Attention directing tools enhance our mental radar
Page purpose: looking at general areas of time investment and
broadening one’s range of vision as both
opportunity and protection from surprises.
Writing out what you see
is different from saying it
mentally or verbally. It makes you decide.
Additionally, what are the implications of what you see?
Dense reading and Dense listening
Thinking Broad and Thinking Detailed by Edward de Bono
What are the opportunities time and history have (will) put within your grasp? — Peter Drucker
The society of organizations demands of the individual decisions regarding himself.
At first sight, the decision may appear only to concern career and livelihood.
“What shall I do?” is the form in which the question is usually asked.
But actually it reflects a demand that the individual take responsibility for society and its institutions.
“What cause do I want to serve?” is implied.
The World is Full of Options
Carefully choosing your nonprofit affiliations (beware of scams and inside-out bureaucracies because society suffers the consequences and you are part of society.
If they don’t produce the desired results outside of themselves then we have to pay a second or a third or a fourth … organization until we get what is needed.)
And underlying this question is the demand the individual take responsibility for himself.
Managing Oneself then …
The Effective Executive: Preface
“What shall I do with myself?” rather than “’What shall I do?” is really being asked of the young by the multitude of choices around them.
The society of organizations forces the individual to ask of himself:
“Who am I?”
“What do I want to be?”
“What do I want to put into life and what do I want to get out of it?”
read more on how can the individual survive …
The Age of Discontinuity:
Guidelines To Our Changing Society
enhanced by bobembry
... replace the quest for success with the quest for contribution.
(to the society of organizations moving in time — above)
The critical question is not, “How can I achieve?”
but “What can I contribute?”
The Daily Drucker
You can’t design your life around a temporary organization
Successful careers are not planned
They develop when people are prepared
because they know
their method of work, and
Knowing where one belongs
can transform an ordinary person
—hardworking and competent but otherwise mediocre—
into an outstanding performer.
Managing Oneself and Living in More than One World
To get the benefits you have to calendarize these
“What do you need to learn to get the most out of your strengths?”
The World is Full of Options
“What do you need to learn so that you can decide where to go next?”
Managing in a Time of Great Change
The three types of intelligence discussed in The Prince by Niccolò Machiavelli
Types of behavior that can be observed …
… “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.”
— How Can The Individual Survive?
The Age of Discontinuity: Guidelines To Our Changing Society
by Peter Drucker
What do you want to be remembered for?
In Landmarks of Tomorrow, Peter Drucker wrote “everyone is an understudy to the leading role in the drama of human destiny” and the “great roles are not written in the iambic pentameter or the Alexandrine of the heroic theater.”
They are, instead, “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 on an unpopular principle, and in one’s refusal to sanction man’s inhumanity to man in an age of cruelty and moral numbness.”
The center of modern society
is the managed institution
Institutions: Private sector, public sector, and social sector
The knowledge society into which we are moving so fast is going to be a society of organizations.
But of organizations—plural—that will be diverse, decentralized, multiform.
And within these organizations, we are moving away from the standardized, uniform structures that were generally accepted in public administration and business management, “the one right structure for the typical manufacturing company,” for instance, or the “model government agency.”
We are moving toward organic design, informed by mission, purpose, strategy, and the environment, both social and physical—the design I began to advocate forty years ago in The Practice of Management (which came out in 1954). …
Sidebar: … to pursue the preceding line of thought
see Management’s New Paradigm
… the center of a modern society, economy and community is not technology.
It is not information.
It is not productivity.
The center of modern society is the managed institution.
The managed institution is society’s way of getting things done these days.
And management is the specific tool, the specific function, the specific instrument, to make institutions capable of producing results.
The institution, in short, does not simply exist within and react to society.
It exists to produce results on and in society.
… and see Management, Revised Edition which contains a similarly named chapter with a different “landscape” a.k.a. “brainscape.”
Management Cases (Revised Edition) provides a more day-to-day, issue-to-issue, situational “landscape” view.
Also see “From Analysis to Perception — The New World View” found in The New Realities or The Essential Drucker. Form and Function Connections: see chapters On Being the Right Size and On Being the Wrong Size in Management: Tasks, Responsibilities, Practices and others. (calendarize this?)
Many highly intelligent people use their thinking
to back up or defend their immediate judgement of a matter.
