pyramid2dna

pyramid to dna

brainroads toward tomorrows mental patterns


navigation links page elements

places work life organization evolutions life design thinking conceptual resources road ahead

Page purpose: provide an exploration landscape and mental radar blips
for a changing world.

cork board radar medium

We can only work on, with and toward the “things”
on our active mental radar
— which is time dependent …

radar differences

There are over 400 links on this page leading to other pages with multiple topics

Just reading is not enough …

 

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Working through
The Sweep of History

sweep of history

situation exploration gone with the wind End of economic man Concept of the corporation The Age of Discontinuity Post capitalist society Management Challenges for the 21st Century Managing in the Next Society situation exploration Look NSEW Downton Abbey World War I planes World War II planes

Everything takes place within the “sweep of history”

What needs to be done to move forward?

The current global economic distress is part of the “sweep of history.”
And there’s no macro magic bullet.


Don’t expect the road ahead
to fit your experience — or anybody else’s.
Check out the timeline above.

radar differences

Museums have more than one exhibit.
History books contain more than one chapter.
The world moves on …

Luther, Machiavelli, and the Salmon
an example with major implications.


There is a persistent need to refocus the brain
toward the roadS ahead — the next step and the horizon
then repeat (information is needed).

There are parallel roads to be navigated.

Roads eventually reach a dead end.


The future depends on what’s between each individual’s ears.

One of the first things to abandon is,
“We’ve always done this and done it that way.”


A critical question for leaders is, “When do you stop pouring resources
into things that have achieved their purpose?”

The most dangerous traps for a leader are those near-successes
where everybody says that if you just give it another big push
it will go over the top. One tries it once. One tries it twice.
One tries it a third time. But, by then it should be obvious
this will be very hard to do.

So, I always advise my friend Rick Warren,
“Don’t tell me what you’re doing, Rick.
Tell me what you stopped doing.” — Drucker on Leadership

The failed strategy and abandonment
(calendarize this?)

 

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Peter Drucker: THE Über mentor

drucker business week

A guiding light toward a functioning society

People don’t acquire and maintain a world beater reputation
and attract top of the food chain clients for decades
by being ignorant, stupid, short-sighted, trivial, narrow or frequently wrong.
Drucker had a different focus, different approach, different knowledge base
and different world view from limited subject specialists.


“The more we dug into the formative stages and inflection points of companies like
General Electric, Johnson & Johnson, Procter & Gamble, Hewlett-Packard,
Merck and Motorola, the more we saw Drucker’s intellectual fingerprints.
David Packard’s notes and speeches from the foundation years at HP
so mirrored Drucker’s writings that I conjured an image of Packard
giving management sermons with a classic Drucker text in hand … ”
— Jim Collins author of Built to Last, Good to Great, and How the Mighty Fall


A social ecologist

I consider myself a “social ecologist,”
concerned with man’s man-made environment
the way the natural ecologist studies the biological environment.

… society, polity and economy are a genuine environment, a genuine whole,
a true “system,” to use the fashionable term,
in which everything relates to everything else
and in which men, ideas, institutions, and actions
must always be seen together
in order to be seen at all,
let alone to be understood.


“Rarely in human history has any institution emerged as quickly
as management or had as great an impact so fast.

In less than 150 years, management has transformed
the social and economic fabric of the world’s developed countries.

It has created a global economy and set new rules for countries
that would participate in that economy as equals.

And it has itself been transformed.

Few executives are aware of the tremendous impact
management has had” … more


What management will we need from here on out?

site scope

Conceptual resources changing social and economic picture economic content knowledge system view strategic components management revised edition change leader harvesting calendarization

Larger view of the big picture action system

There is no point in asking which came first: the educational explosion of the last hundred years or the management that put this knowledge to productive use.

Modern management and modern enterprise could not exist without the knowledge base that developed societies have built.

But equally it is management, and management alone, that makes effective all this knowledge and these knowledgeable people.

The emergence of management has converted knowledge from social ornament and luxury into the true capital of any economy.

Google rlaexp.com site searches: management and leadership
(rlaexp.com conceptual arsenal views)

 

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rlaexp.com is an action system for
moving forward in a world moving in time
* a “worldview”
* action areas
* prototype thinking and action tools


rlaexp.com can help you
explore and think through
where you’re going and
where you want to spend your time.

 

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This page is a landscape
for exploring work areas and work directions
that will create the future

It is unique in its breadth and depth

Try Google searches on core ideas.
Be sure to place them within quotation marks.
Searching for: a view of Japan through Japanese art
is different from "view of Japan through Japanese art"

Harvesting and calendarization are necessary …


rlaexp.com brainroads, brain-addresses, exploration

If you explore all the way through this page, the concept illustrations and
Drucker books (the bottom of this page) you will
have been down a brainroad toward tomorrowS.

It may be useful to think of each link and text blurb along the way
as a brain-address (“point of interest” or “radar blip”)
on that brainroad toward tomorrowS.

At each brain-address you may stop and explore
(that’s the micro “exp” part of rla exp.com).

At some point you may want to dig deeper or return to a particular brain-address
and then you will see something different from your first encounter, second visit, …

It is possible that the road and addresses combined morph
into the rla part of rla exp.com — Real Life Adventures.

Explore before and during the rla journey with a future facing radar — time investing.

The human brain has no natural way
to bring itself to focus on the real tomorrowS that will emerge.
Imagine driving a car while being blind-folded.

If you can make yourself work through this once a year
and calendarize your areas of interest,
it will add something immeasurable to your life.
You'll always have something genuinely interesting on your mind.


Exploring the page with something specific in mind
will create different thoughts from a general exploration.

On any topic there is a wide range of conflicting opinion and prescriptions —
different experiences and viewpoints.
Exploring these may prove useful while considering
the realities in the next section …

Luther, Machiavelli, and the Salmon
a brainroad toward tomorrowS

 

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A foundation for future directed decisions #2
(#1 was above)

We are already embedded in
a knowledge society, a society of organizations, and a network society
that is moving non-linearly —
tomorrowS aren't extrapolations of yesterdayS or todayS

sphere

One of the implications of this dynamic reality is the end of life-time employment.

If what people and organizations were routinely doing
was sufficient there would never be an organization or corporate crisis.
There would never be any uncomfortable change — that's not reality.


Extrapolating yesterdayS is a fruitless attempt to predict the future.

Trying to predict the future is like driving down a country road at night
with no headlights on and
looking out the back window — Peter Drucker


Corporations once built to last like pyramids are now more like tents.
Tomorrow they’re gone or in turmoil.
And this is true not only of companies in the headlines like …

Technology is changing very quickly, as are markets and structures.

You can’t design your life around a temporary organization. — Peter Drucker

The individual will have to assume responsibility
for their own development
in a world moving toward
unimagined futures — checkout the timelines on this page.
There is more on this below …

evolution of ref

Larger view of the evolution of refrigeration

distressed locations

Larger view of distressed locations ::: Forbes: America’s Most Miserable Cities 2013

Many of these organizations were not initially resource strapped —
at one time they may have had plenty of financial resources and
they didn't lack
people with high educational credentials (Nobel laureates, Ph.Ds, MBAs),
high IQs, high performance ratings or long experience,
facilities or the popular activities (“marketing”,
innovation efforts”, “strategic planning”, “quality” efforts,
employee and management “development”)
Who Says Elephants Can’t Dance?

