this page ↓ is an introduction to an introduction to an extensive thoughtscape ↓ and timescape ↑ ↓
FoundationS ↓ for future directed decisionS
Executive responsibilities: decisions ::: fffdd
We can only ↑ work with ↓ the thingS on our mental radar ↓
currently ↓ individually ↓ and collectively ↓ → Awareness
“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
Very few people seem to SEE ↑ the behavior patterns of the simpleton ideologues (media talking heads) or the political and organization power structures who ACT as if tomorrowS are going to be like yesterdayS — they direct their efforts toward problemS and yesterdayS rather than opportunities. continue
That approach effectively sabotages themselves (when they get caught by time), THEIR communities, THEIR colleagues and the future of society …
This website ↓ can help circumvent that deadly behavior pattern.
“Decision-making is a time machine that synchronizes into a single time — the present — a great number of divergent time spans” Chapter 11, Strategic Planning, Management, Revised Edition
What does this issue or challenge mean for me?
Challenge thinking and an alternative — operacy
Larger view ↓ ::: Note the fog and reflection ↓
Questions ::: Thinking canvases
What needs doing around here?
A local view from Google Earth
Just reading is not enough …
Concepts have to be converted into daily action
Harvesting and action thinking are needed …
Managing oneself should be the action foundation
You can select and note areas of interest. You can employ what does this mean for me? (illustration) with the PMI, dense reading and dense listening plus thinking broad and thinking detailed with operacy to see where that takes you. The potential effectiveness of our thinking depends on our existing mental landscape → see experts speak. What’s the next effective action?
Concept acquisition → action conversion → click image ↓
When we are involved in doing something, it is very difficult
to look outside that involvement — even when our future depends on it.
Additionally, everything eventually outlives its usefulness continue
And now for the rest of the story
The memo they don’t want you to see
Post-Capitalist Society → unimagined futures ↓
“The terms knowledge industries, knowledge work and knowledge worker are nearly fifty years old.
They were coined around 1960, simultaneously but independently — the first by a Princeton economist, Fritz Machlup, the second and third by this writer.
Now everyone uses them, but as yet hardly anyone understands their implications for human values and human behavior, for managing people and making them productive, for economics, and for politics.
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
A century of social transformation → emergence of knowledge society ↓
- The Futility of Politics
- 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
- 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
- Bonus material
- Trade Lessons from the World Economy
- Peter Drucker Sets Us Straight (it hasn’t been a recession but a transformation and the structure of the economy)
A world ↑ ↓ moving → toward unimagined futureS →
We can only work on the things on our mental radar ↑ at a point in time
Brain addresses ↓ along the roadS toward tomorrowS →
Daily Drucker → taking career responsibility ↑
Needs of continuing education for those with advanced education → different from today’s junk
The responsibility based organization
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 non-profit institution that gives people a sense of community, gives purpose, gives direction continue
The economic and social health of our world depends on our capacity to navigate unimagined futureS — rather than attempting to bring back yesterdayS.
That capacity is governed by what's between our ears.
We can only work on, with, and toward the horizonS ↑ ↓ on our mental radar ↑ at a point in time.
The economic and social health of our world depends on somebody taking career responsibility → a moving target ↓
The major thrust of our capacity needs to be directed toward making knowledge productive → another moving target
Allocating your life ↑ ↓
Peter Drucker ::: The Über Mentor
Drucker book outline
From Analysis to Perception ↑ ↓ — The New Worldview
Edward de Bono books — information is not enough thinking is needed
Pictures in time + action illustrations
Economic content and structure — a thoughtscape and timescape
Interview: Post-capitalist executive
Leaders and leadership
Drucker on Asia — without an effective mission there will be no performance
The short life-span of the business enterprise
The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lessons
Organizations are human creations and, as such, neither infallible nor immortal.
For business enterprise, by definition and alone among all major organizations of society, is the change-agent.
Business enterprise, alone, is created both to exploit change in economy and society, and to create change in economy and society.
The actual results of action are not predictable
Victims of success
The threat of continuing success
Every one of these companies that has been able to prosper for four decades has had to change fundamentally.
Yet, the last forty years have been years of great continuity and, generally, years of tremendous prosperity, not only in the American economy but in the world economy.
What is needed is not only the capacity to overcome adversity.
