apta.
Management, I have always maintained, is not a branch of theology but at bottom a clinical discipline.
The test, as in the practice of medicine, is not whether the treatment is “scientific” but whether the patient recovers.
When, eight years after the publication of Concept of the Corporation , I brought out the first systematic book on management — still the most widely read management treatise all the world over — I deliberately called it The Practice of Management rather than Principles of Management, even though my publisher pointed out that my title would seriously impede the book’s acceptance as a textbook in colleges and universities.” continue
… the end of business is not “to make money.” #mbr
Making money is a necessity of survival.
It is also a result of performance and a measurement thereof.
But in itself it is not performance.
As I mentioned earlier, the purpose of a business is to create a customer and to satisfy a customer.
That is performance and that is what a business is being paid for.
The job and function of management as the leader, decision maker, and value setter of the organization, and, indeed, the purpose and rationale of an organization altogether, is to make human beings productive so that the skills, expectations, and beliefs of the individual lead to achievement in joint performance. continue
… I have always emphasized in my writing, in my teaching, and in my consulting the importance of financial measurements and financial results. #mbr
Indeed, most businesses do not earn enough.
What they consider profits are, in effect, true costs. #profit
One of my central theses for almost forty years has been that one cannot even speak of a profit unless one has earned the true cost of capital. #profit
And, in most cases, the cost of capital is far higher than what businesses, especially American businesses, tend to consider as “record profits.” #profit
I have also always maintained — often to the scandal of liberal readers — that the first social responsibility of a business is to produce an adequate surplus. #profit
Without a surplus, it steals from the commonwealth and deprives society and the economy of the capital needed to provide jobs for tomorrow.
Further, for more years than I care to remember, I have maintained that there is no virtue in being nonprofit and that, indeed, any activity that could produce a profit and does not do so is antisocial. #profit
Professional schools are my favorite example.
There was a time when such activities were so marginal that their being subsidized by society could be justified.
Today, they constitute such a large sector that they have to contribute to the capital formation of an economy in which capital to finance tomorrow’s jobs may well be the central economic requirement, and even a survival need. continue
Indeed, the first task of management is to define what results and performance are in a given organization — and this, as anyone who has worked on this task can testify, is in itself one of the most difficult, one of the most controversial, but also one of the most important tasks #mbr
It is, therefore, the specific function of management to organize the resources of the organization for results outside the organization
From chapter 44 of Management, Revised Edition
We no longer need to theorize about how to define performance and results in the large enterprise.
Rather, they maximize the wealth-producing capacity of the enterprise.
It is this objective that integrates short-term and long-term results and that ties the operational dimensions of business performance — market standing, innovation, productivity, and people and their development — to financial needs and financial results.
It is also this objective on which all constituencies depend for the satisfaction of their expectations and #objectives, whether shareholders, customers, or employees.
To define performance and results as maximizing the wealth-producing capacity of the enterprise may be criticized as vague.
To be sure, one doesn’t get the answers by filling out forms.
Decisions need to be made, and economic decisions that commit scarce resources to an uncertain future are always risky and controversial.
Financial #objectives are needed to tie all this together.
Indeed, financial accountability is the key to the performance of management and enterprise.
Without financial accountability, there is no accountability at all.
And without financial accountability, there will also be no results in any other area.
What we have is not the “final answer.”
Still, it is no longer theory but proven practice.
... snip, snip...
For while the business audit need not be conducted every year (every three years may be enough in most cases), it needs to be based on predetermined standards and go through a systematic evaluation of business performance, starting with mission and strategy, through marketing, innovation, productivity, people development, community relations, all the way to profitability. #profit
Still, the question remains, Who is going to use this tool?
In the American context, there is only one possible answer: a revitalized board of directors
“75%+ of U.S. board members & execs worry that management sets strategy with stale assumptions” — X was Twitter
Increasingly, the true investment in the knowledge society is not in machines and tools.