The five deadly sins
Victims of success ::: Problems or opportunities

“A success that has outlived its usefulness
may in the end be more damaging than failure.” — PFD Forbes


Many had to bring in an outside CEO
and other C-suite executives
who were subsequently replaced within a couple of years.

It should be obvious that none of the above
is protection from a changing world


Spencer Stuart’s Tom Neff, the dean of CEO Executive Search,
puts it baldly: “We are experiencing a demand for
new types of skills and sacrifices in C-level executives
that many are not prepared to bring to the table.” (Quote Source).


After all of the examples of the last thirty years it’s
surprising that more haven’t prepared themselves for a different kind of world.
A world where an inside-out approach is very dangerous

“The last twenty years have been very unsettling.
Executives really don’t understand the world they live in” — PFD Forbes


“It’s not the will to win,
but the will to prepare to win
that makes the difference.” — Bear Bryant


New paradigms: “AS WE ADVANCE deeper into the knowledge economy,
the basic assumptions underlying
much of what is taught and practiced
in the name of management are hopelessly out of date.

They no longer fit reality”


Fine-tuning yesterdayS and waiting to fail is not a good approach.
In a changing world it’s just a matter of time.

gone with the wind and downton abbey

Just like the worldS of
Gone with the Wind and Downton Abbey
have faded into history
so will today.

A Century of Social Transformation

Management and the World’s Work

The New Society of Organizations

Management’s New Paradigms

You must be prepared for the abandonment of everything.


These is nothing that can be done at point X in time
that can guarantee a person
will live happily ever after — a future facing
radar and action guidance system is needed.

 

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Getting toward tomorrowS requires doing something different.

Maybe very different.

In fact you can’t get there by just piling up more todayS or
just fine-tuning what already exists.

In other words, you can’t get there directly from here.

Test these assertions against the timelines above.

Think about the implications for the value of routine work.
Under what circumstances?
What can be done? (Find: Know thy time)

 

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We can only work on and with the things on our mental radar.

We can only navigate toward the stuff on our mental radar.

The stuff on our mental radar
needs to seem “sorta strange”
— at the time of initial conception —
to have a chance for effectiveness.

Consider the timelines above.

How strange must the first telephone, airplane or … have seemed? … Also you want competitors to not see the opportunity and leave you alone.

radar

The preceding implies time usage decisions with serious consequences.

Effective decisions require a choice between non-obvious alternatives.

The quality of the decision rests on its foundation of understanding.

A “foundation for future directed decisions©

All of this is about time investments and time investing.

knowledge technology

Knowledge technology

star-green-16 Today’s chaos

organization evolution

Requires simultaneous, overlapping stage work in several dimensions

If you investigated the prominent companies from the 1950s,
1970s … how did their organization evolution turn out?
What about those that didn’t try to evolve?
What about today’s organizations?

Older patterns of development


… the organization of the post-capitalist society of organizations
is a destabilizer.

Because its function is to put knowledge to work
—on tools, processes, and products;
on work;
on knowledge itself—
it must be organized for constant change.

It must be organized for innovation;
and innovation,
as the Austro-American economist
Joseph Schumpeter (1883-1950) said,
is “creative destruction.”

It must be organized for systematic abandonment
of the established, the customary, the familiar,
the comfortable
— whether products, services, and processes,
human and social relationships, skills,
or organizations themselves.


It is the very nature of knowledge
that it changes fast and
that today’s certainties
will be tomorrow’s absurdities. — Peter Drucker


Navigating a changing world

the problem

Where to jump next? Remember brain addresses mentioned earlier?

 

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For each “topic” area on this page there are implications
beyond the topic itself,
there are interactions with other people
and all of it and this are moving in time!


Finding connections between topics:
on Google’s site
type the following in their search box

what you’re searching for site:rlaexp.com

For example, you could search for intelligence.
intelligence site:rlaexp.com

 

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The work approach presented here is not the same as course work.

It is time-LIFE-navigation work.

There are decisions to be made:
what to work on, in what amounts, in what sequence?

harvesting

What needs doing?: star Exploration, vision, and foundation building;
creating your forward facing radar system;
values assessment;
thinking capability development;
specialized knowledge development;
personal evolution work;
action choreography skills and system development;
assignment performance;
management skill development;

effective decision skills

and then the big “what needs doing?”

has the previous work adequately prepared you?

navigation elements

Thinking broad and Thinking detailed

If a person chooses to work on just more of the same,
they are creating a downward mobility path. Is that an effective decision?

Say goodbye to the you of yesterday.
Unleash the new yourself.


Never forget that the real world and its dynamics
are not just a list of topics or topic areas.
In the real world, there are concepts and ideas in motion !!!!
Some are in the daily news and
some are like under-currents — powerful and yet nearly invisible.
Who innovates and the shakeout.

topics and time

How will younger people get exposure
to the reality represented on this page?


Work toward YOUR future while you’re successful !!!

Larger view of challenge thinking and an alternativeoperacy

challenge thinking

And exit the dying worldS of yesterdayS before ASAP.

Try to minimize responding to the “flow of events”

road ahead

So, what’s next?

“Managers are synthesizers
who bring resources together
and have that ability to “smell” opportunity and timing.

Today perceptiveness is more important than analysis.

In the new society of organizations,
you need to be able to recognize patterns
to see what is there
rather than what you expect to see.”
Interview: Post-Capitalist Executive

radar

Along the road ahead unforeseen things will happen that set other wheels in motion.
For example, e-commerce and e-learning are dependent on the prior creation of an Internet.
And that leads to something else which leads to something else …
All the human brain can work with is what is available at a point in time.
(How do you calendarize this?)
A Century Of Social Transformation


Further down the page are a number of book outlines
with suggested thinking topics and questions.
For these to lead to valuable conclusions
some background awareness (toward tomorrows and similar)
is needed along with attention-directing.


And how do you keep your brain
focused on what’s next (and perceptiveness)
without it naturally slipping back
into the normal flow of events in daily life
that lead to dead ends?

Don't memorize, calendarize©!

Dense reading and Dense listening
Thinking broad and Thinking detailed

… “Priorities and posteriorities always have to be reconsidered
and revised in the light of realities. In fact accomplishing
one’s priority tasks always changes the priorities and posteriorities themselves.
The effective executive does not, in other words, truly commit himself beyond
the one task he concentrates on right now.
Then he reviews the situation and picks the next one task
that now comes first” — The Effective Executive

 

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Now, the details

Intro tour   :::   rlaexp home page — a major difficult brainroad

  :::   Your life cannot exceed the limits of your mental radar — breadth and depth.   :::  

The more well-informed “roads” your brain has explored the better

  :::   star or = Broadest scope   :::  

Attention !!! (refocusing attention always comes first)

attention

The patterning system of the brain needs a “heads-up” !!!
(the more you see … )


Three types of intelligence — Niccolò Machiavelli   :::  
Types of behavior that can be observed …

The World is Full of Options

Peter Drucker ( a social ecologist — the alternative to a limited subject specialist
because the world doesn’t work that way)   :::  
Contents of books by Peter Drucker

What do you want to be remembered for?