Equally important, and equally needed, is the capacity to take advantage of opportunity, and this, too, is equally threatened by continuing success, threatened by complacency.
It is, thus, no accident that the management literature has increasingly concerned itself with the management of change and with revitalizing business enterprise.
The management of change is, however, the wrong place to start.
What has to come first is the management of continuity.
Every business enterprise needs to balance continuity and change, and that has to begin with establishing the fundamental direction, that is, with the continuity of the enterprise.
Financial results are not the purpose
Mission statements that express the purpose of the enterprise in financial terms fail inevitably, to create the cohesion, the dedication, the vision of the people who have to do the work so as to realize the enterprise’s goal.
An old saying — going back to ancient Rome, I believe states that ‘Human beings eat to live, but do not live to eat.’
Similarly, enterprises have to have satisfactory financial results to live; without them they cannot survive and cannot, in fact, do their job.
However, they do not exist to have financial results.
Financial results, by themselves, are not adequate, are not the purpose of the enterprise, and are not the justification and reason for its existence.
What executives should remember
The Theory of the Business
Managing for Business Effectiveness
What Business Can Learn from Nonprofits
The New Society of Organizations
The Information Executives Truly Need
They’re Not Employees, They’re People
What Makes an Effective Executive
Just reading is not enough … Harvesting and action thinking are needed
Managing the Non-Profit Organization
See detailed notes from Managing the Non-Profit Organization
The Five Most Important Questions You Will Ever Ask About Your Organization
Outspoken About Outcomes for Nonprofits
“Part III: Performance in Service Institutions” in Management, Revised Edition
Entrepreneurship in the Public-Service Institution
“Citizenship Through the Social Sector” in Post-Capitalist Society
Landmarks of Tomorrow — 1957
It is almost frightening how fast the obvious of yesteryear is turning incomprehensible.
- Introduction: This Post-Modern World
- Essentially I have tried to cover three big areas
- The new view of the world, the new concepts, the new human capacities
- The new frontiers, the new tasks and opportunities
- The human situation
- Newcomer to a Strange Country
- The New World-View
- “The Whole Is the Sum of Its Parts”
- From Cause to Configuration
- The Purposeful Universe
- Toward a New Philosophy
- From Progress to innovation
- 1 The New Perception Of Order
- The Research Explosion
- Man and Change
- Innovation and Knowledge
- The Power of Organized Ignorance
- 2 The Power of Innovation
- The Open-Ended Technology
- From Reform to Social Innovation
- 3 Innovation—The New Conservatism?
- The Risks of Innovation
- Plan or No Plan?
- Local Plan or No Plan
- Innovation as Responsibility
- Beyond Collectivism and Individualism
- 1 The New Organization
- The Capacity to Organize
- Individual Work and Teamwork
- 2 From Magnate To Manager
- Specialist and Manager
- Power and Responsibility in Organization
- The Organization Man
- The Discipline of Managing
- The Principle of Organization
- 3 Beyond Collectivism And Individualism
- The Middle-Class Society
- Freedom in Dynamic Order
- The New Frontiers
- The Educated Society
- 1 The Educational Revolution
- The Scale of the Explosion
- The Impact on Society
- The Educational Competition
- 2 Society’s Capital Investment
- An Economic Analysis
- Teachers and Teaching
- How to Pay
- 3 Education For What?
- Society’s Stake
- The General versus the Special
- Learning by Doing
- The Educational Whole
- The Social Responsibility of Education
- “Up to Poverty”
- 1 The Frontier of Development
- The Agents of Revolution
- The Promise and the Danger
- Is Economic Development Possible?
- The “Take-off Crisis”
- The Agriculture Problem
- Distribution and Credit
- “Social Overhead” Costs
- The Problem of Attitudes
- The Ultimate Resource
- 2 Building An Industrial Society
- The Role of Money
- Leadership by Example
- The Problems We Face
- Modern Government in Extremis
- 1 The End Of The Liberal State
- The Definition of Modern Government
- The Rise of the Liberal State
- The Decline of the Liberal State
- 2 The New Pluralism
- The New Metropolis
- The Crisis of Government
- Pluralism and the Common Interest
- The Vanishing East
- Success or Failure of the West?
- The Failure of the East
- Can the West and the New East Meet?
