brainroads-toward-tomorrows mental patterns

pyramid2dna

pyramid to dna

This page contains web links (a.k.a. brainroadS)
that open in a new tab or window. These links are a means
of making mental #connections (#sda)
while preserving your “current” reading position …

… To further aid in making connections
this page contains #hashtags (#sda #lms #connect etc.) and
word stem search suggestions
but not every possible #connection is tagged.

This page is
an entry point, an introduction, a brainroad & a breadcrumb trail for ↓

 

NAVIGATING changing worldS

worldS relentlessly moving toward

unimagined futures ↓ …

 

«§§§»

 

If

you

do not

design
(Why you NEED many competing patterns ::: broad ::: design :::
imagining navigation course changes :::
insights ::: why bother? ::: self-development ::: Peter Drucker)


your own life

then

someone else
(Change ::: IBM ::: guttersnipes !!! ::: Easy prey !!! ::: Trans/Tribal ::: Wars !!!)

will

do it

for you


me → #wgobcd → Vietnam-era Veteran and former
Fortune 200 Fixer and General Manager of Discontinued Operations
#wgobcd #surprises

 

Thinking conclusions ↑ ↓
based on something familiar
are likely to be
associated with
yesterday’s opportunity
continue

radar_limited-pict-no-reflect

Why you NEED many competing patterns ↑ ::: broad worldview

 

This page provides

a unique breadcrumb trail

for seeing an evolving life

among other lives

in changing, unpredictable small worlds

over time

 

If you focus your attention
on anyone’s life
at a point in time
you will see their small worldS
connected to other small worldS
through degrees of separation

 

work has to make a life ↑ ↓

Successful careers are not plannedcontinue

 

 

We are … what we (repeatedly) do (Groundhog Day)
#evidence-wall and timeline larger

evidence-wall-and-time-line-pict-600

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.

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.

 


Fragmentary evidence of
changing worldS may be seen in museums around the world —
at various pointS in time. All worldS are small worldS ::: Karen Blixen
#evidence-wall

history-of-the-world-in-two-hours-03-pict-600

Importance of thinkingLovers in Auschwitz, Reunited 72 Years Later. He Had One Question.WWII

“Only the paranoid #survive — boredom”? ::: From Progress to Innovation

#lter History of the World in Two Hours (last 13 minutes)

The origins of native Americans:
First Face of America

What happened to America before Columbus?

"David Reynolds" historian YouTube

This page and it’s linked pages
are a foundation for creating life work-books.

history-of-the-world-in-two-hours-01-healed-pict-400

images: single cell 1 ::: single cell 2 ::: tree of life ::: history of life ::: stages

first-face-america-pict-t

america-before-columbus-pict-t

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

big-bang-related-04-pict-t-600
big-bang-related-03-pict-t-600

 

“It is almost frightening
how fast the obvious of yesteryear
is turning incomprehensiblecontinue

 

radar-differences-pict-600

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

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

 

economic-structure-and-calendar-500-pict

larger view and additional connections

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

Will GE’s pension freeze help or hurt?

#reality check: the journeyS ahead ↓ are not going to be easy …

 

 

For almost nothing

in our educational systems

prepares people

for the #reality

in which they will live, work,

and become #effective” —

… and graduate school is much worse continue

Google search

Druckerism and intellectual capitalist #lms #education

How could an education system prepare us
for unknown and unpredictable future #realitieS?

 

take more responsibility for himself or herself,
rather than depend on the company
. continue

 

#ATTENTION: Preparing to SEE

The Educational Revolution circa 1957 A sudden, sharp change
has occurred in the meaning and impact of
knowledge for society

Description is not #perception

Knowledge Economy and Knowledge Polity

 

 

People of high #effectiveness are conspicuous by their absence in executive jobs continue

The Pentagon Papers ::: The Afghanistan Papers

 

 

“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)

 

«§§§»

 

“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.” Edward de Bono

 

Dealing with risk and uncertainty continue

 

line

 

In navigating … ↓

“Your #thinking, choices, #decisions are determined by

what you’ve SEEN

 

 

“#Decision making 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 ↑.



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

 

r-banson-pict-500

Richard Branson

“Making a living is no longer enough,” …
Work also has to make a life.” #whtmal
Druckerism ::: TLN insights ::: Managing oneself (calendarize this? #ams)

Successful careers are not plannedcontinue

 

Consider these observations ↑ from different points in time.
How could you make them operational? ↓

 

evidence wall and timeline larger

evidence-wall-and-time-line-pict-600

… still thinking inside the box?

“one acts only upon what one is paying attention to …” ↑

 

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

“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

 

«§§§»

 

How is it possible

to work toward

the “right thingS” — the “right horizonS” —

that aren’t on your mental radar ↓ …

#evidence-wall ↓

radar_limited-pict-no-reflect

… at the right points in time? ↑ ↓

 

 

Let Peter Drucker provide some awareness and insights

radar-differences-pict-600

Is “right” something #dogmatic or something determined by a #situation? ↓

The images above suggest an answer and
there is a #connection to time spans

What exists is getting old ↑ (wip) ::: The future that has already happened ↑ (wip)

You have to be prepared for the abandonment of everything (#wgobcd) ↑

From Progress to Innovation

The Shift To The Knowledge Society

Handbook for the Positive Revolution

sit-see-explore-judge-pict-400
rla exp.com = r eal l ife a dventures   from exp loration

The general intention: getting on down the road —
in YOUR life within TIME


employee development ↓

leader-to-leader-march-12-2020


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 ↓

 

radar_limited-pict-no-reflect

“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)

 

sound-players-pict-no-reflect-400

From Progress to #Innovation

 

«§§§»

 

NO SURPRISES#surprises

 

“One does not pay attention to everything.

And one acts only upon

what one is paying #attention to. …

radar_limited-pict-no-reflect

 

… 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” #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

 

«§§§»

 

… “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.

radar-differences-pict-600

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 knownfor 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.

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

radar-differences-pict-600

Knowledge and technology

WW II as Three-dimensional Chess #sda #thinking #knowledge #technology

Joining technological frontiers #knowledge

How marriage became an outdated concept

 

hong-kong-then-now-horizontal-pict-600

Hong Kong more recent

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 ↓

sound-players-pict-600

 

For that reason alone the acquisition of knowledge, that is, learning, can no longer stop at any age. continue

 

For an #individual, having a socially needed knowledge specialty is valuable — but #reality is not quite so simple

 

#thinkingcanvas ↓

sit-combo-pict-623w
Make Judgement Operational within time

 

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

Career time view ↓
career-time-view-pict-t-675x420

larger career time view ↑ ::: If you can see the road … ::: The walking dead

Opportunities ::: The return on luck

sound-players-pict-no-reflect-400

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 ::: Danger of too much planning ::: Learning to learn ::: Seasonal changes

 

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? 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)

 


 

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 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.

sound-players-pict-no-reflect-400

What different knowledge specialties ↑
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.