Foundations for future directed decisions ©
(What do you need to know before you decide … ? A lot of it is right here)
What are your values?

The logic bubble (what are those crazy people thinking?)

situation and logic bubbles

The transformation

“That knowledge has become the resource,
rather than a resource,
is what makes our society “post-capitalist.”
This fact changes—fundamentally—the structure of society.
It creates new social and economic dynamics.
It creates new politics.

The post-capitalist society
is both a knowledge society and a society of organizations,
each dependent on the other and yet
each very different in its concepts, views, and values.


It is the very nature of knowledge
that it changes fast
and that today’s certainties
will be tomorrow’s absurdities.” — PFD

Larger view of picture technologies image below

picture technologies

How long do you have before the next break in your present continuity?
How long will it take to get to where you need to go?

The future that has already happened   :::   Knowledge: Its Economics and Its Productivity (Connect, only connect)   :::   The Daily Drucker (a foundational resource with an unparalleled field of vision)   :::   TLN text site map (quick view of the Time-Life Navigation SM © site's scope. Over 500 html pages, 100+ PDFs, 1000s of images. Which of these elements are part of your future?)   :::   Time-Life Navigation © SM (about living in a world moving toward unimagined futures)   :::   Adventures in time (can you connect this idea with someone or a topic listed here?)   :::   Adventures of a Bystander   :::   Simplified TLN system view   :::   The Unfashionable Kierkegaard   :::   The futility of politics

movies in time

Time usage decisions with serious consequences

Connections Connections

economic content and structure

Eco-structure

“Success always obsoletes the very behavior
that achieved it.
It always creates new realities.
It always creates, above all,
its own and different problems.” — Peter Drucker

The Changing Social and Economic Picture (The mother-ship: look toward tomorrowS to avoid becoming a prisoner of the past)   :::   Up to poverty   :::   The First Technological Revolution and Its Lessons   :::   Management and Economic Development   :::   Knowledge ::: society of organizations ::: management   :::   A Society of Organizations   :::   Economic Content and Structure   :::   Knowledge System View   :::   Doing Business in the Lego World   :::   Drucker on Asia — A Dialogue Between Peter Drucker and Isao Nakauchi   :::   Society :: events :: stuff happening (thousands of article titles from WSJ, MarketWatch, McKinsey, Knowledge @ Wharton, NYT, network news and 70+ other regular sources). My Delicious   :::   How Can The INDIVIDUAL Survive?

 

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Work life brainscape © SM:

The “right” star-green-10 knowledge specialties are “passports” to careers.
They are the ante that gets you in the game.
(a must read for everyone — a crystal ball)

… “For not only is it individuals who will have to convert this change
into opportunity for themselves, for their careers,
for their achievement, for their identification and fulfillment ”…
follow the link above


Peter Drucker — The Über Mentor   :::   Early Career Work (a work approach for knowledge workers and ambitious knowledge technologists — a foundation for future directed decisions)   :::   Exploring the world of permanent-temp work PEOs etc. — chapter 8, They're Not Employees, They're People in Managing in the Next Society   :::   Productivity of knowledge and service workers — a priority

Résumé and Interview Planning for your years and the decades ahead

Because life-time employment is gone, networking is necessary. Who would be on your list of people you’d like to work with? (six degrees of separation)

Learning that becomes a part of you   :::   Education and the real world   :::   Find “educat” in Drucker on Asia   :::   Internet continuing adult education   :::   rlaexp.com site search: continuing education …   :::   For almost nothing in our educational systems prepares them for the reality in which they will live, work, and become effective … more

Knowledges by themselves are sterile.
They become productive only if welded together
into a single, unified knowledge.
To make this possible
is the task of organization,
the reason for its existence, its function
.

Larger view of career roads image below

career roads

What do you want to do with the second half of your life?
The decisions you make about basic second half directions
will govern the relevance of other topics. See image above.


For what you do: Where will the growth in need be?

How will you monitor this?


Mergers and acquisitions: What to expect — Google: mergers survival job


“The conclusion bears repeating: Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.” More


“Most of us, if we live long enough, must change careers. If career planning means not being open to opportunity, it doesn’t work. Planning should tell you only which opportunities are the right ones for you and which are the wrong ones.” More


This may be premature, but what about roles?


A lot can be seen in the contrast between Winning: The Answers: Confronting 74 of the Toughest Questions in Business Today by Jack and Suzy Welch and Drucker’s work. Welch: If you're not number 1 or 2 in the world, fix-it, sell it, close it.


New job game plan: when you get a new job, task, or assignment — this is very, very important (connect to where do I belong? in Managing Oneself)

Promotions: Many people honestly believe that a promotion or change in status instantly and mystically qualifies them to handle any problem that comes their way or that they may seek out. Nothing could be further from the truth. A promotion likely to pan out produces temporary incompetence, the kind of awkwardness that always comes before deeper understanding. The only appropriate response to a promotion is “Good grief, have I got a lot to learn now!” Leadership Jazz by Max De Pree


“Promoting yourself” does not mean self-serving grandstanding or hiring a PR firm. It means preparing yourself mentally to move into your new role by letting go of the past and embracing the imperatives of the new situation to give yourself a running start. This can be hard work, but it is essential that you do it. All too often, promising managers get promoted but fail to promote themselves by undertaking the necessary change in perspective.

A related mistake is to believe that you will be successful in your new job by continuing to do what you did in your previous job, only more so. “They put me in the job because of my skills and accomplishments,” the reasoning goes. “So that must be what they expect me to do here.” This thinking is destructive because doing what you know how to do and avoiding what you don’t can appear to work, at least for a while. You can exist in a state of denial, believing that because you are being productive and efficient, you are being effective. You may keep on believing this until the moment the walls come crashing down around you. The First 90 Days: Critical Success Strategies for New Leaders at All Levels by Michael Watkins

Find “levels” in information literacy


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

Opportunities (in today’s situation and world — repeat when tomorrow’s world becomes today’s world)   :::   Effective decisions   :::   Action plans   :::   Meetings  :::   Executive responsibilities: communication (calendarize this?)

Managing the bosschapter 46 MRE
(calendarize this?)


Explore these situations because situations trump …

career time view

When you begin to fall into a pleasant routine, it is time to force yourself
to do something different. “Burnout,” much of the time, is a cop-out for being bored.
Nothing creates more fatigue than having to force yourself to go to work
in the morning when you don’t give a damn.
Perhaps, all that is needed is a small shift
— “Repotting” Yourself, Managing the Non-Profit Organization


“The leading management thinker describes seven personal experiences that taught him how to grow, to change, and to agewithout becoming a prisoner of the past”. More

In a sense, knowledge workers are more like independent contractors than like employees


Executive Jobs and Growth: You have to learn to manage in situations
where you don’t have command authority,
where you are neither controlled nor controlling.
That is the fundamental change. Read more


Starting over the new norm

Will your past and current time usage serve your future needs?
There is a moment of truth when employer and employee part ways.


The invisible person: Following a major organization shake-up,
termination or retirement,
individuals frequently become invisible persons
to their former colleagues — prepare accordingly.


