Buch, Englisch, 152 Seiten, Format (B × H): 124 mm x 180 mm, Gewicht: 228 g
A New Way for Management, Governance, and Leadership
Buch, Englisch, 152 Seiten, Format (B × H): 124 mm x 180 mm, Gewicht: 228 g
ISBN: 978-3-593-50582-4
Verlag: Campus Verlag GmbH
Great changes open up great possibilities, pushing aside the old and creating the new. Management, as Fredmund Malik understands it, is the task of taking advantage of these possibilities. This book is a call to clear-sightedness and personal courage. It is a chart for navigating the Great Transformation21, it is a chart for navigating with an open horizon.
"Fredmund Malik has become the leading analyst of, and expert on, Management in Europe. and a powerful force in shaping it as a consultant. He is a commanding figure - in theory as well as in the practice of Management." Peter F. Drucker
Fachgebiete
- Rechtswissenschaften Öffentliches Recht Verwaltungsrecht Verwaltungspraxis Public Management
- Wirtschaftswissenschaften Betriebswirtschaft Unternehmensorganisation, Corporate Responsibility Unternehmenskultur, Corporate Governance
- Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Management: Führung & Motivation
- Wirtschaftswissenschaften Betriebswirtschaft Management
Weitere Infos & Material
Contents
Preface 9
Chapter 1: Why we must revolutionize our thinking 11
Observations 11
Chapter 2: The Great Transformation21 14
A Sign of Our Times? 14
From the Old World to the New 15
A Complete Change 16
The Old World of 1997 22
"Classical Management": an Obsolescent Model 24
Almost Everything Will Change 26
Birth Pangs of a New World 27
Economics Is Not Enough 29
A Crisis of Dysfunction 31
The REvolution of Organizations 33
Chapter 3: The Basic Law of Change 36
A Map of Growth, Uncertainty, and Creative Destruction 37
Navigating into the Unknown 39
Not One but Three Strategies Needed 41
Substitution and Experiencing Creative Destruction 42
Fundamental Transformations 43
Being Ahead of Change 46
Chapter 4: The Drivers of Transformation 48
Demographics 49
Ecology 53
Science and Technology 57
Economics and Debt 62
Complexity as the Main Driver 67
Chapter 5: Complexity - a Raw Material of the New World 68
Limits to the Old Ways of Thinking 70
What Is Complexity? What is Variety? 71
Inconceivable yet Manageable 73
Simple and Complex Systems 75
Complicated or complex? 78
Chapter 6: Systems Out of Control? 81
New Governance by Cybernetics: Communication and Control 84
Cybernetics for Self-Capabilities 87
Doing Business Is Not Enough 88
Chapter 7: Complexity for the Functioning of Organizations 90
Two Levels of Functioning 90
Operational and Management Tasks 93
Constants in Change: Master Controls 94
How Master Controls Work 96
Navigation Assistants for the Great Transition 104
Chapter 8: Heuristics: Navigation Principles for New Territory 114
Principles for Assessing a Situation in Circumstances of Uncertainty 116
Principles for Control Capacity and the Shaping of Relationships 118
Principles for Information 120
Principles for Persuasiveness 121
Chapter 9: From Disruption to New Destinations 123
On Dealing with Limitations 124
When Something Is New: Managing by Instructions 130
Not Only Communication but also Meta-Communication 132
Managing Your Boss and Colleagues 133
Management as a Passion 135
Epilog 137
Sources 142
Selected Readings by Fredmund Malik 145
Index 146
Contents
Preface 9
Chapter 1: Why we must revolutionize our thinking 11
Observations 11
Chapter 2: The Great Transformation21 14
A Sign of Our Times? 14
From the Old World to the New 15
A Complete Change 16
The Old World of 1997 22
"Classical Management": an Obsolescent Model 24
Almost Everything Will Change 26
Birth Pangs of a New World 27
Economics Is Not Enough 29
A Crisis of Dysfunction 31
The REvolution of Organizations 33
Chapter 3: The Basic Law of Change 36
A Map of Growth, Uncertainty, and Creative Destruction 37
Navigating into the Unknown 39
Not One but Three Strategies Needed 41
Substitution and Experiencing Creative Destruction 42
Fundamental Transformations 43
Being Ahead of Change 46
Chapter 4: The Drivers of Transformation 48
Demographics 49
Ecology 53
Science and Technology 57
Economics and Debt 62
Complexity as the Main Driver 67
Chapter 5: Complexity - a Raw Material of the New World 68
Limits to the Old Ways of Thinking 70
What Is Complexity? What is Variety? 71
Inconceivable yet Manageable 73
Simple and Complex Systems 75
Complicated or complex? 78
Chapter 6: Systems Out of Control? 81
New Governance by Cybernetics: Communication and Control 84
Cybernetics for Self-Capabilities 87
Doing Business Is Not Enough 88
Chapter 7: Complexity for the Functioning of Organizations 90
Two Levels of Functioning 90
Operational and Management Tasks 93
Constants in Change: Master Controls 94
How Master Controls Work 96
Navigation Assistants for the Great Transition 104
Chapter 8: Heuristics: Navigation Principles for New Territory 114
Principles for Assessing a Situation in Circumstances of Uncertainty 116
Principles for Control Capacity and the Shaping of Relationships 118
Principles for Information 120
Principles for Persuasiveness 121
Chapter 9: From Disruption to New Destinations 123
On Dealing with Limitations 124
When Something Is New: Managing by Instructions 130
Not Only Communication but also Meta-Communication 132
Managing Your Boss and Colleagues 133
Management as a Passion 135
Epilog 137
Sources 142
Selected Readings by Fredmund Malik 145
Index 146
Preface
Navigation is the helmsman's art: how to identify our current position, determine our destination, and steer our ship towards it.
