Book Description
A compelling vision. Bold leadership. Decisive action. Unfortunately, these prerequisites of success are almost always the ingredients of failure, too. In fact, most managers seeking to maximize their chances for glory are often unwittingly setting themselves up for ruin. The sad truth is that most companies have left their futures almost entirely to chance, and don’t even realize it. The reason? Managers feel they must make choices with far-reaching consequences today, but must base those choices on assumptions about a future they cannot predict. It is this collision between commitment and uncertainty that creates THE STRATEGY PARADOX.
This paradox sets up a ubiquitous but little-understood tradeoff. Because managers feel they must base their strategies on assumptions about an unknown future, the more ambitious of them hope their guesses will be right – or that they can somehow adapt to the turbulence that will arise. In fact, only a small number of lucky daredevils prosper, while many more unfortunate, but no less capable managers find themselves at the helms of sinking ships. Realizing this, even if only intuitively, most managers shy away from the bold commitments that success seems to demand, choosing instead timid, unremarkable strategies, sacrificing any chance at greatness for a better chance at mere survival.
Michael E. Raynor, coauthor of the bestselling The Innovator's Solution, explains how leaders can break this tradeoff and achieve results historically reserved for the fortunate few even as they reduce the risks they must accept in the pursuit of success. In the cutthroat world of competitive strategy, this is as close as you can come to getting something for nothing.
Drawing on leading-edge scholarship and extensive original research, Raynor’s revolutionary principle of Requisite Uncertainty yields a clutch of critical, counter-intuitive findings. Among them:
-- The Board should not evaluate the CEO based on the company’s performance, but instead on the firm’s strategic risk profile
-- The CEO should not drive results, but manage uncertainty
-- Business unit leaders should not focus on execution, but on making strategic choices
-- Line managers should not worry about strategic risk, but devote themselves to delivering on commitments
With detailed case studies of success and failure at Sony, Microsoft, Vivendi Universal, Johnson & Johnson, AT&T and other major companies in industries from financial services to energy, Raynor presents a concrete framework for strategic action that allows companies to seize today’s opportunities while simultaneously preparing for tomorrow’s promise.
Customer Reviews:
Requisite uncertainty and human capabilities.......2007-08-22
Zachary Stein ((Harvard Graduate School of Education) & Theo L. Dawson (Developmental Testing Service)
We agree with many of the other reviewers of this book. It combines high quality scholarship and accessibility, making it stand out from most of the popular leadership literature. But we think most of the other reviews have missed a key dimension of Raynor's model, a facet of his vision that sets it apart from the more traditional literature on strategies and organizations. With a nod to the research of Elliot Jaques, Raynor makes it clear that the proposed model of "requisite uncertainty" would have us build organizations that are sensitive both to the demands of the marketplace and the realities of human capabilities. We all know that organizations need to be responsive to socio-economic trends and uncertainties, but only a select few are privy to the notion that organizational hierarchies need to be designed in light of facts about human cognition and cognitive development. In our minds, this latter point is what sets the "Strategy Paradox" apart.
Individuals occupying different roles are faced with different demands. This we all know. But Raynor helps to clarify just who should be doing what, and moreover, what those at the top need to do to handle the unprecedented uncertainties of post-modern socio-economic conditions. As Raynor explains, these high-level demands cash out in terms of dialogically rich inquiry-based procedures for "crystallizing and preserving a diversity of opinions" regarding strategic options. Needless to say, that's a tall order that not just anybody can fill. What's preferable is not always possible. Our only criticism is that Raynor has too little to say about the cognitive capabilities that would make his vision possible. There is a rich literature about adult cognitive development and its measurement that Raynor does an inadequate job of referencing. Jaques and Kegan are the tip of a very complex iceberg. And frankly it's an iceberg that might sink this ship.
From where we sit, the model is incomplete without further consideration of the cognitive demands of "Strategic Flexibility." Any life-span cognitive developmental psychologist will tell you that less than 3% of the adult population in the developed world has the cognitive skills to meet these demands. We don't mean to rain on the parade, but for this model to work we need to ensure that those who engage in the highest levels of strategic planning are equipped with the requisite cognitive and discourse skills. Without them, real-world implementations will be less than stellar.
To sum up, our reading of the "Strategy Paradox" reveals a devil in the details. We think that Raynor's radical suggestions regarding human capabilities and organizational strata are the trend-setting elements of his model. Zeroing in on these suggestions exposes a formidable challenge.
Raynor has put time back into strategy.......2007-08-14
I won't repeat the powerful insights stated by many of the other positive reviewers. Read them yourself. They are special in their own right!