 

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

 


 

“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

 


 

Why bother?

 

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 who are motivated to change the world work on that task.

The world will always last long enough to see out your lifetime. ¶¶¶

 

Century of social transformation

history-of-the-world-in-two-hours-03-pict-600

 

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.

 

sidebar — #connections

 

What goes on behind closed doors #wgobcd

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

broad

Intelligence and behavior

Time-life navigation insights

Beware of the guttersnipes

Tomorrow always arrives

WHAT EXECUTIVES SHOULD REMEMBER

How Much Labor Is Needed — and What Kind? continue

Managing oneself — a revolution in human affairs

A non-competitive life

Danger of too much planning

The responsibility based organization

We face long years of profound changes

Survival is competition

Living in a Lego™ world

Post-capitalist society has to be decentralized

Remembered for — a difference in the lives of people — A MAJOR HORIZON

 

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 thus preventing the more effective use of resources.

 

why_great_companies_fr540

Tomorrow always arrives

 

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; 

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

Josh Abrams → allocating one’s life

Starting small fires

 


 

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'.

 

This is the thinking needed to get things done: objectives, priorities, alternatives, other people's views, 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

 

line

 

To aid in

the relentless

necessary

navigating,

this page (#sda) provides 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) …

radar_limited-pict-no-reflect

… 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

and make operational#ams

within time

sit-see-explore-judge-pict-400
Judgement Needs to be Made Operational

Brain-addresses” ↑ provide a concept for recording targets for repeated deliberate thinking #ams #dtao

harvest-to-action-2015-pict-t-600

Larger view

Tom Peters → The project50

 

It might be best to initially read and scroll ↓ without clicking many links

 

«§§§»

 

Navigating involves “moving on” ↓

 

manhattan-panorama-1906-pict-600

Moving away from yesterdayS

or Finding a way forward from yesterdayS

manhattan-panorama-modern-pict-600

 

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

life lines

Everybody is born totally ignorant
and get their guidance from somebody
who was also born totally ignorant and
who got their guidance from somebody
who acts on the assumption that tomorrowS
are extrapolationS of yesterdayS —
despite the massive obvious evidence to the contrary ↓
Escaping the kiddy table

 

And 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 that don’t fit their prior preaching … or
lying politicians and other dogmatists …
What about mental health experts? …
Machiavelli?)

 

Which of these ↑ have a #broad #worldview ::: #Intelligence #Information #Thinking

 

#evidence-wall ↓

Collage created using TurboCollage software from www.TurboCollage.com

Larger ↑ ::: Awareness ::: Post-capitalist executive ::: The Daily Drucker

 

How can you work toward the “right things” — the “right horizons”
that aren't on your mental radar
at the right points in time? ↑ ↓

 

Knowledge specialty ::: The #individual in entrepreneurial society ::: Return on luck ::: Danger of too much planning

The responsibility based organization ::: Survival ::: Next society

radar-differences-pict-600

Time-life navigation© ↑ ↓ is NEEDED #lms #ams

That man must die

Remembered for — a difference in the lives of people — A MAJOR HORIZON

tln-ltis-components-cooper-simple-pict-trans-400

 

In your whole life,

how much time have you spent

“trying to” become aware

of the content and the dynamics of the economy and society?

What were your #information sources?

How has the content and structure of the economy and society changed over time? #intelligence

 

#thinkingcanvas or #mindmap ↓ for collecting ideas
thinking canvas

How do you explain an event you cannot understand? continue

 

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

Try searching this page for the word stem “contribut”

 

career time view ↓ #thinkingcanvas

career-time-view-pict-t-675x420

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

↑ 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 and #operacy #dtao ↓

Where to jump next? ↓ No stable places #lter

ice-floe-post-pict-400

#ntea

flash-gordon-rocket-space-ship-1_LUCiD-pict-t-600

↑ Space travel — circa 1940s — vs. the various versions of Starship Enterprise
What exists is getting old #lter

5-stages-of-decline-pict

Why do “things” exist?Why do they die?

 

horizon evolution stages

stages-simple-horizons-pict-t

 

Action system (harvesting and implementing) #thinkingcanvas #lms #ams ↓ larger view #ntea ↑ ↓

harvest-to-action-2015-pict-t-600

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

 

«§§§»

 

 

In navigating … ↓

“Your #thinking, choices, #decisions are determined by

what you’ve SEEN

#decision or #decisions

radar_limited-pict-no-reflect

“#Decision making ↑ is a time machine here

that synchronizes into a single time — the present
a great number of divergent time spans.”
Druckerism

time spans larger view

time-spans-pict-600

#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

 

evidence wall and timeline larger

evidence-wall-and-time-line-pict-600

 

#Decision Making: The Chassis That Holds the Whole Together ↑ ↓

 

 

“To know something,
to really understand something important,
one must look at it
from sixteen different angles ↓.”
#sda important = #impact #druckerism #thinkingcanvas #mindmap 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

 

«§§§»

 

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

 

«§§§»

 

“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” ↓ Druckerism

 

“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 searching this page for the word stem “innovat” #innovation)

 

The brain is a history library
that has to run in the future tense continue

what exists is getting old

 

Making the future — 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

 

radar-differences-pict-600

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

 

«§§§»

 

“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 ↓

time-line-and-adoption-rates-pict-t-600

The Five Deadly Sins

What economist still need to learn

Don’t balme economics blame public policy

The Meritocracy Muddle

What divides NATO?

Germany’s divided soul

 

«§§§»

 

Alternatives do not have to show themselves” ↓ #EDB

 

«§§§»

 

“For almost nothing in our educational systems

prepares people

for the #reality

in which they will live, work,

and become #effective” —

Karen Blixen

Lovers in Auschwitz, Reunited 72 Years Later. He Had One #Question.

Druckerism and intellectual capitalist #lms #education

How could an education system prepare us
for unknown and unpredictable future #realitieS?

 

«§§§»

 

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

 

«§§§»

 

Life-long learning” → Learning what ← from whom → to do what?