… One implication of this is that individuals will increasingly have to take responsibility
for their own continuous learning and relearning,
for their own self-development
and for their own careers …
And the more highly schooled the individuals,
the more entrepreneurial their careers and
the more demanding their learning challenges. Read more

paying attention

table above: Tom Peter’s observations on purchasers of In Search of Excellence.
Info was printed in A Passion for Excellence.

rlaexp.com has detailed notes
on quite a few books.
Brain-addresses.

Mojo: How to Get It, How to Keep It, How to Get It Back if You Lose It
What Got You Here Won't Get You There both by Marshall Goldsmith

Managing Oneself
(as a unique INDIVIDUAL human being over a lifetime in a changing world—beginning NOW!

girl with the dragon tat

Managing oneself should be your foundation for everything else
for anyone of even modest capability)

You can’t design your life around a temporary organization.


Try reversing the ideas below: does it make sense to build one’s life
on weaknesses and things that are unimportant to the individual

managing oneself

Larger

… Equally important, knowing the answer to these questions enables a person to say to an opportunity, an offer, or an assignment, “Yes, I will do that. But this is the way I should be doing it. This is the way it should be structured. This is the way the relationships should be. These are the kind of results you should expect from me, and in this time frame, because this is who I am.”


Even today, remarkably few Americans are prepared to select jobs for themselves.
When you ask, “Do you know what you are good at?
Do you know your limitations?” they look at you with a blank stare.
Or they often respond in terms of subject knowledge, which is the wrong answer.
When they prepare their resumes, they still try to list positions like steps up a ladder.
It is time to give up thinking of jobs or career paths as we once did and think in terms of taking on assignments one after the other. Interview: Post-Capitalist Executive

capabilities

“The responsibility for the development of the individual knowledge worker,
and for his or her placement, will, I am convinced,
have to be taken by the individual.

(connected to résumé planning)

It will have to become very much the responsibility of the individual
to ask, What kind of assignment do I now need?
What kind of assignment am I now qualified for?
What kind of experience and what kind of knowledge and skill do I now need to acquire?

movies in time

The decision, of course, cannot be that of the individual alone.
It has to be made in contemplation of the needs of the organization.
It also has to be made on the basis of an outside appraisal
of the strengths, the competencies,
the performance of the individual” — Peter Drucker, Management, Revised Edition


Today’s assumptions: Taking individual responsibility
and not depending on any particular company
.

Equally important is managing your own career.

The stepladder is gone,
and there's not even the implied structure of an industry's rope ladder.

economic content and structure

It's more like vines, and you bring your own machete.

You don't know what you'll be doing next,
or whether you'll work in a private office or
one big amphitheater or even out of your home.

You have to take responsibility for knowing yourself,
so you can find the right jobs
as you develop and as your family
becomes a factor in your values and choices.


Harvest and calendarize?
Career and Life Guidance from Peter Drucker

What should I contribute?
(what about a dying organization or industry?)

“How could I make the greatest contribution with my strengths, my way of performing,
my values, to what needs to be done?”

In the knowledge society, it is not the individual who performs.
The individual is a cost center rather than a performance center.
It is the organization that performs.
(A team is an organization which may be part of a larger organization
which may be a partner in
various alliances for progress — welcome to the network society)
See How Knowledges Work in
“A Century of Social Transformation — Emergence of Knowledge Society”


Thinking of going solo?
Can you take it emotionally?
Why would a client be interested in you?
What are you offering that the client wants?
What relationship form? Think retainer. Choose the best clients.

Living in More Than One World
How Peter Drucker's Wisdom Can Inspire Your Life by Bruce Rosenstein

  :::   The Essential Drucker   :::  
(“A coherent and fairly comprehensive” introduction to management)


The knowledge worker cannot be supervised closely or in detail.

He can only be helped.

But he must direct himself,
and he must direct himself toward
performance and contribution, that is, toward effectiveness.

Effectiveness is what executives are being paid for,
whether they work as managers
who are responsible for the performance of others as well as their own,
or as individual professional contributors responsible for their own performance only.

Without effectiveness there is no “performance,”
no matter how much intelligence and knowledge
goes into the work, no matter how many hours it takes. …



The organization’s performance
depends on employees’ willingness to take such chances.



Managing Oneself for Effectiveness (a step up the performance ladder … The Effective Executive … the big What NEEDS doing ? !!!!! start green The Effective Executive Preface !!!!! and The Effective Executive Outline !!!)

Who is an executive? Executive realities: The executive’s time tends to belong to everybody else ::: Executives are forced to keep on “operating” unless they take positive action to change the reality in which they live and work ::: The third reality pushing the executive toward ineffectiveness is that he is within an organization ::: Finally, the executive is within an organization … more on executive realities !!! (calendarize this?)

economic content

What needs doing around here?
A local view from Google Earth

local business

Along the road to Terra Alta

topics and time periods

What Executives Should Remember

The Failed Strategy

The Educated Person (“defines society's performance capacity — desperately needed” ** probably not what you assume)
… Their liberal education … does not enable them to understand reality, let alone to master it …

Thinking about a startup?   :::   Reality Check

Selling your business (in the money or in the game)

star CEO work area landscapes   :::   Board member brainscapes

From computer literacy to information literacy
— a trail-head and probably not what you assume
The Information Executives Need for Their Work

star-green-10 Information challenges
This is big!

More looking out the window: The business x-ray, gap analysis, realities, performance chapters in Drucker’s time related books, the strategy chapters plus seven sources of innovative opportunity in Innovation and Entrepreneurship

See preparing to see and possibility!
Remember: Today perceptiveness is more important than analysis. (mentioned above)

PDF collection

 


 

The Second Half of Your Life (important to start by your mid-30s)

… This not only means that the equipment
of learning, of knowledge, of skill, of experience
that one acquires early
is not sufficient for our present life time and working time.

People change over such a long time span.

They become different persons
with different needs, different abilities, different perspectives,
and, therefore,
with a need to “reinvent themselves.” — Jan 25 The Daily Drucker


Listening for the signal that it is time to change
is an essential skill for self-development … more

The Wisdom of Peter Drucker

Choosing your non-profit affiliations wisely
(beware of scams and inside-out bureaucracies
because society suffers the consequences, you are part of society, and
if they don’t deliver we have to pay someone else and then someone else … )

About community

Career evolution © : Professional Grade ℠ (another door)

 

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Organization evolution © SM
essential to creating and maintaining a healthy, modern society.

Somebody (see above) has to want it and do it.

From working in a basement or garage toward Built to Last.
From yesterdayS toward tomorrowS.

“The center of modern society
is the managed institution — society’s way
of getting things done these days.” — PFD

What executives should remember” — PFD

about Leadership (the secret office) or start about Management (an action “guidance” system)
— What’s the real story?
Find “outside” on the management page above …


The five deadly sins
Time usage decisions: Problems or Opportunities?

Theory of the business
“It is a hypothesis about things that are
in constant flux—society, markets, customers, technology.
And so, built into the theory of the business must be the ability to change itself.
And every theory eventually becomes obsolete.” — PFD

Mission ::: Performance

Drucker made a distinction between business performance and management performance. Paraphrasing: Business performance is largely the result of past decisions. Management performance deals with bailing out those prior decisions and making the future. See A Scorecard for Managers, Measuring Business Performance, and Managing Capital Productivity in The Changing World of the Executive and Company Performance: Five Telltale Tests in Managing for the Future. In addition what is the REALITY STANDING?

