There is no denying that the world is a complex place. The challenge is what to do about it. Contrary to the popular notion that complexity either can be abolished or not, worse yet, be left to raise havoc in the boundaryless organization, authors Lissack and Roos argue persuasively for a new way of thinking and dealing with the realities of modern business.
Author(s): Michael Lissack, Johan Roos
Year: 1999
Language: English
Pages: 256
CONTENTS......Page 7
FOREWORD......Page 12
1 MASTERING COMPLEXITY THROUGH COHERENCE......Page 16
The arrows, not the boxes......Page 17
Making sense with coherence......Page 20
Complexity science is about simplicity......Page 25
Guiding coherent action......Page 29
Practicing the next common sense......Page 31
Management principles......Page 33
2 USE SIMPLE GUIDING PRINCIPLES......Page 40
Practice management as control......Page 41
Remember, change is nothing but pain......Page 42
Guiding principles that work......Page 43
Why simple rules?......Page 44
Great words — what do they mean?......Page 46
Rules in organizations......Page 47
Simple rules lead to meaning only through interaction......Page 50
Interaction happens in context......Page 52
Guidelines for using simple guiding principles......Page 53
Management principles......Page 54
3 RESPECT MENTAL MODELS: YOURS AND OTHERS’......Page 56
Simple rules guide mental models......Page 58
Mental models are toolsets......Page 60
Actions depend on interpretations......Page 62
Exploring the context and setting the stage......Page 65
Detecting creativity and obstructionism in a mental model......Page 70
Creative mental modeling......Page 73
Guidelines for respecting mental models......Page 76
Management principles......Page 78
4 USE LANDSCAPE IMAGES......Page 80
Why landscapes?......Page 82
Gaps and bridges......Page 86
Using landscape images......Page 89
Landscape images can create coherence......Page 92
Guidelines for using landscape images......Page 96
Management principles......Page 98
5 COMBINE AND RECOMBINE......Page 100
Building blocks are integral to how we think......Page 101
Context is the most important building block......Page 105
Seeing is the first step......Page 109
Functionality is an important component......Page 112
Coherence has building blocks too......Page 114
Guidelines for combining and recombining......Page 116
Management principles......Page 118
6 RECOGNIZE YOUR MULTIPLE ROLES, DON’T HIDE FROM THEM......Page 120
Success through multiplicity......Page 123
Holon not synthesis......Page 125
Failure in artificial unity......Page 129
Why Richard Branson doesn’t knit, or using multiple roles as building blocks......Page 131
Separate out the foreground......Page 133
Guidelines for recognizing your multiple roles......Page 135
Management principles......Page 136
7 CREATE CANYONS, NOT CANALS......Page 138
Following the least action principle......Page 139
Create canyons......Page 143
Depth comes from values......Page 145
Width provides opportunity......Page 148
Dams are obstacles (not, as your CFO would tell you, a revenue source)......Page 151
Guidelines for creating canyons......Page 153
Management principles......Page 155
8 TELL STORIES......Page 158
Sense making......Page 160
We learn by doing......Page 161
Stories are verbal simulations......Page 162
Stories reinforce images......Page 164
Not icons, not symbols, not commands: stories......Page 166
Guidelines for telling stories......Page 168
Management principles......Page 169
9 SEND OUT SCOUTING PARTIES......Page 172
Where to go — Part 1: Within the canyon......Page 173
Where to go — Part 2: And beyond......Page 175
What to look for......Page 178
Bring back stories......Page 180
Discuss them......Page 181
Guidelines for sending out scouting parties......Page 182
Management principles......Page 183
10 POST AND ATTEND TO ROAD SIGNS......Page 186
Taking and giving credit......Page 188
Managing signs......Page 190
Conflated purposes and meanings......Page 192
Dealing with the issues......Page 194
Resolving the tension? No. Striking a balance? Yes.......Page 196
Guidelines for posting road signs......Page 198
Management principles......Page 199
11 USE ALIGNED WORDS TO FUEL COHERENCE......Page 202
The right words at the right time......Page 205
Words shape thinking and actions......Page 207
Coherence can be fueled by aligned words......Page 211
Which words to pick......Page 214
Guidelines for aligning words......Page 216
Management principles......Page 217
12 THE FIVE STEPS......Page 219
Step 1: Identify yourself and your goals......Page 223
Alignment......Page 224
Teams and groups......Page 225
Using landscape images......Page 226
Articulating your goals......Page 227
Step 2: Use the right language......Page 228
Finding the right words......Page 230
Step 3: Create the right context......Page 231
Guiding principles......Page 233
Making sense......Page 235
Step 4: Turn people loose and then get out of the way......Page 238
Prepare the landscape......Page 240
Tell stories......Page 241
From concept to action......Page 242
INDEX......Page 244