And what is useful learning?

The individual in entrepreneurial society

 

«§§§»

 

“#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

 

«§§§»

 

“Making a living is no longer enough,” …
Work also has to make a life.” #whtmal
Druckerism ::: TLN insights ::: Managing oneself (calendarize this? #ams)

 

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 for you.

 

line

 

This page (#sda) provides a tool for

necessary awareness exploring

before it’s too late (avoiding stagnation)

 


 

Who was Peter Drucker? An Über Mentor+

What is the #impact ↑ ↓ on your life

peter-drucker-brand-leadership-wisdom-pict-t

Drucker ↑: a political/social ecologist !!!! #lms

 

I am not atheoretician’;

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. … ” continues below

 

The Daily Drucker(broad)


If you can see the road ahead ↑continue

 

“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

 

 

“THE PRESIDENT (Nixon) knew the man needed no introduction,
so, without a word of identification” … continue

 

 

“Drucker belonged to the church of #results” … continue

 

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.”

 

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 ↓

books-about-drucker-collage-pict-t-600

“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.”

Books by Peter Drucker

 

10th-global-peter-drucker-forum

Beware of narrow worldviews

 

It is very, very difficult to effectively grasp the implicationS of
what goes on behind closed doorS (#wgobcd) #ntea

e.g., The End of Loyalty et al.

 

11th-global-peter-drucker-forum-pict-stroke-t-600

Management Worldviews ↑ ::: Post-capitalist executive

Global Peter Drucker Forum ::: Charles Handy → Starting small fires

Hofburg ↑ ↓

hofburg-004-500w

larger view one ::: two ::: three

 

#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?

 

world-map-over-city-pict

 

… 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

 

#Knowledge economy and knowledge polity #lter

 

#Knowledge and technology

 

From #knowledge to knowledgeS

 

The organization of the post-capitalist

SOCIETY OF ORGANIZATIONS

is a DESTABILIZER. (#cities)

It must be organized for
constant changeexplore

 

Purpose and #Objectives First

 

There is only world history and world civilization continue

 

world-map-lights-pict

 

 

Drucker: The Man Who Invented the Corporate Society

#evidence-wall ↓

economic-structure-and-calendar-pict-600

larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two

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?

 

«§§§»

 

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 searching this page (#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

 

“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.

Practically all these #knowledge people will be employed in organizations.

Yet, unlike the employees under Capitalism, they will own both the means of production” and thetools 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 searching this page for the word stem “productiv” (#productivity)

 

 

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

radar-differences-pict-600

Learning to learn !!!!!
Try searching this page (#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

pyramid-to-dna-annotated-pict-t-600

Most successful executive … ::: … organized by #information

 

brainroads-toward-tomorrows

time-line-and-adoption-rates-pict-t-600

Road ahead timeline ↑ ::: Knowledge and technology ↑ (#impact)

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)

 

evidence-wall-and-time-line-hotw-t-pict-600

There are #discontinuities ahead

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.

 

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

 

“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.

illegal-border-crossing-pict-600

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 ↓ ::: brainroad example and links ::: article titles

time-life-navigation-overview-pict

You can’t get there directly from here

Supplemental awareness PDFs

Notes from Peter Drucker’s work on
developmental directions — a PDF

inside-druckers-brain-pict-t-283x350

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

¶ ¶ ¶

“ ‘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’.

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

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 futureS — 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

radar_limited-pict-no-reflect-400

“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

time-spans-pict-600

«§§§»

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

 

line

 

“One does not pay attention to everything.

And one acts only upon what one is
paying attention to.

radar

harvesting

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 ::: #EDB

«§§§»

*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

 

line

 

Navigating unimagined
futureS

 

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, top of the food chain #worldview (#lter)
provide you a breadcrumb trail for navigating a changing world —
a world continuing to move toward unimagined futureS. How many
major global institutions look to this person for guidance on
making THEIR futureS?

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

radar_limited-pict-no-reflect

 

#sda #parallel Navigating requires
parallel pre-thought work approaches action system #ams

Try searching this page for
the words “parallel” and “organized”

radar-differences-pict-600

… that identifies relevantblind-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

playsheet-collage-pict-600

A work approach that will help you get through a world
that is unfamiliar to you and everybody else

A work approach that is
adequate to 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)

The Society of Organizations and
the accompanying destabilization
society of organizations brainroad

(↑ the only way to be prepared ↓)

 

WW2 battle map

ww2-battle-maps-2019-08-29-001-pict-t-600

 

«§§§»

 

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+

TO-LOPOSO-GO-pict-t-400

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 …

Try a page search for “belief” here

 

line

 

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.

 

line

 

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

 

«§§§»

 

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

 

«§§§»

 

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”

kiddy-table-001-pict-t-350

Broad worldview

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?” continue

 

... 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.

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

 

 

line

 

 

Managing Oneself (overview PDF) ↓ #whtmal #seek

… a revolution in human affairs — is the

action foundation and eventual beginning point for everything, but

ecological awareness ↑ ↓ is also needed #psdapa

 

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

 

To know something ↑ ↓ … one must look at it from sixteen different angles continue

 

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 ↓
;

they will have to learn to develop themselves. (#responsibility word stem #contribut or #voluntee)

 

Striving
toward an idea
outside of yourself
continue

 

sidebar

 

#bigpicture … we can only work toward the horizons on our mental radar at a point in time #ams

work-toward-available-horizons-v2-pict-t-600

larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two

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

Dangers of inside-out thinking

Imagining navigation course changes

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

 

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. The rest they contract out

 

sidebar

 

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

 

Reinvent Yourself

 

main brainroad continues

 

Knowledge workers are likely to outlive their employing organization.

Organizations
within
post-capitalist society

 

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.

 

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.

 

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.

 

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

 

Evolution of sound transportation — in time and place ↓

sound-players-pict-600

Why do “things” exist?Why do they die?

 

11th-global-peter-drucker-forum-pict-stroke-t-600

Hofburg ::: Post-capitalist executive

 

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 has dealt with changes in the environment: in society, economy, politics, technology.

This concluding chapter deals with the new demands on the individual.

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.

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

 

Knowledge workers, therefore, face drastically new demands:

They have to ask:

star Who Am I?

star What Are My Strengths?

star HOW Do I Work?

star They have to ask: Where Do I Belong?

star They have to ask: What is My Contribution?

star 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.