It is in the knowledge of the knowledge worker. continue
“But management is always a #decision-making process.
The importance of decision-making in management is generally recognized.
But a good deal of the discussion tends to center on problem-solving, that is, on giving answers.
And that is the wrong focus.
Indeed, the most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question (#rq #sda).
The only kind of decision that really centers in problem-solving is the unimportant, the routine, the tactical decision.
If both the conditions of the situation and the requirements that the answer has to satisfy, are known and simple, problem-solving is indeed the only thing necessary.
In this case the job is merely to choose between a few obvious alternatives.
And the criterion is usually one of economy: the decision shall accomplish the desired end with the minimum of effort and disturbance.
In deciding which of two secretaries should go downstairs every morning to get coffee for the office — to take the simplest example — the one question would be: What is the prevailing social or cultural etiquette?
In deciding the considerably more complex question: Shall there be a "coffee break" in the morning, there would be two questions: Does the "break" result in a gain or in a loss in work accomplished, that is, does the gain in working energy outweigh the lost time?
And (if the loss outweighs the gain): Is it worth while to upset an established custom for the sake of the few minutes?
Of course, most tactical decisions are both more complicated and more important.
But they are always one-dimensional, so to speak: The situation is given and the requirements are evident.
The only problem is to find the most economical adaptation of known resources.
But the important decisions, the decisions that really matter, are strategic.
They involve either finding out what the situation is, or changing it, either finding out what the resources are or what they should be.
These are the specifically managerial decisions.
Anyone who is a manager has to make such strategic decisions, and the higher his level in the management hierarchy, the more of them he must make.
Among these are all decisions on business objectives and on the means to reach them.
All decisions affecting productivity belong here: they always aim at changing the total situation.
Here also belong all organization decisions and all major capital-expenditures decisions.
But most of the decisions that are considered operating decisions are also strategic in character: arrangement of sales districts or training of salesmen; plant layout or raw-materials inventory; preventive maintenance or the flow of payroll vouchers through an office.
Strategic decisions — whatever their magnitude, complexity or importance — should never be taken through problem-solving.
Indeed, in these specifically managerial decisions, the important and difficult job is never to find the right answer, it is to find the right question (#rq).
For there are few things as useless — if not as dangerous — as the right answer to the wrong question.
Nor is it enough to find the right answer.
More important and more difficult is to make effective the course of action decided upon.
Management is not concerned with knowledge for its own sake; it is concerned with performance.
Nothing is as useless therefore as the right answer that disappears in the filing cabinet or the right solution that is quietly sabotaged by the people who have to make it effective.
And one of the most crucial jobs in the entire decision-making process is to assure that decisions reached in various parts of the business and on various levels of management are compatible with each other, and consonant with the goals of the whole business.
Decision-making has five distinct phases:
defining the problem;
analyzing the problem;
developing alternate solutions;
deciding upon the best solution;
converting the decision into effective action.
Each phase has several steps.
Making decisions can either be time-wasting or it can be the manager's best means for solving the problem of time utilization.
Time should be spent on defining the problem.
Time is well spent on analyzing the problem and developing alternate solutions.
Time is necessary to make the solution effective.
But much less time should be spent on finding the right solution.
And any time spent on selling a solution after it has been reached is sheer waste and evidence of poor time utilization in the earlier phases.” — by Peter Drucker in The Practice of Management
#45 #cfs #tlcot Five deadly sins #mbr #avoid
1. Worship of high profit margins and of “premium pricing.” #profit
2. Mispricing a new product by charging “what the market will bear.”
3. Cost-driven pricing
4. Slaughtering tomorrow’s opportunity on the altar of yesterday. #budgeting
5. Feeding problems and starving opportunities. continue ::: #budgeting
Many businessman are always
establishing new beachheads. They never ask,
“Is there a beach to the beachhead?”
