an interesting article on critical thinking and how to deal with decision problems (and faults/pathologies/…). Notice this nice summary: Make sure you understand the logic behind your decision. Identify your assumptions and double-check them. Collect the data that will support or disprove your assumptions. Deliberately consider the situation from multiple frames. Remember the people! Think […]
An interesting review of a management book … called “It’s Not What You Say… It’s What You Do” by Laurence Haughton …. some noted gems: Laurence begins the book with a startling statistic. Fifty percent of company initiatives fall through the cracks within two years. and Most managers have a tendency to leap to conclusions, […]
Organizations suffer pain from having to deal with wicked problems all the time, namely when operating in complex environments … The pain stems from a misunderstanding of the nature of the problems [they/we] face. We are having to solve a new class of problems – wicked problems – using thinking, tools, and methods that are […]
Interesting article … tagline is that [scientific] uncertainty often becomes an excuse to ignore long-term problems … noting that “those who make decisions tend to stay focused on the next fiscal quarter, the next year, the next election” … well, yes, this is just the way it is … and the authors developed ideas how […]
erschienen im Hamburger Abendblatt … Der Psychologe Peter Pächnatz über den Umgang mit steigenden Anforderungen. Er fordert mehr Ruhe und Übersicht von Führungskräften. Interessant im Interview ist der Neologismus Dynaxität … für mich eine unnötige Wortschöpfung, Komplexität als Begriff umfasst in meiner Sicht auch den Aspekt Dynamik – oder anders ausgedrückt: statische Systeme sind nicht […]