From command to responsibility-based organization and Managing the boss

 

star They have to plan for the Second Half of Their Lives. more on this below … #parallel

 

sidebar

 

Equally important, knowing the answer to these #questionsenables 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. ” ↓

 

People Decisions
radar-differences-pict-600

 

From Interview: Post-Capitalist Executive

 

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.

The answers that gave you an “A+”
40 years ago are the wrong answers (research)

Knowledge is always specialized

About knowledge ::: connecting ::: not connecting

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.

 


 

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.

vines

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 …

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

thinking broad and thinking detailed

The Return on Luck

Danger of too much planning

Knowledge and technology

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

 

main managing oneself brainroad continues

 

... snip, snip ...

 

The Second Half of Your Life #parallel

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?

One can no longer expect that the organization for which one works at age thirty will still be around when one reaches age sixty.

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

Finding Your Role

 

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.

That’s particularly important for people in non-profit organizations because their work is so much more absorbing than it is in a business.

Build on islands (a.k.a. small worlds) 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: 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.

radar-differences-pict-600

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. ¶¶¶

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: 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.

 

Consider all factorsa broader landscape → Life 2.0 et al.

 

Just reading is not enough — you’ve got to make it operational

 

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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 opportunityMort 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 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.

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:

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

 

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The Society of Organizations 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

 

The Poverty of Economic Theory

economic-structure-and-calendar-pict-600

larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two

 

The Management Revolution ↑ ::: Developing countries

 

main brainroad continues

 

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

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 ::: 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) ::: 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 (#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

 

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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 adequate
to the challenges ahead ↓

 

RealitiesBusiness 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

 

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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)

radar-differences-pict-400

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

radar_limited-pict-no-reflect-400

Exhibit 4 ↓
↑ A work approach that searches for
“INFORMED” future horizons to work toward
is needed ↓ REPEATEDLY

A work approach that is adequate to 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” pointS in time ↑ ↓

radar-differences-pict-600

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” pointS 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 ↑ ↓

 

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about #Questions

 

Questions are a key time-life navigation tool #question

 

Try searching this page for the word stem “question”



A question thoughtscape ↓ ::: Larger view

questions-pict-559



Creating a constellation from question alternativess ↓ ::: Larger view

questions-constellations-pict-600

 

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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 searching this page for the word “information”
and then visualize the connections between what you have #SEEN

 


 

The CEO in the New Millennium #mbr

 

The CEO in the new millennium has six specific tasks. 

They are

  1. To define the meaningful outside of the organization
  2. 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
  3. To decide what #results are meaningful for the institution
  4. To set priorities for the organization
  5. To place people into key positions
  6. To organize top management

The concept of the CEO is an American invention and export.

 

Connections:

tblue A PDF

tblue Not even educated in management

tblue Management revolution → making knowledge productive

tblue A radical change in structure for the organizations of tomorrow

tblue The prototype of the modern organization

tblue From command to information-based to responsibility based organization

“Information is data endowed with relevance and purpose.” — Druckerism

tblue The Society of Organizations and the accompanying destabilization society of organizations brainroad

 

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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 searching this page 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

 

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A road ahead ↑ and horizon ↓
Striving toward an idea outside of yourself

 

A horizonKnowledge 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)

 

 

Self-development — a horizon ↑ — 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

 

“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

 

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#Intelligence ::: #Information ::: #Thinking

Intelligence Information Thinking #dtao by Edward de Bono

The PMI and mental scanning

B.C. Forbes → Foundations and opportunities

Knowing what to do

How do you explain an event
you cannot understand?

foundations-and-opportunities-2016-pict

Malcolm Forbes ↑ ::: Remembered for?

 

economic-structure-and-calendar-500-pict

How could you convert these concepts ↑
into evolving operational steps ↓? calendarize this? #ams

Ludecy

 

“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

 

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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.

 

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 .

 

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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

 

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“Attention is a key element of perception

Without the ability to direct attention,
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 are very powerful.

If you are looking in the right direction you #see things.” continue

 

«§§§»

 

#patterns

 

“The mind works to

recognize familiar patterns

in the outside world … ↓

misspelled-words-pict-t

As soon as such a #pattern is recognized

the mind switches into it

and follows it along —

further thinking is unnecessary

 

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,

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

hitler-tell-em-pict-600
hitler-behavior-pict-600

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 Daily Drucker

The Textbook of Wisdom

Practical Thinking

#Podcasts

This page and the history of the world in two hours

 

 

Try searching this page
for the word stem “pattern”
to see the #pattern concept in different contexts

 

Why thinking is important

 

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Highly intelligent people do not necessarily make good thinkers. the #intelligence trap below

 


 

“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

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

CATEGORY ONE: Behavior that is constructive but also very effective

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

 

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Thinking is a skill,
not
intelligence in action.

 

 

Wisdom is largely about broadening perception

radar_limited-pict-no-reflect-400

Most of the mistakes in thinking are mistakes in perception.

Seeing only part of the situation — insufficient information

Jumping to conclusions

Misinterpretation caused by feelings continue

 

 

“There are three types of broad.

 

star 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.

 

star 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.

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

 

star 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’.” continue

 

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Information vs. Thinking

 

We need as much information as we can get.

But we also need thinking.

We need thinking to decide what #information we should seek and where to look for it.

We need thinking to make the best use of the information 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.

radar-differences-pict-600

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

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

 

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.

 

Operacy → the thinking that goes into doing

 

… “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.”

 

Creativity and #brainstorming

REAL Opportunities ::: Serious creativity

Six Thinking Hats

 

Management and the World's Work #mbr

 

economic-structure-and-calendar-pict-600

larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two

 

3 kinds of #intelligence and 9 action behaviors ↑ ↓ ← Niccolò Machiavelli ↑ ↓

The motivation to seek REAL opportunities ::: Executive styles

Finding Your Role

 

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.

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.”

¶ ¶ ¶

“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

 


 

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

Outside highly technical matter, perception is by far the most important part of thinking.

Perception is how we look at the world, what things we take into account, how we structure the world. ¶¶¶

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. ¶¶¶

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 (creativity).

These are the sort of matters that are covered in this book.

More on perception.

 


 

Man’s mind

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 creativity.

 

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.

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

 

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.

 


 

Dealing with risk and uncertainty

The brain is a history library that has to run 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 and recall experience of the past.

Even what we see at the moment is conditioned by the perceptions of the past.

 

 

sidebar

 

We know only two things
about the future
continue


What are the implications ↑ for #brainstorming?

