Realities

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Outer world ← → inner world

The curves on the image above represents the rise and fall of a reality. Each of the three curves are the same size and that is distortion of reality. In recent years in certain ares of the economy the curves have been more compact.

The source of the text used to create images 1-8 below is Peter Drucker's Managing for Results.

Item 9 is from The Effective Executive

Item 10 is from Ted Levitt who taught at Harvard Business School and was later editor of Harvard Business Review and Psychology Today.

After the list see Toward Tomorrows

1. Economic task 1
   
   

2. Economic task 2
   
   

3. Results and resources
   
   

4. Effort and cost
   
   

5. Market realities
   
   

6. Knowledge realities
   
   

7. About knowledge
   
   

8. The future
   
   

9. Executive realities
   
   

10. Competitive success
    
    

Toward tomorrows

Toward unimagined futures

The End of Economic Man: The Origins of Totalitarianism (1939) There’s still lots to learn here!!!!

The Future of Industrial Man (1943)

The New Society: The Anatomy of Industrial Order (1950)

Landmarks of Tomorrow (1957)

The Age of Discontinuity (1968)

The New Realities (1988)

Post-Capitalist Society (1993)

Managing in the Next Society (2002); Last section originally published earlier in The Economist (http://economist.com/surveys/displaystory.cfm?story_id=770819)

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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

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

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