The high art of navigation is the ability to get our bearings in unknown territory - that is, when we are faced with uncertain locations, moving targets and a variety of possible routes.
Most organizations today confront such a "New World." This book describes the new methods of navigation required in the New World, including principles of thought and rules of action in conditions of uncertainty and great complexity.
The New World is unknown to us in many respects. So what can we nevertheless know? Perhaps we know much more already than we are aware of.
We know, for instance, that the new will be complex. Managing complexity will be the greatest challenge. This will be true for organizations of every kind: commercial enterprises and hospitals, public authorities and schools, cities and states. We know that all these organizations need to function in conditions of growing complexity; it is also true that this very complexity will enable them to function better and better, and in ever new ways. This book describes the methods and tools to handle complexity, and how systems-cybernetic management helps us master complexity.
As such, we are able to navigate through periods of change despite all the uncertainties we face. With each step we take we will learn more, for that is how complexity-compatible control methods with appropriately designed feedback loops work.
The New World is born from the Great Transformation21, a term I coined in 1997 for the ongoing fundamental change processes across society. It frees us from the organizational and managerial limitations of the Old World, allowing us to function better and to think in new ways and design new things.
It is a principle of mine not to publish any of my books until their content has proven valid in years of cooperation and discussions with hundreds of man-
agers - clients as well as friends - in various top management bodies. I owe my sincerest thanks to all of them. I would also like to thank Jutta Scherer for her insightful translation work, as well as my long-term publisher, Campus Verlag. Specials thanks to my colleague and friend Keith Roberts for reviewing the English manuscript with a critical eye, as well as to Annaliza Tsakona for her comments and to Tamara Bechter, Senior Editor at Malik Institute for her contribution to structure and formulate this book.
Fredmund Malik
St. Gallen, December 2015
Chapter 1
Why We Must Revolutionize Our Thinking
Where am I? What is going on "out there?" How can I find my way? What should I do? How do I even know what my choices are? While smartphones and SatNav have reduced our geographic confusion, in our society of complexity, many of us lack the orientation to fight our way through fragmenting markets, technologies, careers, academic disciplines, regulations, etc. Reliable guidance has become a major challenge for managers of all organizations in society. And everyone else is paralyzed by too many confusing choices and possibilities.
Observations
When naysayers abound, telling us what is not possible and what cannot be done, as is currently the case, this is always an indicator of profound change. What used to be right is suddenly wrong. Many will only see the old in the new, and steer their actions in the wrong direction. In times of change, that is a common pattern.
Both business and society face one of history's greatest transformations: from the Old World as we know it to a New World we do not know yet. This transformation will change almost everything: what we do, how and why we do it - and also, who we are.
The greatest challenge of the New World is its ever-increasing complexity. Complexity is the main reason for the escalating number of local and global crises.
Crises origi
Preface
Navigation is the helmsman's art: how to identify our current position, determine our destination, and steer our ship towards it.
The high art of navigation is the ability to get our bearings in unknown territory - that is, when we are faced with uncertain locations, moving targets and a variety of possible routes.
Most organizations today confront such a "New World." This book describes the new methods of navigation required in the New World, including principles of thought and rules of action in conditions of uncertainty and great complexity.
The New World is unknown to us in many respects. So what can we nevertheless know? Perhaps we know much more already than we are aware of.
We know, for instance, that the new will be complex. Managing complexity will be the greatest challenge. This will be true for organizations of every kind: commercial enterprises and hospitals, public authorities and schools, cities and states. We know that all these organizations need to function in conditions of growing complexity; it is also true that this very complexity will enable them to function better and better, and in ever new ways. This book describes the methods and tools to handle complexity, and how systems-cybernetic management helps us master complexity.
As such, we are able to navigate through periods of change despite all the uncertainties we face. With each step we take we will learn more, for that is how complexity-compatible control methods with appropriately designed feedback loops work.
The New World is born from the Great Transformation21, a term I coined in 1997 for the ongoing fundamental change processes across society. It frees us from the organizational and managerial limitations of the Old World, allowing us to function better and to think in new ways and design new things.
It is a principle of mine not to publish any of my books until their content has proven valid in years of cooperation and discussions with hundreds of man-
agers - clients as well as friends - in various top management bodies. I owe my sincerest thanks to all of them. I would also like to thank Jutta Scherer for her insightful translation work, as well as my long-term publisher, Campus Verlag. Specials thanks to my colleague and friend Keith Roberts for reviewing the English manuscript with a critical eye, as well as to Annaliza Tsakona for her comments and to Tamara Bechter, Senior Editor at Malik Institute for her contribution to structure and formulate this book.
Fredmund Malik
St. Gallen, December 2015
Chapter 1
Why We Must Revolutionize Our Thinking
Where am I? What is going on "out there?" How can I find my way? What should I do? How do I even know what my choices are? While smartphones and SatNav have reduced our geographic confusion, in our society of complexity, many of us lack the orientation to fight our way through fragmenting markets, technologies, careers, academic disciplines, regulations, etc. Reliable guidance has become a major challenge for managers of all organizations in society. And everyone else is paralyzed by too many confusing choices and possibilities.
Observations
When naysayers abound, telling us what is not possible and what cannot be done, as is currently the case, this is always an indicator of profound change. What used to be right is suddenly wrong. Many will only see the old in the new, and steer their actions in the wrong direction. In times of change, that is a common pattern.
Both business and society face one of history's greatest transformations: from the Old World as we know it to a New World we do not know yet. This transformation will change almost everything: what we do, how and why we do it - and also, who we are.
The greatest challenge of the New World is its ever-increasing complexity. Complexity is the main reason for the escalating number of local and global crises.
Crises origi