 

Intelligence and behavior

 

The dimensions of Broad

 

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.

We are forever extrapolating the past
in order to prepare the future
into which we are always moving
. Luther, Mac, and the salmon

sound-players-pict-no-reflect-400

 

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
we are dealing with greater risk and uncertainty
because we have to do much more
than predict that an already existing business
will go on being successful
(the minimal prediction anyone has to make — and
it is increasingly difficult to make). — Edward de Bono ::: continue

 


 

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.”

 

We can now direct attention at will.

 

Without attention-directing tools attention follows the patterns laid down by experience and we remain trapped. ¶¶¶

 

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.

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

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.

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.

emotions-at-three-points-pict-258w-400h

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 constructiveWhat additional thinking is needed?

thinking-principles-taskcard-400

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.

 


 

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.

If you have a good sense of humor you have the potential to be wise.

Thinking, perception and creativity — the basic elements of ‘wisdom’

Since so much of my work is in the field of thinking, perception and 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.

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.

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

 


 

Life direction — alternative approaches

“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). ¶¶¶

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.

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. ¶¶¶

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

The danger of too much planning

 


 

Humor, hindsight and insight, 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

 


 

“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

 

Wise about Wisdom: # 170 Awareness ::: # 171 Perception ::: #172 Broad ::: # 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

 


 

“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

 

line

 

More exhibits to examine and explore

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
Knowledge Economy and Knowledge Polity

 

#SEEThe Wisdom of Peter Drucker ::: Life 2.0 ::: Finishing Well ::: A change in the human condition

 

“Making a living is no longer enough,” …
Work also has to make a life.”
The need for roots
Druckerism (calendarize this?)

#See successful careers ↑ are not planned ↓ opportunities

 

the Return on Luck … ↓

needs to be a part of a Managing Oneself structure
(strengths? → values? or striving toward an idea outside of yourself
where you belong? Danger of too much planning ::: more on managing oneself further down the page ::: all of this sequences needs to be made operational if it is to be of any valuecalendarize this?)

calendarize this ↑ ? → begin with an end in mind

 


 

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?

 

line

 

The danger of too much planning #seek

 

Peter maintained that planning doesn’t work. #psdapa #jump

radar-differences-pict-400

What is the purpose of various career fields or areas of work?

The return on luck ::: Water logic

You can prepare yourself, learn what you ought to know, and expand your experience and professionalism (#mindmap these), but ultimately, he said, “opportunity comes in over the transom,” and that means you have to be flexible, ready to seize the right (REAL, not delusional) opportunities when they come. #mindmap these

“Too much planning,” he said, “can make you deaf to opportunity.”

Knowing what youwant to do, and being prepared and equipped to do it, is more important than the specific “how.”

SUCCESSFUL CAREERS ARE NOT PLANNEDTHIS 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

foundations-and-opportunities-2016-pict

A Year with Peter Drucker:
52 Weeks of Coaching for Leadership Effectiveness

Every dreamer ↓

every_dreamer-pict

 

line

 

This page purposefully lacks a contents list — that
would be too orderly. Reality
doesn’t unfold in an convenient manner …

 

line

 

The future of the planet depends on our ability to
navigate unimagined futureS.

And that depends on
what’s between our earS ↓ … ↑ here

“Our thinking, choices, decisions are determined by
what we have seen edb

radar_limited-pict-no-reflect-400

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. continue

 

drucker-man-invented-corp-soc-pict-t-no-ref

Drucker: The Man Who Invented the Corporate Society

Wisdom is about awareness

Celebrating the Life of Peter Drucker

#audioplayback

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

PD → “Integrity ::: humility ::: generosity” RW’s ↑ perception

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 ...

 

10th-global-peter-drucker-forum

 

… 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 that 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 drive man ::: What is our business? Who is our customer? What do they value? What is our mission?

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

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

 

books-about-drucker-collage-pict-t-600

 

“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

↑ 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

purpose-driven-life-3-cropped-pict

 

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

 

What Everybody Knows Is Frequently Wrong ::: If You Keep Doing What Worked in the Past You’re Going to Fail ::: Approach Problems with Your Ignorance—Not Your Experience ::: Develop Expertise Outside Your Field to Be an Effective Manager ::: Outstanding Performance Is Inconsistent with Fear of Failure ::: You Must Know Your People to Lead Them ::: People Have No Limits, Even After Failure ::: Base Your Strategy on the Situation, Not on a Formula — #avoid A Class With Drucker: The Lost Lessons of the World's Greatest Management Teacher

 

time-line-and-adoption-rates-pict-t-600

 

From The End of Economic Man: The Origins of Totalitarianism

The End of Economic Man was my first book, and at the time of its publication I was still an unknown young man.

Yet the book received tremendous attention when it came out in the spring of 1939, and was an instant success.

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.

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 ↓

hitler-tell-em-pict-600
hitler-behavior-pict-600

King Trump ↑ #evidence-wall ↓

trump-collage-500

 

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.

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).

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” 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

 

«§§§»

 

… “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.

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

 

A Functioning Society ::: The (human) Ecological Vision ::: The End of Economic Man

Management Tasks Responsibilities PracticesManagement 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

drucker-me-by-bob-buford-pict-300

Peter once told me ↑, “The fruit of your work grows on other people’s trees.”

 

T. George Harris

t-george-harris-pict-500

YouTube: Thoughts on prayer

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.

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.

 

line

 

Charles Handy a concept maker

Amazon → The Second Curve: Thoughts on Reinventing Society

charles-handy2-cropped-pict-t-450

The many lives of Charles Handy → YouTube link

Give it a name

Humans First — Technology Second

Self renewal ::: Reinvent yourself

 

“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

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.

If not us, then who? if not now, then when?” continue and The Alternative to Tyranny

 

11th-global-peter-drucker-forum-pict-stroke-t-600

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 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

 

line

 

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 an 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 (here) — 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 PracticesManagement Revised Edition and Management Revised Edition Cases

WHAT EXECUTIVES SHOULD REMEMBER

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

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.

 

 

The theory of the business et. al.

The University Art Museum: Defining Purpose and Mission

Find First Things First on this page

 

Management as a liberal art #mbr ::: #wgobcd

 

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)

middle-class-blues-pict-t

Why good people still can’t get jobs

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

 

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

 

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

why_great_companies_fr540

 


 

… accept that it’s your own responsibility
to work on your development and not depend
on any one company … ↓

Managing Oneself overview

Moving toward organic design

Post-Capitalist Society PCS

Management Challenges for the 21st Century ::: Managing in the Next Society

The Management Revolution

 

line

 

 

Time-life navigation insights
#lms #seek #competingpatterns → #podcast

 

“Wisdom is about awareness.