Drucker’s insights are divided into five main themes that the modern organization needs to “create tomorrow”

“You have to start out with knowing
what the customers really consider value,
what is important,
before you communicate,
rather than with telling the things
you believe
should be important to the customer.” — The usual suspect

Turnaround menu

Organization evolution concept maps from the world of yesterday

organization evolution stages

People coming in and people going out

According to Peter Drucker, “Leaders in every single institution
and in every single sector … have two responsibilities.
They are responsible and accountable for the performance
of their institutions, and that requires them and their institutions
to be concentrated, focused, limited.
They are responsible also, however, for the community as a whole.”

“Management’s concern and management’s responsibility are everything
that affects the performance of the institution
and its results—whether inside or outside,
whether under the institution’s control or totally beyond it.”— Drucker

radar

“Q: Now we need to know how managers can operate
in the post-capitalist society
.

A: You have to learn to manage in situations
where you don’t have command authority,
where you are neither controlled nor controlling.

That is the fundamental change.

Management textbooks still talk mainly about managing subordinates.

But you no longer evaluate an executive in terms of
how many people report to him or her.

That standard doesn’t mean as much as
the complexity of the job, the information it uses and generates,
and the different kinds of relationships needed to do the work.

Similarly, business news still refers to managing subsidiaries.

But this is the control approach of the 1950s or 1960s.

The reality is that the multinational corporation
is rapidly becoming an endangered species.

Businesses used to grow in one of two ways:
from grass-roots up or by acquisition.

In both cases, the manager had control.

Today businesses grow through alliances,
all kinds of dangerous liaisons
and joint ventures, which, by the way,
very few people understand.

This new type of growth upsets the traditional manager,
who believes he or she must own or control
sources and markets.” — Interview: The Post-Capitalist Executive


… “management is so much more than exercising rank and privilege;
it’s so much more than “making deals.”

Management affects people and their lives,
both in business and in many other aspects as well.

The practice of management deserves our utmost attention;
it deserves to be studied” — Interview: Managing in a Post-Capitalist Society


Four reasons your version of better might not be enough

I might not know about your better,
because the world is so noisy I can’t hear you.

I might not believe it’s better, because, hey, people spin
and exaggerate and lie.
Proof is only useful if it leads to belief.

The perceived cost of switching
(fear, hassle, internal selling and coordination, money)
is far higher than your better appears to be worth.

Your better might not be my better.
In fact, it’s almost certainly not. — Seth Godin


Inside-out or Outside-In?

“The customer never buys what you think you sell.
And you don’t know it.
That’s why it’s so difficult to differentiate yourself.” — Drucker

Production (from “specs” to user’s new reality — and then?)

green star Realities: Neither results nor resources exist inside the business. Both exist outside ::: Results are obtained by exploiting opportunities, not by solving problems ::: Resources, to produce results, must be allocated to opportunities rather than to problems ::: Economic results are earned only by leadership, not by mere competence ::: Any leadership position is transitory and likely to be short lived ::: What exists is getting old ::: What exists is likely to be misallocated ::: Concentration is the key to economic results


“THE NEW CHALLENGE facing the post-capitalist society is the
productivity of knowledge workers and service workers.”

“To improve the productivity of knowledge workers
will in fact require drastic changes in
the structure of the organizations of post-capitalist society,
and in the structure of society itself
” (managing oneself).

“Even more drastic,
indeed revolutionary,
are the requirements for obtaining productivity
from service workers
” — Peter Drucker


The Rise of Knowledge Work — Korean experience

You can no longer depend on the competitive advantage of knowledge.
Technology travels incredibly fast.
The only real advantage the United States has —
perhaps for the next thirty or forty years —
is a substantial supply of something that is not easily created overnight:
knowledge workers. (working where and doing what?)

In the United States, there are 12 million college students.
In China, the top students are extremely well trained,
but there are only 1.5 million college students out of a population of 1.2 billion.
If we had the same ratio in the United States, we would have just 250,000 college students.
Now, we can argue that we may have a few too many,
especially in the law schools, but still,
the productivity of knowledge work and knowledge workers is visible.
The trouble is that we haven’t worked on it. — Managing in the Next Society

Management, Revised Edition   :::   What Results Should You Expect? — A Users' Guide to MBO   :::   How to guarantee non-performance   :::   The Five Most Important Questions You Will Ever Ask About Your Organization   :::   star-green-10 The Definitive Drucker   :::   Management Challenges for the 21st Century   :::   star-green-10 Managing in the Next Society (It’s the society, stupid; From corporation to confederation and the steady decline of manufacturing as a producer of wealth and jobs)   :::   More Drucker booksimportant to review chapter titles   :::   Chaotics: The Business of Managing and Marketing in the Age of Turbulence   :::   The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation by A.G. Lafley and Ram Charan   :::   Playing to Win: How Strategy Really Works by A.G. Lafley and Roger L. Martin

Resources by Mike Kami: Management Alert: Don't Reform — Transform!   :::   Trigger Points   :::   Management Golf   :::   Corporate Planning Process Manual

Managing for Results AND/OR “From Analysis to Perception — The New Worldview

Toward new organizations   :::  Planning for uncertainty

Managing the Non-Profit Organization — central to American society. The non-profit institutions are human-change agents. Its product is a changed human being. Good intentions: the road to hell. Most nonprofit organizations, almost all big foundations, and a good deal of government spending are invested in “good intentions.” Look here

Abandonment (the key to moving forward)   :::   Marketing (creating a customer — the purpose of business and economic activity)   :::   Technology   :::   Globalization   :::   Alliances, Collaborations, Outsourcing   :::   other

Managing the Small Business   :::   Managing the Family Business: see December 28 and 29 in The Daily Drucker

The small- or medium-sized business usually cannot afford
much by way of top management.
But if it wants to grow, it better make sure
that well ahead of time it develops
the top management it will need when it has grown.

People decisions (the real control of an organization — start very early)

Developing Management and Managers Chapter 24

“What do our jobs have to be to attract and hold the kind of people we need and want? What is the supply available on the job market? And, what do we have to do to attract it?” ... snip, snip ... Every organization, therefore, needs to design a “career product” that will attract and satisfy the career customer of tomorrow.

How to Develop People
Any organization develops people; it either forms them or deforms them
… snip, snip …
But development is more than that: it has to be for a career and for a life
The specific job must fit into this longer-term goal


All of them have to bring people
— each of them possessing a different knowledge —
together for joint performance.

All of them have to make
human strengths productive in performance
and human weaknesses irrelevant

“Without them, owners and shareholders have no revenue,
no profits, and no future” — Mike Kami

The Spirit of Performance

organization evolution stages

Apple ™: Apple II, Lisa, Mac, Laptops, iPod and iTunes and other online stores,
iPhone, iPad, iCloud …
always aiming high

knowledge society of organizations management

What would you see by
investigating the fortunes and evolutionary paths
of a random list of prominent organizations
from thirty years ago?
What would this tell you about their internal efforts and mind sets?

New paradigms: “AS WE ADVANCE deeper into the knowledge economy,
the basic assumptions underlying
much of what is taught and practiced
in the name of management are hopelessly out of date.”