What executives should remember
#46 #tlcot #budgeting #seek #horizons ↓
#cfs
Conditions for survival
#mbr #mmit #second-curve ::: water logic #eia
The executive in action #eia
Life expectancy of a successful business
Long years of profound changes
… It should have been obvious
from the beginning
that management and entrepreneurship
are only two different dimensions
of the same task. continue
… snip, snip …
dense reading and dense listening
integrated with
thinking broad and thinking detailed
Consider all factors — #CAF
… snip, snip …
Entrepreneurial activities ↑ ↓
Every institution — and not only business — must build into its day-to-day management four entrepreneurial activities that run in parallel.
Systematic Entrepreneurship
Organization efforts ::: Problems or Opportunities?
1. One is the organized abandonment of products, services, processes, markets, distribution channels and so on that are no longer an optimal allocation of resources.
sidebar ↓ (#connect #mmit #CAF)
… “But if it is known throughout the organization that the dead will be left to bury their dead, then the living will be willing — indeed, eager — to go to work on innovation.” more on abandonment
«§§§»
After conducting an abandonment #analysis and completing the abandonment work, the remainder provides a taking off point rather than a place to build on …
main brainroad continues ↓
This is the first entrepreneurial discipline in any given situation.
An operational view of the budgeting process
2. Then any institution must organize for systematic, continuing improvement (what the Japanese call kaizen).
A-10 Warthog → YouTube ::: Wikipedia
3. Then it has to organize for systematic and continuous exploitation, especially of its successes.
It has to build a different tomorrow on a proven today.
#horizons 4. And, finally, it has to organize systematic innovation, that is, to create the different tomorrow that makes obsolete and, to a large extent, replaces even the most successful products of today in any organization. #innovation
The realities of the “the bright idea”
Glass Works: How Corning Created the Ultrathin, Ultrastrong Material of the Future (pdf) Why we need creativity
sidebar ↓ (#connect #mmit #CAF)
#innovation
From Progress to Innovation
About Innovation
Entrepreneurs and Innovation
#lchp #hor3 #wlh #woo
Purposeful Innovation
and the
Seven Sources
for Innovative
Opportunity
Evolution of marketing
#lchp #hor3 #wlh
#connect → #innovation → ← #marketing ↓
#lomb
List of marketing books
Changing Values and/or Changing Characteristics
In the #entrepreneurial strategies discussed so far,
the aim is to introduce an innovation.
In the entrepreneurial strategy
discussed in this chapter,
the strategy itself
is the #innovation.
Innovation is not a technical term.
It is an economic and social term.
Its criterion is not science or technology, but a change in the economic or social environment, a change in the behavior of people as consumers or producers, as citizens, as students or as teachers, and so on.
Innovation creates new wealth or new potential of action rather than new knowledge.
This means that
the bulk
of innovative efforts
will have to come from
the places that control
the manpower
and the money
needed for
development and marketing,
that is,
from the
existing
large
aggregation
of
trained manpower and
disposable money —
existing businesses and existing public-service institutions — see here (calendarize this?)
Innovation in the existing organization requires special effort #tlcot #innovation #org
All of the above ↑ evolves, shifts and unfolds in time ↓
Network society
main brainroad continues ↓
More on marketing and innovation
… snip, snip …
… “But unless it is seen as the task of the organization to lead change, the organization whether business, university, hospital and so on will not survive.” more on the change leader
… snip, snip …
#horizons … “But the tools we originally fashioned to bring the outside to the inside (a.k.a. #marketing) have all been penetrated by the inside focus of management.
They have turned into tools to enable management to ignore the outside.
Even worse, they are used to make management believe it can manipulate the outside and turn it to the organization’s purpose.” more on this topic
what exists is getting old ↓
evidence wall and timeline larger ↓
#ewtl
“ High tech is living in the nineteenth century,
the pre - management world. #mbr
They believe that people pay for technology.
They have a romance with technology.
But people don't pay for technology:
they pay for what they get out of technology.”