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.” continue

Foundations and opportunities

foundations-and-opportunities-2016-pict

Malcolm Forbes ↑ ::: Remembered for?

 

“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?

 

«§§§»

 

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

 

economic-structure-and-calendar-500-pict

“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

 

Make Judgement Operational within time

 

Great minds talk about ideas ↑ ↓, average minds talk about events,
and small minds talk about people.”
Eleanor Roosevelt

What ↑ ideas, events, and people? A mind map?

Experts speak!

“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

“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

“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

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

“Tomorrow is being made today,
irrevocably in most cases.”
Druckerism

radar-differences-pict-400

“Decision making is a time machine

that synchronizes into a single time — the present
a great number of divergent time spans.

larger view

time-spans-pict-600

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

«§§§»

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
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

“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
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

“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 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

“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

“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 searching this page 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?

 

line

 

Imagining navigation course changes

 

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.

You are living in one of the following #cities: New York City, London, Paris, Rome, Berlin, Warsaw, Moscow, a city in South Vietnam, a city in North Vietnam, Shanghai, Singapore, Hong Kong, or a random, isolated small town.

 

sidebar

 

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

 

Under each of the location and possible resource situations above, what time investments would you enter in your calendar for the upcoming yearS?

Try adding different skin colors, ethnicities or tribal identities to the thinking exercise above

 

How would these calendar entries alter your situation as time and #reality unfold?

radar-differences-pict-400

#Intelligence #Information #Thinking overview ::: related brainroad

Try searching this page 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 Educational Revolution circa 1957

The end of loyalty

Knowledge Economy and Knowledge Polity

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?

 

The Daily Drucker

 

# 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;

what things to avoid;

what things to use as means to get other things.

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.

While we are excellent at analysis we are not nearly so expert at design — because design requires 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 ↓

hong-kong-then-now

Economic content & structure connected to “life in time” ↑ ↓ (larger ↓)

The Poverty of Economic Theory

economic-structure-and-calendar-pict-600

larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two

 

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

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.

grail-diary-2019-02-04-900_300x231

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?

 

«§§§»

 

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

 

line

 

Every social problem
is an opportunity

 

 

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) and then partner with others who have the expertise, knowledge, and discipline to get the right results. #caf (consider all factors) #profit #volunteer

 

Without an effective mission statement
there will be no performance
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

 

11th-global-peter-drucker-forum-pict-stroke-t-600

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 ::: Finishing Well ::: 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 ::: 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.

Targets and measurements are not the same concepts

How To Guarantee Non-Performance

 

«§§§»

 

“The twenty-first century will surely be one of continuing social, economic, and political turmoil and challenge, at least in its early decades. (#impact)


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.

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

 

Why you NEED many competing patterns

 

The Individual in Entrepreneurial Society

 

Citizenship through the social sector and subsequent topics … #parallel

 

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Thoughts on knowledge and
knowledge productivity

 

radar-differences-pict-600

On the road ahead ↑, there will be multiple, multiple new realitieS

 

“THE knowledge we now ↑ consider knowledge
proves itself in action
. ↑ ↓

 

picture-technology-pict-no-reflect-400

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

product-technology-adoption-pict

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 continue

 

Knowledge exists only in application ↓ ↑

sound-players-pict-600

From Progress to Innovation

 

 

ONLY CONNECT, CONNECT, CONNECT … !!!

The productivity of knowledge

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.”

 

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.

 

What needs doing? Here and here

economic-structure-and-calendar-pict-600

larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two

 

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,”

but irrelevant as a definition

of what knowledge is

and what it can do ↓
.

 

economic-structure-and-calendar-500-pict

↑ ↓

evidence-wall-and-time-line-pict-600

 

What’s your meta-system?

From knowledge to knowledgeS

Knowledge exists only in application

Knowledge and technology

 

 

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

 

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

 

“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?


radar-differences-pict-400

11th-global-peter-drucker-forum-pict-stroke-t-600

 

The Management Revolution ↑ ::: Post-capitalist executive

Global Peter Drucker Forum ::: Charles Handy → Starting small fires

Hofburg ↑ ↓

hofburg-004-500w

larger view one ::: two ::: three

 

“The traditional notion in education
that information is sufficient
is old-fashioned and dangerous.”

Edward de BonoIntelligence ::: Information ::: Thinking

 

main brainroad continues

 

Only connect was the constant admonition of a great English novelist, E.M. Forster.

 

sidebar

 

connections ↓

Young people not knowing how to connect


radar-differences-pict-400

Up to poverty

The vanishing east

The manager and the moron

Luther, Machiavelli, and the Salmon

A broad #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. ↓ …

radar-differences-pict-600

Knowledges existing at various point in time ↓ ↑

sound-players-pict-600

… Eventually, it should become teachable. continue

 

Knowledge and Research management

 

Knowledge economy and knowledge polity

 

Knowledge and technology
#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.

 


 

“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

¶ ¶ ¶

“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

 

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Knowledge is always specialized.

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.

sound-players-pict-600

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.

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.

And because of the vastly expanding corpus of knowledge, it also requires that its members learn how to learn. (performance learning)

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

 


 

Three stonecutters

 

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.

 

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. ¶¶¶

 

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.

Even with the utmost application of this principle the great bulk of managers will work in functional jobs, however. ¶¶¶

The management revolution

The rest they contract out

What executives should remember

Executive realities

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.

The society of organizations

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.

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

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 and human development (#education #horizon #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.” continue

 

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There is a site breadcrumb trail ↓ near the bottom of this page

 

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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 …

harvest-to-action-2015-pict-t-600

Larger view

Trying to #SEE

radar_limited-pict-no-reflect

arrow-down

radar-differences-pict-400

arrow-down

Economic content and structure snapshot
Thoughtscape ::: Larger image view

Destabilization is in full swing

economic_content_structure-pict-t-400

Production

In a growing economy ↑, things should get easier — right?

 

arrow-down

“The stepladder is gone, and
there’s not even the implied structure
of an industry’s rope ladder.

It’s more like vines …

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

sit-combo-pict-340w

rlaexp.com = real life adventures + exploration ↑ ↓

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

drucker business week

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.

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

 

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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 .

 

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Why America’s Richest #Cities Are Pulling Away From All the Others
(What are the implications for them and the rest?)

