By Russell L. Ackoff, Herbert J. Addison
This gem of a ebook introduces the intense international of platforms pondering and its "Dean", Russell Ackoff, to curious and enquiring managers, academics, company humans - an individual, at any place who works in an organisation.Finished ahead of Professor Ackoff's dying overdue in 2009, platforms considering for Curious Managers opens the door to a joined up frame of mind approximately issues that has profoundly stimulated thinkers and doers within the fields of industrial, politics, economics, biology, psychology. even though structures pondering was once 'invented' early within the twentieth century, even Peter Senge's best-selling The 5th self-discipline (Systems considering is the 5th self-discipline) didn't popularise the time period. yet now, in company and academia, within the public quarter and within the look for suggestions to the environmental difficulties we are facing, structures pondering is being said in all places. This well timed booklet offers forty extra of Russ Ackoff's famously witty and incisive f-Laws (or flaws) of commercial - following on from his 2007 assortment administration f-Laws. All these during this assortment are new and formerly unpublished. Andrew Carey's prolonged advent ties those f-Laws into the remainder of Ackoff's paintings and provides the reader new to structures pondering a consultant to the results of platforms pondering for agencies and bosses. The Foreword through Jamshid Gharajedaghi is a relocating tribute from Ackoff's buddy and company accomplice of a long time.
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Additional info for Systems Thinking for Curious Managers: With 40 New Management f-Laws
These are no-brainers, but knowing your audience and tailoring your communications accordingly are usually much more subtle and complex tasks. It can be very difﬁcult to know your audience ahead of time. It requires time and thought, trial and error. KNOW YOUR AUDIENCE | 25 It requires you to see the situation from someone else’s perspective, perhaps even before you’ve met. Every audience—every person or group of people—is different. They have different personalities, different expectations, different wants, and different needs.
PUT COMPLAINTS ON THE RIGHT TRACK Be genuinely concerned; give sincere and undivided attention to what you are being told. Take accurate notes to acknowledge that you are listening, and to address again at a later date. M A N A G E T H E C O N V E R S AT I O N | 53 Identify misunderstandings calmly and professionally. Propose a resolution where possible. Make a personal commitment to secure an agreed resolution—where possible. Deﬁne resolution time line and speciﬁc terms. Thank others for their time and input.
Then, prepare your presentation based on what you can offer them. CHAPTER 3 M A NAG E T H E C O N V E R S AT I O N Discover how to keep the conversation on track and stick to an agenda. H ow many meetings have you attended that went nowhere? Without an agenda or someone keeping track of the time spent on each subject, the conversation goes off on one tangent after another. Before you know it, the meeting is over and little or nothing has been accomplished. Face-to-face meetings can achieve much more than telephone conferences and e-mails, but without a clear purpose, a meeting is simply a waste of time and money.
Systems Thinking for Curious Managers: With 40 New Management f-Laws by Russell L. Ackoff, Herbert J. Addison