RLAExp concept maps and illustrations

Rapidly reading through this page
without clicking links may be the best initial approach

Our mental radar sets our outer limits
both in terms of reaction to events and
creating tomorrowS.

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.

attention

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

foundations and opportunities

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
for opportunities
because they know
their strengths,
their method of work, and
their values.

Knowing where one belongs
can transform an ordinary person
—hardworking and competent but otherwise mediocre—
into an outstanding performer.

Larger

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
(not bureaucracies).

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?)

Explore

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

situation

“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

attention

Questions are attention directing tools

the definitive drucker

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?

questions