Raynor's latest book is beautifully written. It should all be savoured (slowly if necessary)...
The chapters which I believe Raynor will be truly remembered for are nestled in the middle (chapters 6-8). In these wonderful pages he rightfully restores "time" into strategy-making ("who stole time?", should indeed give rise to several more business books).
Leveraging Elliott Jaques' seminal work on time-spans of discretion, Raynor introduces "strategic flexibility" with compelling clarity and irrefutable logic. As an added bonus, he also illuminates the real role of corporate boards with such lucidity, that reading SOX prescriptions in future will seem sadly impoverished.
I have seen and heard Raynor speak in public. He is a virtuosic whirlwind on stage. Read this book. It is even better than the live performance.
Key Concepts Make it Worth Buying.......2007-08-08
I enjoyed The Strategy Paradox, and have added it to the Pearls of Wisdom page on my site. Powerful concepts in the hands of enlightened leaders, particularly those leading large organizations:
1. Extreme strategies do not come without risk
2. You don't have to predict the future to be successful
3. Divide responsibility for strategy formulation by time horizons
4. Give your organization a chance to adapt and succeed in the most likely future scenarios through options not commitment
In my mind if you get come away from a business book with one or more useful insights, then it was more than worth the time invested. This book is definitely worth the time if you are already (or aspire to be) a corporate leader or strategist.
Five star content!
Read this book before your competitors do.......2007-07-31
I have very high hopes for Raynor's book - it might force business practitioners to think more deeply about formulating real strategy and structuring the organization for competitive advantage. Most treatments of strategy address competitive dynamics (in the line of Porter), likewise positioning, or competency leverage (Collins). Raynor brings forward insights from his research and publishing in innovation (The Innovator's Solution), Harvard doctoral research, and the practical understanding that comes from actually consulting. While his book could anchor a top-notch MBA course, it might lead a good company's board to make much better strategic decisions.
I would not compare The Strategy Paradox with popular business books, such as The Long Tail or even Good to Great, but instead deeply-researched work like Alfred Chandler's. Raynor reveals the perils and promises of strategy formulation, the management of strategy and commitment, and the design and execution of strategic options. Keep in mind that most of what's published in journals and books is very loose, or even just junk research. Strategic management remains largely influenced, in the actual practice of corporate decision making, by Porter's 1980's work, resource allocation, and what I call Powerpoint SWOT. So who should care? Just about every executive and business unit-level manager. And, of course, educators and consultants focusing on business strategy and organizational dynamics.
It is one of the few works on competitive strategy that guides organizational structure as well as business positioning - not directly through guidance on design, but in terms of organizational function necessitated by requisite uncertainty. Raynor never mentions "strategic alignment," a troublesome notion from consulting with no good research support. Rather, he demonstrates how organizational focus on strategic action (as implied by "alignment") results from appropriate structural management, where uncertainty and commitment are appropriately weighted in the hierarchy. In time for Alfred Chandler's handoff to history with his passing in May, Raynor retrieves the original effectiveness of hierarchical management, and maps it functionally to uncertainty. This cleanly obviates the necessity for fuzzy nostrums such as "strategic alignment." (Or perhaps it saves it, for fans of alignment approaches).
Raynor explains complex business scenarios with a brisk storyline. The footnotes are a fascinating secondary read - the points are backed up by his research, Harvard studies, and dozens of well-cited papers. While optional to the main points, the research is actually useful and interesting. Some key concepts are novel in strategy research, such as the application of Elliott Jacques' work on requisite organization to support the principle of Requisite Uncertainty.
I highly recommend this book, and if you are an executive or board advisor, I urge you to read it before your competitors do.
The system encourages mediocrity........2007-07-23
Raynor's book is not the easiest read, but then again, that says more about the reader than it does about the book. The concept is rather revolutionary--and thus, difficult to digest immediately--in that it suggests almost everything we know about strategy and success is wrong. All the books, studies and anecdotes are comparing successful companies and mediocre companies instead of what they claim to do: compare success and failure. If they actually did compare the two, Raynor claims, you'd find a lot of similarities. That all too often, the keys to success are the recipes for failure. And that the people who we hold up as fearless leaders are really just one change in fate away from being the people we mock as losers. He's saying that this is inevitable, after all, how can a study include the business that started and failed and no one ever heard of? Thus, we only see wild success or middle of the road, bet hedgers.