… a perception-broadening tool (attention-directing)
forces a thinker to explore the situation
before coming to a judgement — Edward de Bono
“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
Attention directing is exploring
Questions are attention directing tools
Questions in The Definitive Drucker.
Social ecologists try to find the right questions
Using your ignorance to your benefit
What impact might an educated person add to the thinking?
Effectively working on questions
foundation for future directed decisions
Sometimes alternative answers
need to be combined
to create an effective “constellation.”
Dense reading and Dense listening
A tool for harvesting, collecting, and organizing “information”
Larger ::: Scrivener
Larger view of challenge thinking and an alternative — operacy
Dense reading and Dense listening
and Thinking broad and Thinking detailed
by Edward de Bono
Google site search: asking right questions
See Drucker books for more questions
Big Picture: Changing social and economic picture > content of the economy over time > organization evolution work > organization evolution ideas (brain addresses) and action.
Similar to above with theory of the business, objectives, and harvesting system …
The changing social and economic picture — the mothership of everything
Realities: rising and falling
Black rotary dial phones replaced by Princess phones replaced by a multitude of phones augmented and replaced by cell phones morphed into smart phones and whatever
Economic content and structure. Businesses are organs of the economy. Organs are never defined by what they do or how they do it. They are defined by what they contribute. Adoption rates impact “organ” size. What exists is getting old.
*** Realities (calendarize these?) ***
From Analysis to Perception — The New Worldview
Knowledge system view
Knowledge :: Society of Organizations :: Management
From computer literacy to information literacy
Knowledge and technology
… Now we are increasingly organizing knowledge and the search for it around areas of application rather than around the subject areas of disciplines.
Interdisciplinary work has grown everywhere.
This is a symptom of the shift in the meaning of knowledge from an end in itself to a resource, that is, a means to some result.
Knowledge as the central energy of a modern society exists altogether in application and when it is put to work.
Work, however, cannot be defined in terms of the disciplines.
End results are interdisciplinary of necessity.
Broken Washroom Doors
Drucker said the problem of having people in positions where they do the least amount of good exists everywhere, but it is more rampant in hospitals, churches, and other nonprofits than in corporations.
To raise productivity in most any organization managers should regularly assess their key people, their strengths, and the results they achieve.
Then they should ask themselves:
Do we have the right people in the right jobs, where they can make the greatest contributions?
Are the jobs the right ones, meaning do we have people performing tasks that even if achieved do not add value to the organization?
What changes in people, jobs, and job functions can we make that will yield greater results?
Inside Drucker's Brain
An indication of the under-appreciated difficulty (euphemism) can be seen in the organization crisis stories flowing through the news.
How Hewlett-Packard Lost the HP Way: Three CEOs in six years, boardroom changes, and other contributors to disfunction, Kodak, RIM …
Many of these organizations are/were not resource strapped — they didn't lack people with educational credentials (Ph.Ds, MBAs), high IQs or experience, money, facilities or the popular activities (marketing, innovation efforts, strategic planning, employee and management development).
The Limping Middle Class
Mike Kami's determinants of success
Larger view of image below
Managing in the Next Society et cetera
Organization evolution concepts
Knowledge :: society of organizations :: management
Who will participate in this world as equals and who will be left behind?
Five most important questions: What is our plan?
Theory of the business and other strategic components
Knowledge workers need a score
Knowledge workers as volunteers
Rethinking the “theory of the business” over time
Find a “A User's Guide to MBO” here
“Performance is only possible against very limited goals”
The Five Most Important Questions
Apply Thinking Broad and Thinking Detailed by Edward de Bono
to the topics below
Time-life navigation (TLN) radar
What would a career work map contain?
Second half of one's life
Brain roads, neighborhoods/ecologies, addresses …
Creating action areas from a book
Identifying action areas
Calendarization: From awareness to action
An action analysis on every sentence.
What are the implications of a particular sentence?
Dense reading and Dense Listening
Thinking broad and Thinking detailed
Apply thinking process below to the outline above
Conceptual resources and quick scan notes
What needs to be on my current radar?
Harvesting and action system
Career and Life Guidance from Peter Drucker
is attention-directing work
Managing Oneself, again.