 

radar-differences-pict-600

The road ahead … ↑ going where no one has gone before ↑ ↓

We are all born into changing worldS
at different points in time
and different situationSsituation 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 thinkingexplored 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

attention-ogp-pict-trans-400

The Black Cylinder Experiment #bce

Part of this connection challenge can be visualized by
conducting a page search for
any of the following words
with or without hashtags #
results, outcome, #outcomes,
the world stem ‘success’
#possible, possible or #possibility
outside, ignore
#attention, #opportunity,
#question or #questions individual, never, nothing,
#perception, role, survive, impact,
knowledge, information, skills, innovation, leader,
fundamental, marketing, management or #mbr (management brainroad),
#cities, city, cities, #podcast,
#connect, #connecting, #connections and the word stem "connect"
#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 ↓

life lines

Just go out and make YOURSELF really usefulDruckerism

career time view ↓

career-time-view-pict-t-675x420

The concepts on the career time view illustration ↑ can be found by a page search

 

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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

radar-differences-pict-600

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

radar_limited-pict-no-reflect

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 ↓

 

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2 additional concepts that express the same ideas as the page title

or 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

or Navigating unimagined horizonS ↓ and their opportunitieS

 

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“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).” continue

 

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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

why_great_companies_fr540

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-pict-no-reflect-400

Picture technology: larger view

There can’t be reached from heretomorrowS 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

 


 

Navigating can only be undertaken
with what’s on each individual’s mental radar (explore ↓)
at a point ↓ in time
↓ → about time

radar-differences-pict-400

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

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

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 wiselyexperts 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

 

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 ↓

radar_limited-pict-corners

@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

 

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The 500+ pages on rlaexp.com are attention directing tools for navigating a world moving toward unimagined futureS.

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.

 

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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
Twitter: @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.

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 modem management,” a title that held little interest or fondness for him.” continue

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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
calendarizationworking something out in timeis 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

radar_limited-pict

Site scope
This site contains over 500 web pages ↑ and thousands of topics

Fortune favors the prepared mind” continue

Once you #SEE something you can’t unsee it

 

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Just reading is not enough … #ams

Concepts have to be converted into daily action

book harvesting

 

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 ↓

harvest

harvest and implement

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

Coach ::: Pre-thought Playbook ::: Pre-thought Playsheet

play-book-sheet-pict-600

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 …

 

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This page and its links contain thought fragments that can be added to your life evidence wall ↓, thoughtscape and timescape ↓

radar_limited-pict-no-reflect-400

↑ Translated into an action system for building YOUR life #ams

 

A quick page scroll provides a preview of the breadth involved …

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

book-content-usage-pict

Tom Peters ↑

francis-coppola-godfather-notebook-page-pict-t-600

YouTube: Francis Coppola's Notebook on 'The Godfather'
::: Book content (1) (2) to Scrivener… to MarginNote ::: LiquidText

francis-coppola-godfather-notebook-pict-t-600

radar-differences-pict-600

Aim high (#impact) ↑ ↓ Parallel thinking

The Wisdom of Peter Drucker

Life 2.0

Finishing Well

 

Horizon evolution work ↓

stages-simple-horizons-pict-t

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

Finishing Well

“Making a living is no longer enough,” …
Work also has to make a life.”
Druckerism (calendarize this?)

Action system #ams #dtao

harvest-to-action-2015-pict-t-600

Larger view

Time spans

time-spans-pict-600

back to top

Successful careerS are not planned continue

 

“Decision making is a time machine

that synchronizes into a single time — the present
a great number of divergent time spans.

larger view

time-spans-pict-600

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”

 

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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)?

 

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The “memo” ↓

THEY don’t want you to see

 

THEY ↑ are the simpleton 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.



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 …

 

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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

 

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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 adequate to your realistic needs — which includes how you touch others and how will you remember and revisit what you’ve seen before the next crisis?

 

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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 challengeabout 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

 

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“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


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 constructiveWhat additional thinking is needed?

thinking-principles-taskcard-400

“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? ↓ ↓ ↓

sit-combo-pict-340w

Dealing with risk and uncertainty ↑ ↓

why_great_companies_fr540

Reality check

People at each of these organizations ↑ ↓ think they are doing fine. They
act — mis-act — on this assumption …

picture-technology-pict-no-reflect-400

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

There ↓ can’t be reached from heretomorrowS can’t be reached from yesterdayS
— at least not directly …

Evolution of sound players ↓

sound-players-pict-600

 

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

radar-differences-pict-600

Going outside

 

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 ↓

5-stages-of-decline-pict

… 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

sans-strategy-tragedy-pict-600

The theory of the business et. al.

drucker-culture-eats-strategy-pict

The spirit of performance

 

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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

stuck-in-a-rut

skt-managing-oneself-sketch-small-druckerinst-2016-jun-08-pict-600

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.” Pluralism

 

Knowledge Work As A System — orthopedic surgeons

 

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 Personhtml or PDF

 

Young people not knowing how to connect their knowledgeDrucker 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 …

atlanta-map-pict-600

larger view

 

A structural view ↑ ↓

time-usage-structures-pict-600

larger view

 

The executive and the knowledge worker have only one toolinformation

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

 

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“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

 

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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 leadershipbeware 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 ↓

humansofny_2016-Apr-11-pict-t

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 ↓
back to the top

Being prepared for opportunities

«§§§»

This is who I am ::: The new job

(Attention, dissect, harvest, calendarize these ↑?)

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

 

stages-simple-horizons-pict-t

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

Ice flows ↓

ice-floe-post-pict-400

Nine groups larger view

global-consumer-McKinsey_MGI_2016-Mar-31-600

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

radar_limited-pict-t-400

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

 

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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.

 

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#lms

Knowledge exists only in application

 

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 ↓

us-election-map-2016-pict-600

How Baby Boomers Broke America

A Princeton sociologist spent 8 years asking rural Americans why they're so pissed off

The 9.9 Percent Is the New American Aristocracy

 

3 kinds of #intelligence and 9 action behaviors ↑ ↓ ← Niccolò Machiavelli ↑ ↓

harvesting-implementing-broad+site-2015-pict-t-600

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

Finishing Well

“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

harvest-to-action-2015-pict-t-600

Big picture connected to project work view

dense reading and dense listening plus thinking broad and thinking detailed

Six Thinking Hats ↓ ::: Teach Yourself to Think ↓ ::: 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

calendarization

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

 

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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

ExampleSthe manager and the moron ↑ ↓
Knowledge not economic ::: Information economics

Next? Return to top or Knowledge economy +++ ↑ or Far-east cities

 

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Unimagined FutureS ↑ ↓ (#impact)
Post Capitalist Society PCS ::: a thoughtscape

 

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 ↑ ↓

… and at that time ↓, unimagined futureS seemed unthinkable …
because tomorrow is always going to be like yesterday … right?