- The Work to Be Done
- Our Self-Delusion
- The New Frontiers
- The Human Situation Today
- The Control of Power
- Knowledge and Human Existence
- Living in an Age of Overlap
Making the future
The future that has already happened
Living in a Lego world
We can also predict with high probability that we will redefine what it means to be an “educated person.”
Traditionally, and especially during the last two hundred or three hundred years, at least in the West (and since about that time in Japan, as well), an educated person was somebody who shared a common stock of formal knowledge—someone who had what the Germans called an Allgemein Bildung (a general education) and the English (and following them, the nineteenth-century Americans) called a “liberal education.”
Increasingly, an “educated person” will be somebody who has learned how to learn and who throughout his or her lifetime continues learning, and especially learning in and through formal education.
There are obvious dangers to this.
Such a society can easily degenerate into one in which the emphasis is on formal degrees rather than on performance capacity.
It can easily degenerate into one of totally sterile, Confucian-type mandarins—a danger to which the American university, particularly, is singularly susceptible.
It can, on the other hand, also fall prey to overvaluing immediately usable, “practical” knowledge, and underrate the importance of fundamentals, and of wisdom altogether.
This society in which knowledge workers dominate is in danger of a new “class conflict”: the conflict between the large minority of knowledge workers and the majority of people who will make their living through traditional ways, either by manual work, whether skilled or unskilled, or by services work, whether skilled or unskilled.
The productivity of knowledge work—still abysmally low—will predictably become the economic challenge of the knowledge society.
On it will depend the competitive position of every single country, every single industry, every single institution within society.
The productivity of the non-knowledge services worker will increasingly become the social challenge of the knowledge society.
On it will depend the ability of the knowledge society to give decent incomes, and with them dignity and status, to non-knowledge people.
No society in history has faced these challenges.
But equally new are the opportunities of the knowledge society.
In the knowledge society, for the first time in history, access to leadership is open to all.
Equally, access to the acquisition of knowledge will no longer be dependent on obtaining a prescribed education at any given age.
Learning will become the tool of the individual—available to him or her at any point in life—if only because so much of skill and knowledge can be acquired by means of the new learning technologies.
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 non-performance.
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 that 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
Tying ↓ — an action verb — it ↑ together →
Larger view ↑
There are over 500 web pages on this site
— there is Google site search below
Interesting brain addresses:
Transnationalism, Regionalism, and Tribalism
Luther, Machiavelli, and the Salmon
The manager and the moron
Citizenship through the social sector
The Essential Drucker
Introduction: The Origin and Purpose of TED
Where do I begin to read Drucker?
Management as Social Function and Liberal Art
The Dimensions of Management
The Purpose and Objectives of a Business
The profit motive and its offspring maximization of profits are just as irrelevant to the function of a business, the purpose of a business, and the job of managing a business.
In fact, the concept is worse than irrelevant: it does harm.
Actually, a company can make a social contribution only if it is highly profitable.
What the Nonprofits Are Teaching Business
Social Impacts and Social Problems
Management’s New Paradigms
The Information Executives Need Today
Management by Objectives and Self-Control
Picking People—The Basic Rules
The following three chapters are from Innovation and Entrepreneurship
The Entrepreneurial Business
The New Venture
II. THE INDIVIDUAL
Effectiveness Must Be Learned
Focus on Contribution
Know Your Strengths and Values
Know Your Time
Leadership as Work
Principles of Innovation
The Second Half of Your Life
The Educated Person
A Century of Social Transformation — Emergence of Knowledge Society
The Coming of Entrepreneurial Society
Citizenship through the Social Sector
From Analysis to Perception—The New Worldview.
Afterword: The Challenge Ahead
The paradox of rapidly expanding economy and growing income inequality—the paradox that bedevils us now
Growing health care and education, possibly a shrinking market for goods and services
Center of power shifting to the consumer—free flow of information
Knowledge workers—expensive resource
Governments depending on managers and individuals
Next destination: the real site introduction
“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker
The shift from manual workers
who do as they are being told — either
by the task or by the boss —
to knowledge workers
who have to manage themselves ↓
profoundly challenges social structure …
“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …
… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context
These pages are attention directing tools for navigating a world moving toward unimagined futures.
It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.
It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.
Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point
To create a rlaexp.com site search on Google’s site ↓
Type the following in the search box on the Google’s site:
your search text site:rlaexp.com
What needs doing?