Mentally insert the image below
at the base of the
light green square above
Thinking overview scan
A thinking structure
Teach Yourself to Think
The Six Thinking Hats
Thought generation and recording
Thinking Broad and Thinking Detailed by Edward de Bono
Topic action system (source: radar?)
Using a computer in life to have a life in a borderless world
Life design exploration
Living in More Than One World
Brainroads Foundations for future directed decisions
Thinking about financial investing
High-points: Low cost index funds (Google: “Couch Potato Portfolio” OR “Lazy Portfolio”); Portfolio rebalancing; Fees buried in retirement plans (Google: 401(k) disclosure some fees still hidden); What’s happening with the global population? Where is the growth and where is the decline?
Why invest in companies unwilling to invest in themselves?
The Truth About Wealth
Steve Forbes comments on the Forbes Rich List
Warren Buffett: reflections and unplugged
… 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.
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. Read more
What to do in time?
Model calendars: what do you want your future life to look like?
Developmental ideas and creating a mental framework
Because the knowledge society
perforce has to be
a society of organizations,
its central and distinctive organ is
Knowledge, society of organizations, management
Topics from A Class With Drucker to consider calendarizing:
What Everybody Knows Is Frequently Wrong
If You Keep Doing What Worked in the Past You’re Going to Fail
Approach Problems (challenges) 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
“The stepladder is gone, and
there’s not even the implied structure
of an industry’s rope ladder.
It’s more like vines …
and you bring your own machete.
You don’t know what you’ll be doing next”
— Managing in a Time of Great Change
You can’t design your life around a temporary organization — Peter Drucker
NBC Universal's Jeff Zucker says he's being shown the door
Comcast's Steve Burke told him to 'move on' after the merger.
Jeff Zucker, a lifelong employee of NBC Universal, said Friday that he would step down as chief executive after being told there won't be a place for him once Philadelphia cable giant Comcast Corp. takes over the company at the end of the year.
Soros to return outsiders’ hedge fund money
(Reuters)—Billionaire investor George Soros, whose stock-picking career has spanned nearly four decades, said he will manage money only for himself and his family as new regulations threaten to crimp the hedge fund industry he made famous.
The octogenarian fund manager, known as much for earning $1 billion on a nervy currency bet as for giving away millions to support liberal causes, will return roughly $1 billion to outside investors most likely by the end of the year and turn Soros Fund Management into a family office. The sum represents only a small portion of the $25 billion he oversees.
Keith Anderson, who has been Soros' chief investment officer since 2008, will leave the firm.
Soros hires new chief investment officer
(Reuters)—Billionaire investor George Soros is continuing to overhaul the management team of his Soros Fund Management LLC, which is converting from a hedge fund to a family office.
The octogenarian fund manager, who is in the process of returning $1 billion to outside investors, announced in a September 19 letter that Scott Bessent is joining as the firm's new chief investment officer.
Bessent, a former Soros fund alum, most recently was a senior partner and director of research for Protege Partners. He will takeover for Keith Anderson, who stepped down as the fund's chief investment officer in July.
Starting Over is the New Norm
… In this age of corporate downsizing, mergers, outsourcing, layoffs, and mass dismissals, you may well have to come to terms with the idea that job security is rarely something to count on. … .
In short, the era of the paternal corporation that took care of people from cradle to crypt is over. Many studies show that a typical professional in this early part of the new millennium will need to change jobs six or seven times. That means that you have to be prepared to start over and over again.
On the face of it, that may seem daunting. Anyone who’s been fired knows how terrifying it is to be stripped suddenly of job security, not to mention a regular income. Foreclosures suddenly stare you in the face. Health insurance is gone. There’s the social embarrassment of being canned from one’s job. Marriages sometimes unravel as economic circumstances worsen. …
What preparation is required? See the article for his response. …
A way to visualize
the breadth of alternative
and make connections
Not possible to get to tomorrowS
by just piling up more todays
… “All this suggests that the greatest changes are almost certainly still ahead of us.
We can also be sure that the society of 2030 will be very different from that of today, and that it will bear little resemblance to that predicted by today’s best-selling futurists.
It will not be dominated or even shaped by information technology.
IT will, of course, be important, but it will be only one of several important new technologies.
The central feature of the Next Society, as of its predecessors, will be new institutions and new theories, ideologies, and problems.” — Managing in the Next Society
What to calendarize?
(working it out in time)