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What executives should remember
by Peter Drucker
The brain can only see
what it
is prepared to see
«§§§»
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. continue
«§§§»
Your thinking, choices, decisions
are determined by
what you’ve
“SEEN”
“Once perception
is directed in a certain direction
it cannot help but see,
and once something is seen,
it cannot be unseen”
«§§§»
Being prepared for what comes next — and there’s no one to ask
Work has to make a life
finding and selecting the pieces of the puzzle
#Note the number of books about Drucker ↓
Drucker: a political or social ecologist ↑ ↓
“I am not
a ‘theoretician’;
through my consulting practice
I am in daily touch with
the concrete opportunities and problems
of a fairly large number of institutions,
foremost among them businesses
but also hospitals, government agencies
and public-service institutions
such as museums and universities.
And I am working with such institutions
on several continents:
North America, including Canada and Mexico;
Latin America; Europe;
Japan and South East Asia.
Still, a consultant is at one remove
from the day-today practice —
that is both his strength
and his weakness.
And so my viewpoint
tends more to be that of an outsider.”
broad worldview ↑ ↓
Most mistakes in thinking ↑ are mistakes in PERCEPTION: …
Seeing only part of the situation;
Jumping to conclusions;
Misinterpretation caused by feelings …
#pdw larger ↑ ::: Books by Peter Drucker ::: Rick Warren + Drucker
Books by Bob Buford and Walter Wriston
Global Peter Drucker Forum ::: Charles Handy — Starting small fires
Post-capitalist executive ↑ T. George Harris
Your thinking, choices, decisions
are determined by
what you’ve “SEEN”
“Once perception is directed
in a certain direction
it cannot help but see,
and once something is seen,
it cannot be unseen”
The speed of product and technology adoption
Work has to make a life
If you don’t design your own life
someone else will do it for you
↑ The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy
↓
The Definitive Drucker:
Challenges For
Tomorrow's Executives
“More detailed map” ↑
About technology
A Year with Peter Drucker:
52 Weeks of Coaching
for Leadership Effectiveness
The Five Most Important Questions
You Will Ever Ask
About Your Nonprofit Organization
Learning to Learn
↑ ecological awareness → operacy —
the skills of doing
The memo “THEY” don’t want you to SEE
“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.” — Edward de Bono
Different thoughts for different times ↑ ↓
A partial vision ↑ ↓ of the work ahead of us …
Radar blips
for directing attention toward the roadS ahead …
Urban world: The shifting global business landscape
We can only work on and with the the things
on our current mental radar
(see memo for a broader sweep)
Adiós Steve Ballmer — “too focused on Windows (born in 1985)
to realize that Apple Inc’s iPhone (born in 2007)
was revolutionizing computing”
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Titles and bullet points below have mouse over links
Just reading is not enough …
Harvesting and action thinking are needed … Innovation in the existing organization requires special effort Innovation and Entrepreneurship ::: Piloting An Effective Mission (the foundation for change management) Dense reading and Dense listening and Thinking broad and Thinking detailed Larger view of image below
Challenge thinking and an alternative — operacy
Questions ::: Thinking canvases
Even with excellent analytical tools, concepts, thinking habits … A time span: Rolled film to digital to smart phones
Luther, Machiavelli, and the Salmon
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 A thought collector for keeping track of radar blips and time investment work An attention collecting and attention directing tool
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“The greatest danger in times of turbulence is not turbulence;
The shift from manual workers
“Managing Oneself (PDF) is a REVOLUTION in human affairs.” …
“More than anything else,
“Making a living is no longer enough
These pages are attention directing tools for navigating changing worldS — worldS moving relentlessly toward unimagined futures.
What’s the next effective action on the road ahead
It’s up to you to figure out what to harvest and calendarize It may be a step forward to actively reject something (rather than just passively ignoring) and then working out a plan for coping with what you’ve rejected.
Your future is between your ears and our future is between our collective ears — it can’t be otherwise.
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