“High tech is living in the nineteenth century, the pre-management world.
They believe that people pay for technology.
They have a romance with technology.
But people don't pay for technology:
they pay for what they get out of technology.”
The Frontiers of Management
What about Warren Buffett’s general aversion
to investing in tech companies?

Innovation and Entrepreneurship (“This is a practical book, but it is not a “how-to” book. Instead, it deals with the what, when, and why; with such tangibles as policies and decisions; opportunities and risks; structures and strategies; staffing, compensation, and rewards. … Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service. … The test of an innovation, after all, lies not in its novelty, its scientific content, or its cleverness. It lies in its success in the marketplace. … A successful innovation aims at leadership … successful entrepreneurs aim high. They are not content simply to improve on what already exists, or to modify it. … Successful businesses, businesses that are today in the right markets with the right products or services, are likely ten years hence to get three-quarters of their revenues from products and services that exist today, or from their linear descendants. In fact, if today’s products or services do not generate a continuing and large revenue stream, the enterprise will not be able to make the substantial investment in tomorrow that innovation requires.”)
Chapters 3 - 10 are especially relevant for everyone’s career evolution
the remainder is highly relevant — don’t memorize, calendarize©.

Entrepreneurship (total confusion)
“Entrepreneurship is ‘risky’ mainly because so few of the so-called entrepreneurs know what they are doing. They lack the methodology. They violate elementary and well-known rules. This is particularly true of high-tech entrepreneurs” … more

Innovation (no BS — who innovates? big, small, new, established)   :::  
Entrepreneurs and Innovation

“Innovation is not a technical term. It is an economic and social term. Its criterion is not science or technology, but a change in the economic or social environment, a change in the behavior of people as consumers or producers, as citizens, as students or as teachers, and so on.

Innovation creates new wealth or new potential of action rather than new knowledge.

This means that the bulk of innovative efforts will have to come from the places that control the manpower and the money needed for development and marketing, that is, from the existing large aggregation of trained manpower and disposable money
existing businesses and existing public-service institutions.”
(calendarize this?)

… “Views about social entrepreneurship … First, it’s as important as economic entrepreneurship. More important, perhaps. In the United States, we have a very healthy economy but a very sick society. So perhaps social entrepreneurship is what we need the most — in health care, education, city government, and so on. Fortunately there are enough successes around so that we know it can be done — and also how to do it. You have to start small—the big cure-alls never work

“What about innovation and entrepreneurship in government? That’s probably our most important challenge. Look, no government in any major developed country really works anymore. The United States, the United Kingdom, Germany, France, Japan — none has a government the citizens respect or trust. In every country there’s a cry for leadership. But it’s the wrong cry. When you have a malfunction across the spectrum, you don’t have a people problem, you have a systems problem.” — Peter Drucker


And it is change
that always provides the opportunity
for the new and different.

Systematic innovation
therefore consists in
the purposeful and organized search for changes,
and in the systematic analysis of the opportunities
such changes might offer for economic or social innovation.

Search: Chapters 3-10 of Innovation and Entrepreneurship
and Drucker books (chapter titles and text analysis)

“A key to innovation is not to try to be brilliant, but to be simple….
Sow small seeds and make them bear big fruit.” — PFD Forbes


Change Leader
(Larger view of image below)

change leader

Dense reading and Dense listening and Thinking broad and Thinking detailed

… “Today you need an organization that is a change leader, not just an innovator. Five years ago, you had an enormous amount of literature on creativity. Most of creativity is just hard and systematic work. Fifteen years ago, everyone wanted to be an innovative company, but unless you are a “change leader” company you won’t have the mindset for innovation. Innovation has to have a systematic approach. And innovation is very unpredictable … ” — Managing in the Next Society. Also find “change agent” in Management, Revised Edition

but

… “The management of change is, however, the wrong place to start. What has to come first is the management of continuity. Every business enterprise needs to balance continuity and change, and that has to begin with establishing the fundamental direction, that is, with the continuity of the enterprise. To make a business effective does indeed require that it be able to use change as an opportunity, but this, in turn, requires first that the enterprise have a clear mission” — more


Continuous improvement is considered a recent Japanese invention — the Japanese call it kaizen.

But in fact it was invented almost eighty years ago, and in the US.

From World War I until the early 1980s when it was dissolved, the American Telephone Company (the Bell System) applied ‘continuous improvement’ to every one of its activities and processes, whether it was installing a telephone in a home or manufacturing switchgear.

For every one of these activities Bell defined results, performance, quality, and cost.

For everyone it set an annual improvement goal.

Bell managers were not rewarded for reaching these goals.

Those who did not reach them were out of the running,
and were rarely given a second chance.” —
Drucker on Asia - A Dialogue Between Peter Drucker and Isao Nakauchi

connections

… This has given shareholders the power
to demand short-term rewards.
But the need for a secure retirement income
will increasingly focus people’s minds
on the future value of the investment.
Corporations, therefore, will have to pay attention
both to their short-term business results
and to their long-term performance
as providers of retirement benefits.
The two are not irreconcilable,
but they are different, and
they will have to be balanced.
Managing in the Next Society


Inside-out or Outside-In?

“The customer never buys what you think you sell.
And you don’t know it.
That’s why it’s so difficult to differentiate yourself.” — Drucker

The world’s most popular cars: a new champ

“The Ford Focus isn’t the best-selling car in America; it’s not even in the Top 10. But around the world, especially in fast-growing markets in Asia, the sporty compact is growing in popularity, so much so that it is about to knock off the venerable Toyota Corolla as the world’s most popular car.

It’s been a record year for the auto industry, with global sales expected to top 80 million cars and trucks. Although European sales have been weak and China has slowed a bit, sales in the U.S. market have been robust, fed by pent-up demand. Analysts are forecasting U.S. sales of about 14.5 million units (less than 20 per cent of the market).

When it comes to crowning the best-selling cars, though, China, now the world’s largest automotive market, has the most clout. And in 2012, Ford and Toyota saw very different outcomes there. Ford has been investing heavily in China, and the Focus is one of 15 new models being introduced there over the next few years. Meanwhile, a long-simmering territorial dispute between Japan and China sparked a boycott of Japanese cars by Chinese consumers in the latter half of the year. As a result, Toyota’s sales in China fell about 25 percent below expectations” — Forbes


Selling to the World

“In the global economy, businesses are increasingly forced to shift from being multinational to being transnational.

The traditional multinational is a national company with foreign subsidiaries. These subsidiaries are clones of the parent company.


Most companies doing international business today are still organized as traditional multinationals. But the transformation into transnational companies has begun, and it is moving fast.

The products or services may be the same, but the structure is fundamentally different.

In a transnational company there is only one economic unit, the world.

Selling, servicing, public relations, and legal affairs are local.

But parts, machines, planning, research, finance, marketing, pricing, and management are conducted in contemplation of the world market. …

One of America’s leading engineering companies, for instance, makes one critical part for all of its forty-three plants worldwide in one location outside of Antwerp, Belgium—and nothing else. It has organized product development for the entire world in three places and quality control in four. For this company, national boundaries have largely become irrelevant.


The transnational company is not totally beyond the control of national governments. It must adapt to them. But these adaptations are exceptions to policies and practices decided on for worldwide markets and technologies.

