brainroads-toward-tomorrows mental patterns

pyramid2dna

pyramid to dna

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

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“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.

 

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“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

 

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What does this issue or challenge mean for me?

Challenge thinking and an alternativeoperacy

Larger view ↓ ::: Note the fog and reflection ↓

challenge thinking

Questions ::: Thinking canvases

thinking canvas

thought generation

 

What needs doing around here?
A local view from Google Earth

local business

topics and time periods

 

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Just reading is not enough …

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

 

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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
      • 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
  • 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)

 

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A world ↑ ↓ moving → toward unimagined futureS

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brainroads-toward-tomorrows

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 productiveanother moving target

 

Allocating your life ↑ ↓

 

Peter Drucker ::: The Über Mentor

Drucker books

Drucker book outline

From Analysis to Perception ↑ ↓ — The New Worldview

Edward de Bono books — information is not enough thinking is needed

Concepts

Pictures in time + action illustrations

Economic content and structure — a thoughtscape and timescape

Interview: Post-capitalist executive

Add notes

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

Managing Oneself

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

Good intentions

“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

Board membership

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 individualavailable 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

Site map

 

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Tying ↓ — an action verb — it ↑ together

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Larger view

There are over 500 web pages on this site
— there is Google site search below

 

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Interesting brain addresses:

Technology

Entrepreneurship

Innovation

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

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

Entrepreneurial Strategies

II. THE INDIVIDUAL

Effectiveness Must Be Learned

Focus on Contribution

Know Your Strengths and Values

Know Your Time

Effective Decisions

Functioning Communications

Leadership as Work

Principles of Innovation

The Second Half of Your Life

The Educated Person

III. SOCIETY

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

 

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“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker


The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “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

 

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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

 

Google
WWW rlaexp.com

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

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What needs doing?

 

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