Questions

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?

Larger

Effectively working on questions
requires a
foundation for future directed decisions

Sometimes alternative answers
need to be combined
to create an effective “constellation.”

Larger

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

9 JUL — Each Organization Must Innovate

Every organization needs one core competence: innovation.

Core competencies are different for every organization; they are, so to speak, part of an organization’s personality.

But every organization—not just businesses—needs one core competence: innovation.

And every organization needs a way to record and appraise its innovative performance.

In organizations already doing that—among them, several top flight pharmaceutical manufacturers—the starting point is not the company’s own performance.

It is a careful record of the innovations in the entire field during a given period.

Which of them were truly successful?

How many of them were ours?

Is our performance commensurate with our objectives?

With the direction of the market?

With our market standing?

With our research spending?

Are our successful innovations in the areas of greatest growth and opportunity?

How many of the truly important innovation opportunities did we miss?

Why?

Because we did not see them?

Or because we saw them but dismissed them?

Or because we botched them?

And how well do we do in converting an innovation into a commercial product?

A good deal of that, admittedly, is assessment rather than measurement.

It raises rather than answers questions, but it raises the right questions.

The Daily Drucker

“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

What needs doing?

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