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Management techniques such as strategic planning, project management or operational budgeting, aim to reduce ambiguity and provide clarity. So it is one of the great ironies of modern corporate life that these techniques often end up doing the opposite: increasing ambiguity rather than reducing it.It is easy enough to understand why: organizations are complex entities and it is unreasonable to expect management models, such as those that fit neatly into a 2*2 matrix or a predetermined checklist, to work in the real world. Indeed, expecting them to work as advertised is akin to colouring a paint-by-numbers Mona Lisa with the expectation of recreating Da Vinci's masterpiece. Ambiguity has not been tamed: reality will still impose itself no matter how alluring the model is.Unfortunately, most of us have a deep aversion to situations that involve even a hint of ambiguity. Recent research in neuroscience has revealed the reason for this: ambiguity is processed in the parts of the brain which regulate our emotional responses. As a result, many people associate ambiguity with feelings of anxiety. When kids feel anxious, they turn to transitional objects such as teddy bears or security blankets, providing them with a sense of stability when situations or events seem overwhelming. We contend that as grown-ups, we don't actually stop using teddy bears - they take a different form. Backed by research, we illustrate that management models, fads and frameworks are akin to teddy bears . They provide the same sense of comfort and certainty to corporate managers and minions as real teddies do to distressed kids. This is not a problem in many cases. Children usually outgrow their need for a teddy, unless if development is disrupted or arrested in some way. If this happens, the transitional object can become a fetish - an object that is held on to with a pathological intensity, simply for the comfort that it offers in the face of ambiguity. The corporate reliance on simplistic solutions for the complex challenges faced is akin to little Johnny believing that everything will be OK provided he clings on to Teddy.Ambiguity is a primal force that drives much of our behaviour. It is typically viewed negatively - something to be avoided or to be controlled. The truth however, is that it is a force that can be used in positive ways too. The Force that gave the Dark Side their power in the Star Wars movies was harnessed by the Jedi in positive ways. Similarly, this new management book shows how ambiguous situations, so common in the corporate world, are processed by the brain, and the behaviours that often arise as a consequence. More importantly, though, it shows you how to harness that ambiguity to achieve outstanding results.
When it comes to solving complex problems, we often perform elaborate rituals in the guise of best practices that promise a world of order, certainty, and control. But reality paints a far different picture, which practitioners are often reluctant to discuss. A witty yet rigorous journey through the seedy underbelly of organisational problem solving, The Heretics Guide to Best Practices pinpoints the reasons why best practices dont work as advertised and what can be done about it. Hugely enjoyable, deeply reflective, and intensely practical. This book is about weaving human artistry and improvisation, with appropriate methods and technologies, in order to pool collective intelligence and wisdom under pressure. Simon Buckingham Shum, Knowledge Media Institute, The Open University, UK This is a terrific piece of work: important, insightful, and very entertaining. Culmsee and Awati have produced a refreshing take on the problems that plague organisations... If youre trying to deal with wicked problems in your organisation, then drop everything and read this book. Tim Van Gelder, Principal Consultant, Austhink Consulting
When it comes to solving complex problems, we often perform elaborate rituals in the guise of best practices that promise a world of order, certainty, and control. But reality paints a far different picture, which practitioners are often reluctant to discuss. A witty yet rigorous journey through the seedy underbelly of organisational problem solving, The Heretic’s Guide to Best Practices pinpoints the reasons why best practices don’t work as advertised and what can be done about it. “Hugely enjoyable, deeply reflective, and intensely practical. This book is about weaving human artistry and improvisation, with appropriate methods and technologies, in order to pool collective intelligence and wisdom under pressure.” —Simon Buckingham Shum, Knowledge Media Institute, The Open University, UK “This is a terrific piece of work: important, insightful, and very entertaining. Culmsee and Awati have produced a refreshing take on the problems that plague organisations... If you’re trying to deal with wicked problems in your organisation, then drop everything and read this book.” —Tim Van Gelder, Principal Consultant, Austhink Consulting
Popular anger against bankers and financial speculators has never been greater, yet the practical workings of the system remain opaque to many people. The Heretic's Guide to Global Finance aims to bridge the gap between protest slogans and practical proposals for reform. As a stockbroker turned campaigner, Brett Scott has a unique understanding of life inside and outside the system. The Heretic's Guide to Global Finance is a practical handbook for campaigners, academics and students who wish to deepen their understanding of the inner workings of the financial sector. It shows how financial knowledge can be used to build effective social and environmental campaigns. Scott covers topics frequently overlooked, such as the cultural aspects of the financial sector, and considers major issues such as agricultural speculation, carbon markets and tar sands financing. The book shows how activists can use the internal dynamics of the sector to reform it and showcases the growing alternative finance movement.
