Jim Hancock is caught between Bernard Moon’s question, “Can You Wait On God?” and Harvard Business School professor James Haskett who wants to know, “Why Don’t Managers Think More Deeply?”
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Over the past two decades, the American business and academic community has produced hundreds, perhaps thousands, of management-type business books prodding and showing Americans how they can work smarter, get better results, and compete with those wily Asians … By and large they all urge companies and managers to aspire to greatness by listening to their customers, championing innovation, fostering empowerment and leadership, and ratcheting up quality. Many companies have done very well following the advice contained in these books. Others have faltered. Such inconsistency is a result of two apparent flaws with many of these best-selling tomes. The books, with few exceptions, are mostly geared for managers and mostly preach using techniques on task-driven thinking, not critical thinking.
LeGault, Michael R.
Th!nk: Why Crucial Decisions Can’t Be Made in the Blink of an Eye (p. 50-51), Threshold Editions, 2006
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The Danger of Reacting in a Volatile World
Today’s world is an ever-increasing frenzy of activity, filled schedules and volatility. How can a leader lead through such turmoil. Dan Wooldridge gives 6 practical tips on how to stop simply reacting, and to take time to think.
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Gardner outlines five premium thinking abilities: the disciplinary mind, the synthesizing mind, the creating mind, the respectful mind, and the ethical mind.
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