Successful transnational companies see themselves as separate, nonnational entities. This self-perception is evidenced by something unthinkable a few decades ago: a transnational top management. …


The U.S. government is trying to counteract this trend by extending American legal concepts and legislation beyond its shores. …


Although the United States is still the world’s largest economic power—and likely to remain so for many years—the attempt to mold the world economy to American moral, legal, and economic concepts is futile.

In a global economy in which major players can emerge almost overnight, there can be no dominant economic power.


Nonetheless, there is certainly need for moral, legal, and economic rules that are accepted and enforced throughout the global economy. A central challenge, therefore, is the development of international law and supranational organizations that can make and enforce rules for the global economy.” — The Transnational Economy and Managing in the Next Society. Also see Drucker on Asia — A Dialogue Between Peter Drucker and Isao Nakauchi and Find “transnational” in Drucker books


Four reasons your version of better might not be enough

I might not know about your better,
because the world is so noisy I can’t hear you.

I might not believe it’s better, because, hey, people spin
and exaggerate and lie.
Proof is only useful if it leads to belief.

The perceived cost of switching
(fear, hassle, internal selling and coordination, money)
is far higher than your better appears to be worth.

Your better might not be my better.
In fact, it’s almost certainly not. — Seth Godin


Competition on the roads ahead: … One consequence of this is that every business must become globally competitive, even if it manufactures or sells only within a local or regional market. The competition is not local anymore—in fact, it knows no boundaries. Every company has to become transnational in the way it is run. … But in e-commerce there are neither local companies nor distinct geographies. Where to manufacture, where to sell, and how to sell will remain important business decisions. But in another twenty years they may no longer determine what a company does, how it does it, and where it does it … more

For all of this to take place, what is involved? What people, located where, doing what, generating what financial flows …


Budgeting (a managerial tool using financial notation) “This managed expense budget is the area in which we really make our decisions on our objectives. (That, incidentally, is why I dislike accounting ratios in that area so very much, because they try to substitute the history of the dead past for the making of the prosperous future.)” Technology, Management and Society   :::   Profits and Profitability (Profit is needed to pay for attainment of the objectives of the business. Profit is a condition of survival. It is the cost of the future, the cost of staying in business. It also serves a major social function)


However beautiful the strategy,
you should occasionally look at the results — Winston Churchill

All men can see the tactics whereby I conquer,
but what none can see
is the strategy
out of which victory is evolved.
— Sunzi, The Art of War


The end is near: Turnaround menu and The Shakeout

nokia the platform is burning

The platform is burning


The Priority Tasks — The Need for Social and Political Innovations

The twenty-first century will surely be one of continuing social, economic, and political turmoil and challenge, at least in its early decades. The Age of Social Transformations is not over yet. And the challenges looming ahead may be more serious and more daunting still than those posed by the social transformations that have already happened, the social transformations of the twentieth century.

Yet we will not even have a chance to resolve these new and looming problems of tomorrow unless we first address the challenges posed by the developments that are already accomplished facts, the developments reported in the earlier sections of this essay — A Century of Social Transformation


Our aim should be to make people be more responsible. What we ought to be asking is not, “What should you be entitled to?” but, “What should you be responsible for?”

The task of management in the knowledge-based organization is not to make everybody a boss. It is to make everybody a contributor. — Post-Capitalist Society

 

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“Man becomes the instrument of evil when, like the Hensches, he thinks to harness evil to his ambition; and he becomes the instrument of evil when, like the Schaeffers, he joins with evil to prevent worse.” The Monster and The Lamb in Adventures of a Bystander

danger

The End of Economic Man: The Origins of Totalitarianism

“Peter Drucker shined a light in a dark and chaotic world,
and his words remain as relevant today
as when he banged them out on his cranky typewriter decades ago.

They deserve to be read by every person of responsibility,
now, tomorrow, ten years from now, fifty and a hundred.

That free society triumphed in the twentieth century
guarantees nothing about its triumph in the twenty-first;
centralized tyranny remains a potent rival,
and the weight of history is not on our side.
” — Jim Collins
(calendarize this?)

the prince

The Prince

… “Power has to be used. It is a reality. If the decent and idealistic toss power in the gutter, the guttersnipes pick it up.” … more

 

Special interest pages

Knowledge as a system ::: The competitive knowledge economy ::: School and education as society’s center ::: Managment and the world’s work ::: What really ails the US auto industry ::: New Japanese business strategies ::: Sell the mail room ::: The learning society is taking over

 

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Life Time

Life lines (a view from above, in addition to within)   :::   star-green-10 Non-competitive Life and Personal Community   :::   Living in More Than One World How Peter Drucker's Wisdom Can Inspire Your Life by Bruce Rosenstein   :::   Life design © SM (as your verb or noun : a healthy work life + YOUR life)

Life design is inter-related with organization evolution and work life evolution. You can’t have a smartphone or an HD TV without organizations that produce and distribute them. Organizations can’t produce what we want without the required knowledge bases (one of which is management)

Life management system (LMS) (a conscious navigation system from yesterdays to tomorrows) OR Time management (GTD with caution)

Ten To-Dos For Young People
“10. Prepare to live a life where at age 65 you are
one-third of the way through your work” — Jim Collins

life lines

Financial investing (developing an informed capacity —
Warren Buffett, Benjamin Graham, Phil Fisher)


What are your attractions?

attractions

Life design dimensions

life design dimensions

Model week

model weekly calendar

newmans aging

 

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Thinking

Mental patterns (our self-organizing information system)

In the final analysis the future of society depends on what’s between our ears and it ain’t just knowledges. Will apathy, complacency, and arrogance win out? This behavior sabotages society, organization associates, the future of the younger generations and …

Thinking is the knowledge worker’s specific work;
it is his/her “doing.” — Peter Drucker

He didn’t say job he said work.
Work can span multiple careers and last a lifetime.

Questions were part of Drucker’s thinking process


“Thinking … the most fundamental,
the most important aspect of life,
the basis for everything is totally neglected …

Book store: no thinking category

Universities: no thinking faculty and zero possibility thinking

School: no thinking subject” — Edward de Bono


About thinking and 12 principles

thinking principles

Larger

Practical Thinking (knowing what to do)   :::   The Six Value Medals   :::   Six Action Shoes   :::   Six Thinking Hats   :::   Six Frames For Thinking About Information   :::   de Bono’s Thinking Course   :::   Effective Thinking Course   :::   Teach Yourself to Think   :::   Edward de Bono (more thinking resources: creative, design, perceptual, & operacy — the thinking involved in doing)


A thinking brainscape

thinking overview


Keep track of your thinking with a thinking canvas ©

start-up

Larger


The Constructive Attitude

This is similar to the explorer but with one big difference.
The explorer attitude seeks to examine the subject and lay it out clearly.
The constructive attitude seeks to ‘do something’.
The constructive attitude seeks to ‘design a way forward’.

from pyramids to dna

pyramid to dna

For the constructive attitude it is not enough just to ‘know’ something.
There is a need also to ‘do’ something.

There is the famous quote of René Descartes: ‘I think, therefore I am.’
To this Drucker added: “I see therefore I am.”
Then there is a quote of my own: ‘I do, therefore I matter.’
Reflection is not enough.