Downton Abbey

downton-abbey-pict-t

back to top

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

assassination-archduke-franz-ferdinand-pict-600

… and at that time ↓, unimagined futureS seemed unthinkable …

family-old-pict-500

… and at that time ↓, unimagined futureS seemed unthinkable …

nyc-street-600t

stages-simple-horizons-pict-t

… and at that time ↓, unimagined futureS seemed unthinkable …

Early TV or early television

watching-old-tv-600

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

 


 

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 ...

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” and “approach to work” is needed ↓)

... 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

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 ...

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.

The rest it contracts out.

 

“Its organizations ↑ must be able to make fast decisions … ”

 

Making the future → one ::: two ::: three

 

The Management Revolution

 

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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.

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 futureS seemed unthinkable …
pics?

Old photo: rural life

arkansas-old-600

There is more to this story
and there is “remanence” for a long time …

 

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YouTube: The History of the World in Two Hours
— beginning with the industrial revolution (#impact)

history-of-the-world-in-two-hours-01-healed-pict-400

The rise of man? 85 million years? 200,000 years and then BOOM around 1900
evolution-toward-man-2020-02-11-001-pict-t

evolution-tree-2020-02-11-pict-t

history-of-the-world-in-two-hours-03-pict-600

Netflix: Marco Polo

Netflix: Empire of the Tsars

Netflix frequently drops previous content. Try searching YouTube.

 

The Lessons of History by Will & Ariel Durant

 

lessons-of-history

… 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

 

internet-activity-pict-600

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 controlsweep 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

age-of-discontinuity-big-t-325w

 


 

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

«§§§»

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.”

 


 

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.

If they, armed with the cleverest advisers, bankers, and lawyers couldn't keep their money, can it be easy?

Survival is a competition.

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.

The whole order of nature pushes to reclaim its own.

Governments bow to that kind of pressure.

Pieces of paper are a weak defense.

How did Vladimir Putin become so rich?

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 worldS 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

Economists, Politicians, Hitler, Churchhill, Stalin …

11th-global-peter-drucker-forum-pict-stroke-t-600

Post-capitalist executive

Strategic situations 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

middle-class-blues-pict-t

Why great companies fail

why_great_companies_fr540

picture-technology-pict-no-reflect-400

Picture technology: larger view

“Corporations once built to last like pyramids
are now more like tents.

Tomorrow they’re gone or in turmoil.”

There ↓ can’t be reached from heretomorrowS can’t be reached from yesterdayS
— at least not directly …

sound-players-pict-600

car-and-truck-sales-title-pict-550
car-and-truck-sales-chart-pict-600

 

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?

 

What goes on behind closed doors? #wgobcd ↓ ↑

 

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

YouTube: Armistice by David Reynolds

Netflix: Apocalypse: The Second World War

YouTube: World War Two: 1941 and the Man of Steel → Stalin the terrorist

#audioplayback

What could be added to a person’s pre-thought work-approach
that would be adequate for dealing with
the challenges presented by
or Erich Friedrich Wilhelm Ludendorff or Stalin’s behavior?

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-trail-involving-global-banks-600

Money launderingmore

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.

Operation Otto Preliminary Plan for Operation Barbarossa ↓ #wgobcd

marcks-plan-for-operation-barbarossa-pict-600m

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 …

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

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

1000-years-in-10-minutes-pict

The Prince by Niccolò Machiavelli — Kindle version available

 

Vietnam ::: History of France in Indochina ::: … The Vanishing East

vietnam-diptic-2020-01-07-600

#audioplayback

 

“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.

 

sgt-will-gardner-cropped-pict-t-600

 

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.”

 

line

 

#Worldview(s)

Homeland ::: #evidence-wall ↓

evidence-wall-homeland-pict-600

“Individuals hold worldviews, beliefs about the purpose of existence, who they must ultimately answer to, and what they are responsible for … ” continue


“But a worldview is, above all, an experience”

 


 

Management and the World’s Work (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. ↓

 


 

What Everybody Knows Is Frequently Wrong ::: If You Keep Doing What Worked in the Past You’re Going to Fail ::: Approach Problems with Your Ignorance—Not Your Experience ::: Develop Expertise Outside Your Field to Be an Effective Manager ::: Outstanding Performance Is Inconsistent with Fear of Failure ::: You Must Know Your People to Lead Them ::: People Have No Limits, Even After Failure ::: Base Your Strategy on the Situation, Not on a Formula — A Class With Drucker: The Lost Lessons of the World's Greatest Management Teacher

 

The Management Revolution

 

Thinking broad and thinking detailed ↑ ↓

 

Why Peter Drucker Distrusted Facts (HBR blog) and PDF
Opinions come first ::: Prepared to see

 

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 ↓

evidence-wall-true-detective-cropped-pict

Attention-directing tools and
the patterning system of the human brain ↑ continue

 

… 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

The big business, in particular, seems to be able to coast a long time on the courage, work, and vision of earlier managers.

why_great_companies_fr540

But tomorrow always arrives.

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.

And this is a risk that even the largest and richest organization cannot afford and that even the smallest one need not run. continue

 

line

 

The inherent weaknesses in all possible information systems

The information system can be

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

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.

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.

Management: Tasks, Responsibilities, Practices

 

line

 

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

 


 

“Managers are synthesizers #mbr #sda
who bring resources together
and have that ability to “smell ↓” opportunity and timing.

Today perceptiveness is more important than analysis

In the new society of organizations,
you need to be able to recognize patterns
to see what is there
rather than what you expect to see.”
Interview: Post-Capitalist Executive

 

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)

 

drucker-man-invented-corp-soc-pict-t-no-ref

 

Freedom is not fun. (#impact)

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.

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

 

 

Power has to be used

“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.

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

 

The antidote and the alternative to tyranny #mbr

 

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.

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.”

… 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.

 

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

 

Moving Beyond Capitalism?

 

Citizenship through the social sector

 


 

“Beware the man on the white horse promising to fix things”continue

Hitler’s PR (#wgobcd)

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