— The Frontiers of Management
Analysis of the entire business and its basic economics always shows it to be in worse disrepair than anyone expected.
The products everyone boasts of turn out to be yesterday’s breadwinners or investments in managerial ego.
Activities to which no one paid much attention turn out to be major cost centers and so expensive as to endanger the competitive position of the company.
What everyone in the business believes to be quality turns out to have little meaning to the customer.
Important and valuable knowledge either is not applied where it could produce results or produces results no one uses.
I know more than one executive who fervently wished at the end of the analysis that he could forget all he had learned and go back to the old days of the “rat race” when “sufficient unto the day was the crisis thereof.”
But precisely because there are so many different areas of importance, the day-by-day method of management is inadequate even in the smallest and simplest business.
Because deterioration is what happens normally—that is, unless somebody counteracts it—there is need for a systematic and purposeful program.
There is need to reduce the almost limitless possible tasks to a manageable number.
There is need to concentrate scarce resources on the greatest opportunities and results.
There is need to do the few right things and do them with excellence.
Managing for Results by Peter Drucker
Broken Washroom Doors : Drucker said the problem of having people in positions where they do the least amount of good exists everywhere, but it is more rampant in hospitals, churches, and other nonprofits than in corporations.
To raise productivity in most any organization managers should regularly assess their key people, their strengths, and the results they achieve.
Then they should ask themselves:
Do we have the right people in the right jobs, where they can make the greatest contributions?
Are the jobs the right ones, meaning do we have people performing tasks that even if achieved do not add value to the organization?
What changes in people, jobs, and job functions can we make that will yield greater results?
Inside Drucker’s Brain
The 90/10 Rule at Yum! Brands
But every analysis of actual allocation of resources and efforts in business that I have ever seen or made showed clearly that the bulk of time, work, attention, and money first goes to ‘problems’ rather than to opportunities, and, secondly, to areas where even extraordinarily successful performance will have minimal impact on results. (calendarize this?)
One of the hardest things for a manager to remember is that of the 1,000 different situations he or she will be asked to deal with on any given day, only the smallest handful have a shot at moving the enterprise forward in a truly significant way (calendarize this?)
The job of management, then, is to make sure that financial capital, technology, and top talent are deployed where most of the results are and where most of the costs aren’t. The temptation often exists, however, to do exactly the opposite
Purpose and Objectives First
To Drucker, strategy, like everything else in management, is a thinking person’s game.
It isn’t arrived at by following some rigid set of rules but by thinking through various aspects of the business.
It all starts with #objectives.
How to guarantee non-performance
Management by Objectives — a user's guide
“Only a clear definition of the mission makes possible clear and realistic business #objectives.
It is the foundation for priorities, strategies, plans and work assignments.
It is the starting point for the design of managerial jobs, and, above all, for the design of managerial structures.
Structure follows strategy.
Strategy determines what the key activities are in a given business.
And strategy requires knowing what our business is and what it should be.
Chapters on “What is a Business” and “Business Purpose and Business Mission” in Management: Tasks, Responsibilities, Practices and Chapters 8 and 9 in Management, Revised Edition
Drucker also explained that “nothing may seem simpler or more obvious than to answer what a company’s business is.
A steel mill makes steel, a railroad runs to carry freight and passengers ….
Actually ‘what is our business?’ is almost always a difficult question which can be answered only after hard thinking and studying. (See what exists is getting old)
And the right answer is usually anything but obvious.”
Thinking back to Drucker’s Law, no strategy can be created without the customer, for it is the customer who defines business purpose.
And “therefore the question ‘what is our business?’ can be answered only by looking at the business from the outside, from the point of view of the customer and the market. (See what exists is getting old)
What the customer sees, thinks, believes and wants at any given time must be accepted by management as an objective fact deserving to be taken as seriously” as any hard data collected from salespeople, accountants, or engineers, contended Drucker.
