Navigating into the Unknown

Navigating into the Unknown

A new way for management, governance and leadership

von Fredmund Malik

E-Book
Übersetzt von: Jutta Scherer
152 Seiten
2016 Campus Verlag
ISBN 978-3-593-43424-7

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Inhaltsverzeichnis
1;CONTENTS;6
2;Preface;10
3;Chapter 1;12
4;Why we must revolutionize our thinking;12
4.1;Observations;12
5;Chapter 2;15
6;The Great Transformation21;15
6.1;A Sign of Our Times?;15
6.2;From the Old World to the New;16
6.3;A Complete Change;17
6.4;The Old World of 1997;23
6.5;"Classical Management": an Obsolescent Model;25
6.6;Almost Everything Will Change;27
6.7;Birth Pangs of a New World;28
6.8;Economics Is Not Enough;30
6.9;A Crisis of Dysfunction;32
6.10;The Revolution of Organizations;34
7;Chapter 3;37
8;The Basic Law of Change;37
8.1;A Map of Growth, Uncertainty, and Creative Destruction;38
8.2;Navigating into the Unknown;40
8.3;Not One but Three Strategies Needed;42
8.4;Substitution and Experiencing Creative Destruction;43
8.5;Fundamental Transformations;44
8.6;Being Ahead of Change;47
9;Chapter 4;49
10;The Drivers of Transformation;49
10.1;Demographics;50
10.2;Ecology;54
10.3;Science and Technology;58
10.4;Economics and Debt;63
10.5;Complexity as the Main Driver;68
11;Chapter 5;69
12;Complexity -a Raw Material of the New World;69
12.1;Limits to the Old Ways of Thinking;7112.2;What Is Complexity? What is Variety?;72
12.3;Inconceivable yet Manageable;74
12.4;Simple and Complex Systems;76
12.5;Complicated or complex?;79
13;Chapter 6;82
14;Systems Out of Control?;82
14.1;New Governance by Cybernetics: Communication and Control;85
14.2;Cybernetics for Self-Capabilities;88
14.3;Doing Business is not Enough;89
15;Chapter 7;91
16;Complexity for the Functioning of Organizations;91
16.1;Two Levels of Functioning;91
16.2;Operational and Management Tasks;94
16.3;Constants in Change: Master Controls;95
16.4;How Master Controls Work;97
16.5;Navigation Assistants for the Great Transition;105
17;Chapter 8;115
18;Heuristics:Navigation Principles for New Territory;115
18.1;Principles for Assessing a Situationin Circumstances of Uncertainty;117
18.2;Principles for Control Capacity andthe Shaping of Relationships;119
18.3;Principles for Information;121
18.4;Principles for Persuasiveness;122
19;Chapter 9;124
20;From Disruption to New Destinations;124
20.1;On Dealing with Limitations;125
20.2;When Something Is New:Managing by Instructions;131
20.3;Not Only Communication but also Meta-Communication;133
20.4;Managing Your Boss and Colleagues;134
20.5;Management as a Passion;136
21;Epilog;138

Kurztext / Annotation
In a few years, almost everything will be different: what we do, how we do it, and why we do it; how we produce and consume, how we conduct research, how we teach and learn, how we share information, communicate and cooperate, how we work-and how we live. How do we deal with this in business, politics and society? 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

Fredmund Malik is one of Europe's leading authorities on management. The bestselling author's work represents a standard of professional management that can be both taught and learnt. Malik's thinking goes beyond economics and draws inspiration from modern sciences of complexity, particularly cybernetics. He is an expert on corporate governance practice and an adviser to executives at the highest levels of international leadership. Fredmund Malik is a Professor at the University of St. Gallen in Switzerland. His honors include the Heinz von Foerster Prize for Organizational Cybernetics and the Austrian Award of Honor for Science and the Arts, awarded for his wholistic management systems.

Textauszug
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 originate

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