Von Clauswitz talked of this too, saying that as we examine history, before we judge military defeats we must consider what our opinion would be had they succeeded. In other words, if the insurgent resistance in Iraq hadn't been so strong or if the WMD had materialized, would Bush's unilateral, undertrooped strategy be as derided as it is right now? Or if weather hadn't beaten back the Persians at Thermopylae, would we still think them arrogant and brash?
Accordingly, Rayor's book is a very unique look at some of the most illustrious examples of business failure. We see that some of Sony's biggest gaffs, had the market gone the way they'd hoped, would have been their biggest successes. This is true because of the theories two assumptions:
1) A successful strategy requires full commitment
2) Full commitment, in light of unpredictable futures, can mean catastrophic failure
And thus, the more you strategize, the more likely you are to be both massively successful and massively unsuccessful. The only middle ground--and often the most commonly taken--is mediocrity, where the company is neither successful or driven out of business.
Raynor poses a conclusion we often find ourselves also coming to:
"The only way [Company X] could have managed the situation any better is to have predicted the future...and that of course, is impossible. The future never gets here."
He sees strategies as equity or stock. You're purchasing the stock, and if you guessed right, you make money and if you guess wrong, you lose. The real way to succeed then, is to buy options on stocks. Essentially, to set up multiple, concurrent strategy options, from which you can then "agree to buy" the winners. These options then make your chosen strategy mobile in the face on an unpredictable future. This gives you strategic flexibility.
Overall, this was a very interesting book. The review deriding it above are to be expected--if we could all understand this, it wouldn't exactly be a paradox or problem would it? Pick it up and even if you don't understand every word, merely being cognizant of the dilemma would help you.
Book Description
Are you striving for excellence yet find your efforts increasingly taken for granted and undervalued? You’re not alone. Many companies discover their improved performance doesn’t translate into higher perceived value. In fact, it simply shifts the customer’s expectations upward, causing the customer to take the new, improved performance for granted. High-performance companies unwittingly create unrealistic customer expectations that become impossible to meet. In this important book, the authors use a realistic story that illustrates the paradox of excellence¾the better you perform, the more invisible you become to everything but bad news¾shows the symptoms and causes, and provides clear guidance for overcoming this perplexing dilemma. The Paradox of Excellence introduces an entertaining story with characters that are easy to relate to, ideas that can be readily implemented, and a practical framework for achieving long-term success.
Customer Reviews:
A New Twist In Managing Expectations.......2006-12-17
David Mosby and Michael Weissman have authored a nifty fable on how excellence, if not managed, can kill you. "The Paradox of Excellence" can be applied not only to companies but to public sector and non-profit sector organizations...and by excellent performers, regardless of their walk of life, to avoid being victimized by professional excellence.
"The Paradox of Excellence" is revealed in a story about Premiere Specialty, a mid-sized logistics company serving Silicon Valley. Premiere has been notified that is about to lose MicroZip Electronics, one of its largest customers, due to a rare shipping error after years of excellent service.
The fable centers on several key employees investigating the error, what they learn, and how they put their "learnings" to work to insure against lost orders in the future, despite excellent service.
The book ends with a concise overview of the "Paradox of Excellence" - the symptoms, the root cause, root behaviors and assumptions, and the remedy - complete with a self-assessment.
"Paradox of Excellence" is a quick and easy read. The book is profound due to the concept's simplicity, a simplicity that due to its subtlety (excellence) has been overlooked until now, and that, too, is a paradox.
Customers pay for experiences - not products!.......2006-04-03
Mosby and Weissman cut to the heart of the fact that customers don't buy products, they buy experiences. All too often companies get caught up in the rat race of satisfying customer needs and attempting to outdo the competition and overlook what customers really want - value. Of course, being in the eye of the beholder, value is like shifting sands in the desert.
Customer expectations must be identified, understood, and managed more carefully than ever before. Internally, outstanding performance often creates a tendency to rest on one's laurels; externally, customers will take features, once lavished with praise, for granted. The key is to learn what you look like through the customer's eyes.
Divided into two main sections, The Paradox of Excellence offers an excellent expose into the perils that ride on the coat-tails of success:
Be sure to check out the "The Continuous Visibility Wheel" toward the end of the book, that covers five distinct phases:
- Discover the expectations
- Define and select your distinguishing value
- Select the metrics to be made visible and the best manner in which to present that information
- Uncover the best source of data to use, and
- Deliver the information needed to keep your value in the minds of your customers and your employees.
------------------
Michael Davis, Editor - Byvation
"Business Success through Innovation"
Provokingly scary.......2006-03-10
Provides excellent analogy on how our own business strives for excellence while we forget about who and why we aspire to that level. Excellent read!