Being aware is important but also not enough.
There is a need to be constructive and to design a way forward.
— Edward de Bono


“Follow effective action with quiet reflection.
From the quiet reflection will come even more effective action.”
— Drucker

 

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Using conceptual resources (as brainroads © and brainscapes ©)
Conceptual resource digestion process (concepts to daily action)   :::   TLN conceptual resource file listing (brain continents … neighborhoods/ecologies … addresses … immediate focus :: P Drucker, E de Bono, J Welch, M Porter, T Peters, M Kami, F Hesselbein, P Kotler, C & D Heath, S Godin, J Collins, G Kawasaki, Ram Charan and many others )   :::   Concepts and ideas (Porridge words — very useful ~ meaningless words …)


Calendarization © SM
(from topic introduction to what’s the next action—really?)

What’s next? in your life and time

Where will your current time usage lead and leave?

radar list needs

Larger view of radar concepts


harvesting and implementing

Larger view of harvesting and action system (above)

Radar system ::: Calendarization ::: Conceptual resource digestion ::: Concepts to daily action

harvest and implement

Larger view of topic implementation (above)

Topic work ::: Decisions ::: Action plans

Harvest to action

Harvesting and implementing Work

Larger

TEC-PISCO ::: Six Thinking Hats ::: TO/LOPOSO/GO (image ::: book)


Collection of harvested action areas (larger)

scrivner

Working it out in time

aeon timeline

time usage

road ahead

mental radar

Hopefully this page has helped you create a mental movie — not picture — of an unfolding life as one gets older and encounters different unpredictable situations in different unpredictable surroundings in a world that is moving toward unimagined futures. Once you grasp the reality of these movies (because everyone has their own movie), place them on your future focused horizon and always keep thinking about time investments. Read and explore this page repeatedly while thinking calendarization ©.

We are embedded within the sweep of history

where to jump

… “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 will you have to do to constructively integrate yourself into the positive “sweep of history”?

sweep of history

sweep of history ahead

This page has taken you down a brainroad toward tomorrowS and introduced the elements for creating a “life-TIME” work approach for moving toward your tomorrowS. The word toward rather than to was chosen because tomorrow never arrives. TomorrowS are constantly receding horizons and there is always somebody doing something that will upset your apple-cart — look north, look south …

Attention

attention

So what additional measures can you take to soften the blow from having your life capriciously jerked out from under you … (see Concept illustrations)

Unleash the new yourself while making yourself effective

radar

radar

How will you build and maintain time-life navigation dashboard?

If you try to think hierarchically
what major concepts and ideas
would be at the top of your dashboard?

corkboard

The hand of distance

every dreamer

brainroads toward tomorrows

Only connect

 

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Concept illustrations

realities

foundations and opportunities

Life is more than a one act play

 

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Links to Books by Peter Drucker

drucker books concept of the corporation Adventures of a Bystander Managing the Non-profit org Management Revised Ed The End of Economic Man Age of Discontinuity The New Realities Post-Capitalist Society

what drucker wrote

Drucker books Dense reading and listening challenge questions Thinking broad and detail

What do these … mean? An opportunity

 

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Time investing is the only way to escape
the decaying worldS of yesterdayS — its not a one time event.

sweep of history

situation exploration gone with the wind End of economic man Concept of the corporation The Age of Discontinuity Post capitalist society Management Challenges for the 21st Century Managing in the Next Society situation exploration Look NSEW Downton Abbey World War I planes World War II planes

Larger

The conditions, situations … of the
1850s, 1920s, 1950s, 1970s, 1990s … are gone
and they aren't coming back.

What do you have to do to prepare for tomorrowS?

What self-development will it require for you to get the life you really want?
The kind of life you really want later ::: The kind of life after a major crisis …

 

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text site map (500+ web pags and 100 + PDFs)


“To know and not do, is to not yet know”

 

Keywords: tlnkwnl


Donations: Please click the button below to make a donation through PayPal.

Other forms of PayPal payment besides donations

 

rlaexp.com’s purpose is to provide a big picture thinking landscape for navigating our changing world — a world in profound transition.

There are 500+ pages inter-weaving management, leadership, organization evolution, the evolving content and structure of society, knowledge, technology, career evolution, education, learning, marketing, production, innovation, entrepreneurship, thinking, software tools, information challenges, concepts to daily action … through time. Any time someone is engaged in decision thinking they need a “foundation for future directed decisions.” ©

rlaexp.com is largely inspired by the work of Peter Drucker and a few others.

The site provides a “menu” for identifying important “things” to work toward that largely go unseen.

We can only work on, with and toward the “things” on our active “mental radar.”

evidence board

In a changing world, we need a way to repeatedly look beyond current mental involvements.

We need a way to think about things we aren’t already thinking about at multiple points in time. Waiting for a crisis is one way to accomplish this, but surely there are better ways.

rlaexp.com’s uniquely broad landscape is designed to meet this challenge.

TomorrowS can’t be reached by today’s activities or thinking. Examples constantly flow through the news.

Who in 1950, 1970, 1990, 2000 … had an adequate future facing radar?

Why would today be any different?

Where and how we spend our time matters — a world in constant flux.

 


 

I’m trying to provide this exploration and thinking landscape to help people figure out what to do as we move deeper into the 21st century: a knowledge society, a society of organizations, and a network society.

 

America’s future depends on this awareness, ability and effective action.

It depends on younger generations having access to this dynamic type thinking and doing something effective. rlaexp.com provides the access and a work approach model.

Just about everybody enters the world of work through known, routine, day-to-day operating work at a point in time. It never seems to occur to nearly anybody that there could be anything else. How could we ever acquire a strategic, dynamic worldview from our beginning vantage points?

Pretending that tomorrow is going to be like yesterday is damaging.

 

Everybody has a vested interest in this.

 

For the site to remain available your support is needed. Your support helps with the books, software, web site hosting, and the time devoted to publicizing and enhancing the work approach available on rlaexp.com.

Who do you know that might be interested in working with me on spreading site usage and enhancement?

For the right kind of people, rlaexp.com provides the elements of a future facing consulting or mentoring practice. Contact info is near the bottom of most pages.

 

contact

 

 

Google
WWW rlaexp.com

Creating a Google site search on Google’s site:
type the following in their search box

what you’re searching for site:rlaexp.com

For example, you could search for intelligence.
intelligence site:rlaexp.com

 



At the present time this is a prototype site. I add, remove, and redesign content based on my own unfolding comprehension of the time-life navigation © (TLN) landscape. I've been collecting and organizing information for over thirty years. New landscape features periodically emerge and existing features get reshaped — e.g. how we take, share, and manage photos. This means that you might want to periodically revisit relevant pages.

Many of the books that were available when I first started working on what I now call “time-life navigation” have gone out of print or are hard to find. You can still use the content of the book outline pages to identify topics of interest and to search Amazon Booksxxx for topics or phrases.


Copyright 2001 2005 2007 2010 2011 2012 2013 2014 © All rights reserved | bobembry | bob embry | “time life navigation” © | “life TIME investment system” © | “career evolution” © | “life design” © | “organization evolution” © | “brainroads toward tomorrows” © | “foundations for future directed decisions” ©

rlaexp = Real Life Adventures + Exploration

Smaller, big picture thinkscape ::: Big exploration landscape ::: Leader entry ::: Board

Economic development

Knowledge specialty ::: New job ::: Career work plan development

Concept maps ::: Drucker books

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