In Reading the Room, renowned systems psychologist and family therapist David Kantor applies his theory of structural dynamics to help leaders and coaches understand and improve communication within their teams. He helps readers understand how and why they and their teams communicate differently when faced with low-stakes or high-stakes situations, and he provides a framework to help improve leadership behavior in high-stakes situations. Acknowledging that early personal history and adult relationships have an impact on individual leadership and communication, the author discusses how leaders’ awareness of their personal histories can help them become more effective in their leadership teams. Armed with the information outlined in this groundbreaking book, coaches and leaders will be able to: intervene effectively to produce positive change in both the group’s dynamics and its outcomes, help people in the room alter their behavior to better reach their aspirations, identify the recurring sequences of behavior taking place in a group, understand why differing individual preferences for boundaries and rules affect their conversation, and much more. Written to help readers understand the reasons why leaders and teams get along—or don’t—when they communicate in a group, this book will serve as the leader’s “go-to” resource for insight and perspective in leading their team.
This book describes how to establish data science and analytics capabilities in organisations using Emergent Design, an evolutionary approach that increases the chances of successful outcomes while minimising upfront investment. Based on their experiences and those of a number of data leaders, the authors provide actionable advice on data technologies, processes, and governance structures so that readers can make choices that are appropriate to their organisational contexts and requirements. The book blends academic research on organisational change and data science processes with real-world stories from experienced data analytics leaders, focusing on the practical aspects of setting up a data capability. In addition to a detailed coverage of capability, culture, and technology choices, a unique feature of the book is its treatment of emerging issues such as data ethics and algorithmic fairness. Data Science and Analytics Strategy: An Emergent Design Approach has been written for professionals who are looking to build data science and analytics capabilities within their organisations as well as those who wish to expand their knowledge and advance their careers in the data space. Providing deep insights into the intersection between data science and business, this guide will help professionals understand how to help their organisations reap the benefits offered by data. Most importantly, readers will learn how to build a fit-for-purpose data science capability in a manner that avoids the most common pitfalls.
Microfinance insider Hugh Sinclair weaves a shocking tale of an industry focused on maximizing profits and plagued by predatory lending practices, scandals, cover-ups and corruption.
In the 1960s Shaw Brothers Studios revolutionised martial arts filmmaking. Movie mogul Sir Run Run Shaw developed a way to churn out lavish blockbusters quickly and cheaply. An assembly line approach kept his filmmakers busy but access to an extraordinary pool of resources meant they could "ask for the moon". This book is a case study exploring how a brilliant, driven entrepreneur and his audaciously creative filmmakers conducted a bold experiment in business and movie-making innovation.
Competent Strategic Thinking is Rare and Valuable. How to Think Strategically is the ideal primer for those who want to develop their business acumen and make strategic impact. This book will help you understand what it means to “be strategic” and how to craft strategy that is effective, clever, and powerful. It provides numerous real-world examples of individual strategic thinkers in action. Through these examples, you'll gain useful lessons that can be applied in any organization and in your personal life. The Most-Important Tool of Strategy Is Found Between Your Ears! A competent strategic thinker tolerates ambiguity, notices weak signals, defines the core challenge facing the organization, and designs effective responses with a winning strategic logic. How to Think Strategically upskills you to: Internalize the 20 micro skills of strategic thinking. Distinguish strategic thinking from operational thinking and appropriately apply each. Pose high-quality questions that spark strategic insights. Write a concise one-page statement of strategy, with five essential concepts that will help you distinguish effective strategy from a list of goals. Improve conversations with stakeholders. Develop a courageous personal leadership style and a courageous perspective to address the real issues that are obstacles to your organization’s success. Overcome the excuse of “I'm too busy to be strategic". Anyone can improve their strategic thinking if they know where to focus their attention.