Drucker claimed that the single most important cause of business failure can be attributed to management’s failure to ask the question “what is our business?” in a “clear and sharp form.” (See what exists is getting old)
And it isn’t only when a company is starting out that the question should be asked, or when the company is in trouble.
“On the contrary,” Drucker wrote, “to raise the question and to study it thoroughly is most needed when a business is successful.
For then failure to raise it may result in rapid decline.”
— Inside Drucker's Brain
A product or service name is never an effective answer to these questions because it doesn’t specify the specific contribution to the customer that matches what customers value and pay for — they buy what it does for them. See “The Customer: Joined at the Hip” in The Definitive Drucker and “Changing Values and/or Changing Characteristics (creating a customer)” in Innovation and Entrepreneurship — bobembry
“Executives of any large organization #mbr — whether business enterprise, Roman Catholic diocese, university, health care institution, government agency — are woefully ignorant of the outside, as everybody knows who has worked with #decisions in a large organization” continue
“Success always obsoletes the very behavior that achieved it.
It always creates new realities.
It always creates, above all, its own and different problems …” continue
“The customer never buys what you think you sell.
And you don’t know it.
That’s why it’s so difficult to differentiate yourself.”
To the outside customer,
what is the value
of the different
kinds of work
that take place
inside an organization?
“People in any organization are always attached to the obsolete — the things that should have worked but did not, the things that once were productive and no longer are.” Druckerism
#Concentration is the key to economic results.
No other principles of effectiveness is violated as constantly today as the basic principle of concentration.
Businesses that go unchallenged for long decades are rare exceptions.
The great majority, no matter how successful, need to think through their basic assumptions much sooner.
The great majority, moreover, then find it almost impossible to change.
The business which, after ten years of continuing success, retains the capacity to change and to maintain its effectiveness, is in the minority.
It may not disappear, but it is likely to become an ‘also ran’ and to fall way behind.
The American magazine Fortune has for more than forty years published each year a list of the 500 top manufacturing companies in the US.
During these forty years, one-third of the companies in the original list have disappeared from it altogether — either because they have been liquidated or merged or because they have become insignificant.
Another third has lost position in the list, that is, has dropped from being a major to become a relatively minor business.
Only one-third have maintained themselves in the list, that is, in their position in the American economy.
Every one of these companies that has been able to prosper for four decades has had to change fundamentally.
Yet, the last forty years have been years of great continuity and, generally, years of tremendous prosperity, not only in the American economy but in the world economy.
What is needed is not only the capacity to overcome adversity.
Equally important, and equally needed, is the capacity to take advantage of opportunity, and this, too, is equally threatened by continuing success, threatened by complacency. without an effective mission, there will be no performance
Financial results are not the purpose
Mission statements that express the purpose of the enterprise in financial terms fail inevitably, to create the cohesion, the dedication, the vision of the people who have to do the work so as to realize the enterprise’s goal.
An old saying — going back to ancient Rome, I believe states that ‘Human beings eat to live, but do not live to eat.’
Similarly, enterprises have to have satisfactory financial results to live; without them they cannot survive and cannot, in fact, do their job.
However, they do not exist to have financial results.
Financial results, by themselves, are not adequate, are not the purpose of the enterprise, and are not the justification and reason for its existence. continue
In some cases they started the next chapter early enough
and in others they waited for a near deadly crisis — they
were busy working on other things.
“Today’s executives are, of course, a good deal more
than passive custodians of the past.
They can, and properly should,
modify the decisions they inherit.
Indeed to bail out these decisions
when they go wrong,
as all decisions in respect to the future
are likely to do,
is one of their most important
and most difficult assignments.
But today’s executives are also charged with the
responsibility for making the future (#mtf) of the business — with
lead times that are becoming increasingly longer
and in some areas
range up to ten years or so.” —
The Changing World of the Executive
#mnp Management’s New Paradigm
“AS WE ADVANCE deeper into the knowledge economy, the basic assumptions (#apta) underlying much of what is taught and practiced in the name of management are hopelessly out of date. They no longer fit reality.” — Management’s New Paradigm #mnp
“The managed institution is society’s way of getting things done” today
The center of a modern society, economy and community is not technology.
