Provoke

Provoke
Автор книги: id книги: 2161819     Оценка: 0.0     Голосов: 0     Отзывы, комментарии: 0 2490,22 руб.     (26,89$) Читать книгу Купить и скачать книгу Электронная книга Жанр: Экономика Правообладатель и/или издательство: John Wiley & Sons Limited Дата добавления в каталог КнигаЛит: ISBN: 9781119787549 Скачать фрагмент в формате   fb2   fb2.zip Возрастное ограничение: 0+ Оглавление Отрывок из книги

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Explore a new and effective method for seizing opportunity in the face of uncertainty In Provoke: How Leaders Shape the Future by Overcoming Fatal Human Flaws , renowned strategy consultants and best-selling authors Geoff Tuff and Steven Goldbach deliver an insightful exploration of how people tend to act tentatively in the face of uncertainty and provide the tools we need to do things differently. Tuff and Goldbach offer up a compelling argument for the proposition that taking a «wait and see» approach is the exact opposite of what helps visionary leaders change the world. Drawing on principles from business and behavioral economics, the book shows readers from all walks of life how to provoke action as a mechanism to advance. In this book you’ll discover: An overview of the assortment of cognitive biases which tend to restrain and distort leadership decision making in the face of uncertainty How to recognize the 'phase change' that occurs when an uncertainty resolves from being a question of «if» to being a matter of «when» Five different models of provocation which can be used alone or in combination to anticipate, drive through and exit that phase change in a way that creates the future you desire How true «provocateurs» shake the foundations of their industries, firms, sectors, and governments by overcoming their need for certainty before action Perfect for leaders or aspiring leaders in all walks of life where uncertainty abounds—which is to say, almost everywhere — Provoke will become your go-to guide to overcoming those natural human instincts that keep us frozen in place and prevent us from seizing our opportunities.

Оглавление

Geoff Tuff. Provoke

Table of Contents

Guide

Pages

Provoke. HOW LEADERS SHAPE THE FUTURE BY OVERCOMING FATAL HUMAN FLAWS

INTRODUCTION

PART I PREDICTABLE PATTERNS

CHAPTER 1 Patterns from the Past

MISS THE TREND

DENY THE TREND

(OVER)ANALYZE THE TREND

RESPOND MEEKLY TO THE TREND

THE SOLUTION IS TO PROVOKE

NOTES

CHAPTER 2 On the Importance of “If” versus “When”

NOTES

CHAPTER 3 Personal Patterns

NOTES

CHAPTER 4 Expanding Peripheral Vision

EMBRACE DIVERSITY

NOTES

PART II PRINCIPLES OF PROVOCATION

CHAPTER 5 Birth of a Provocation

RESPECT THE PAST, BUT HOLD IT LIGHTLY

PROVOKE THE FUTURE

KNOWING HERE FROM THERE

THE PROVOKE QUINTET

Envision: The Foundational Provocation

Position: Preparing for the Future You'll Create

Drive and Adapt

Activate

SUMMING UP

NOTES

CHAPTER 6 Envision: Seeing the Future

THE FUNDAMENTALS OF ENVISION

ENVISIONING THE FUTURE OF ENERGY

Create a Focal Question That Allows for Consideration of a Diversity of Desired Outcomes

Develop Scenarios and Place Initial Bets

Identify Leading Indicators to Track Over Time, Enabling Course Correction as Necessary

NOTES

CHAPTER 7 Position: Preparing for the Change

BETTING ON THE BUSINESS MODEL

USING A BEACHHEAD POSITION

UNTANGLING MULTIPLE VECTORS OF UNCERTAINTY

NOTES

CHAPTER 8 Drive and Adapt: Taking Control

DRIVE

ADAPT

NOTES

CHAPTER 9 Activate: Harnessing Your Ecosystem

A WORD ON ECOSYSTEMS

YOU ARE ALREADY PART OF AN ECOSYSTEM

MOZILLA AND THE CROWD AS ECOSYSTEM

ACCELERATING CHANGE

NOTES

PART III PROFILES OF PROVOCATEURS

CHAPTER 10 Deborah Bial

NOTE

CHAPTER 11 Ryan Gravel

NOTES

CHAPTER 12 Valerie Irick Rainford

NOTE

CONCLUSION: MINIMALLY VIABLE THOUGHTS

ON THE IMPORTANCE OF FUN

LOOKING AT DATA WITHOUT CONTEXT

ON THE VALUE OF RECOGNIZING RECURSION

CEO AS THE LEAD SYSTEM DESIGNER

ACKNOWLEDGMENTS

ABOUT THE AUTHORS

INDEX

WILEY END USER LICENSE AGREEMENT

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FROM THE BEST SELLING TEAM THAT BROUGHT YOU DETONATE

GEOFF TUFF

.....

Our executive, and the organization he represented, had blinders on – blinders that we all wear, to one extent or another – that narrowed its organizational peripheral vision and ability to evaluate the importance of the changes found on the periphery. These blinders – constructed of basic human biases that we all share – mean that the playing fields we observe are narrower than the real world. Our maps, as the saying goes, are not the territory.

.....

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