It is not information.
It is not productivity.
The center of modern society is the managed institution.
The managed institution is society’s way of getting things done these days.
And management is the specific tool, the specific function, the specific instrument, to make institutions capable of producing results (on the outside).
The institution, in short, does not simply exist within and react to society.
It exists to produce results on and in society.
…snip, snip …
Management’s concern and management’s responsibility are everything that affects the performance of the institution and its results — whether inside or outside, whether under the institution’s control or totally beyond it.
Despite all the outpouring of management writing these last twenty-five years, the world of management is still little-explored. #mbr
It is a world of issues, but also a world of people.
And it is undergoing rapid change right now.
«§§§»
These essays explore a wide variety of topics.
They deal with changes in the work force, its jobs, its expectations, with the power relationships of a “ society of employees,” and with changes in technology and in the world economy.
They discuss the problems and challenges facing major institutions, including business enterprises, schools, hospitals, and government agencies.
They look anew at the tasks and work of executives, at their performance and its measurement and at executive compensation.
However diverse the topics, all the pieces reflect upon the same reality: In all developed countries the workaday world has become a “ society of organizations ” and thus dependent on executives, that is on people — whether called managers or administrators — who are paid to direct organizations and to make them perform.
These chapters have one common theme : the changing world of the executive
changing rapidly within the organization;
changing rapidly in respect to the visions, aspirations, and even characteristics of employees, customers, and constituents;
changing outside the organization as well — economically, technologically, socially, politically.
The Changing World of The Executive
Management: The Central Social Function #mbr
Noneconomic institutions need a yardstick that does for them what profitability does for business. #profit
Nonbusiness institutions flock in increasing numbers to business management to learn from it how to manage themselves.
The hospital, the armed service, the Catholic diocese, the civil service — all want to go to school for business management.
This does not mean that business management can be transferred to other, nonbusiness institutions.
On the contrary, the first thing these institutions have to learn from business management is that management begins with the setting of #objectives and that, therefore, noneconomic institutions, such as a university or a hospital, will also need very different management from that of a business.
But these institutions are right in seeing business management as the prototype.
Business, far from being exceptional, is simply the first of the species and the one we have studied the most intensively.
Noneconomic institutions need a yardstick that does for them what profitability does for the business. #profit
“Profitability,” in other words, rather than being the “exception” and distinct from “human” or “social” needs, emerges, in the pluralist society of organizations, as the prototype of the measurement needed by every institution in order to be managed and manageable. #profit
The Ecological Vision
Modern Organization Must Be a Destabilizer #mbr
The Daily Drucker
Only a society in dynamic disequilibrium has stability and cohesion.
Society, community, and family are all conserving institutions.
They try to maintain stability and to prevent, or at least to slow, change.
And yet we also know that theories, values, and all the artifacts of human minds do age and rigidify, becoming obsolete, becoming afflictions.
Yet “revolutions” every generation, as was recommended by Thomas Jefferson, are not the solution.
We know that “revolution” is not achievement and the new dawn.
It results from senile decay, from the bankruptcy of ideas and institutions, from a failure of self-renewal.
The only way in which an institution — whether a government, a university, a business, a labor union, an army — can maintain continuity is by building systematic, organized innovation into its very structure.
Institutions, systems, policies, eventually outlive themselves, as do products, processes, and services.
They do it when they accomplish their objectives, and they do it when they fail to accomplish their #objectives.
Innovation and entrepreneurship are thus needed in society as much as in the economy, in public service institutions as much as in business.
The modern organization must be a destabilizer; it must be organized for innovation.
Managing in a Time of Great Change
The Ecological Vision
Innovation and Entrepreneurship
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