It CAN happen to you - Here's how to prevent it.......2005-11-19
This easy to read, but insightful book has put an eloquent name to a problem that plagues many businesses. The Paradox of Excellence was something that my company struggled through several years ago...if only we'd had this book, we'd have saved hours of struggle AND several clients.
Mosby and Weissman have crafted an excellent book. Similar to the books of Patrick Lencioni, the bulk of the book is delivered in an imminently readable parable. This makes it a quick and fun read. But, as most great teachers teachers know, the parable exists to demonstrate the core principles...in this case how to keep your business from becoming invisible except when you have a problem. I highly recommend this book.
Do Not Ever Be Invisible Again ! ! .......2005-10-28
Great insight into business & personal activities - you need to "toot your own horn", this tells you Where, When, How, & Why to take action so you (or your comapny) is not invisible. Remember Nolan Ryan well states it: "It ain't bragging, if you can do it".
My Husband is making it a gift to each of his APICS Certification Class students.
Customer Reviews:
Money isn't everything..........2007-08-15
Don't fall victim of your own success. This book reveals the paradox of success, and how to avoid downfall.
Extremely Insightful!.......2007-06-19
This is a very good, perhaps great [?], book masquerading as a "how to succeed in business" tome. It is in reality a powerful handbook for those of us in the 4th period of life to try to make some sense of all we have done, all we have left undone, & what is the purpose of it all. I'm 65; I found this a clever combination of Jung, Jung's theory of the 'shadow', & strong suggestions for living with inner tranquility & financial success; O'Neil is a gifted & insightful writer; I doubt that many under the age of 50 would find this book worthwhile - my opinion. A minor criticism: O'Neil cites 6 - 8 - 10 authorities in this field who have written books; he provides an index; but no bibliography? Why? A very minor criticism. Extremely well done. Easy to read.
excellent, worthwhile reading all of it.......2006-08-26
It is an amazing journey through our deepest fears and questions about life whether personal or professional. The first part goes through those questions all of us have or have had combined with real life examples and a second part where the author shares his insight as to what to do with all those questions and answers we start to get by reading the book.
Great book for self-discovery.......2001-10-21
I have read this book once before back in 1995. Since then I have learned a lot about shadows. I am aware of my shadows and this book is helping me to be a better person.
I have a friend who is intellegent and smart. However, after reading this book second time I am beginning to know his hubris and. I do not know how to relate with this person.
Knowing my own shadows I am now less critical of others. We all have multi-selves.
The book should be read by any adult who wants to have a balanced perspectives of life and deal with others appropriately.
Must read for all leaders.......2001-05-18
I first read this book when it came out, at the time the O. J. Simpson story was just breaking. It was PERFECT timing - offering insights into how otherwise highly-successful people can have darker sides show up in their lives unless they periodically renew themselves and take stock - what might be called taking an "internal audit" of oneself. I've often thought the title for this book could have been "The Shadow Side of Success."
I highly recommend this book for anyone who's in a position of influence, power and responsibility (or who WANTS to be). The author has included a rich assortment of ways one can avoid the egoic pitfalls of success and fame - a real MASTERPIECE!
John Renesch, author, Getting to the Better Future
Book Description
Design pervades our lives. Everything from drafting a PowerPoint presentation to planning a state-of-the-art bridge embodies this universal human activity. But what makes a great design? In this compelling and wide-ranging look at the essence of invention, distinguished engineer and author Henry Petroski argues that, time and again, we have built success on the back of failure--not through easy imitation of success.
Success through Failure shows us that making something better--by carefully anticipating and thus averting failure--is what invention and design are all about. Petroski explores the nature of invention and the character of the inventor through an unprecedented range of both everyday and extraordinary examples--illustrated lectures, child-resistant packaging for drugs, national constitutions, medical devices, the world's tallest skyscrapers, long-span bridges, and more. Stressing throughout that there is no surer road to eventual failure than modeling designs solely on past successes, he sheds new light on spectacular failures, from the destruction of the Tacoma Narrows Bridge in 1940 and the space shuttle disasters of recent decades, to the collapse of the World Trade Center in 2001.
Petroski also looks at the prehistoric and ancient roots of many modern designs. The historical record, especially as embodied in failures, reveals patterns of human social behavior that have implications for large structures like bridges and vast organizations like NASA. Success through Failure--which will fascinate anyone intrigued by design, including engineers, architects, and designers themselves--concludes by speculating on when we can expect the next major bridge failure to occur, and the kind of bridge most likely to be involved.
Customer Reviews:
Good book but a little slow in places.......2007-06-10
Fact-based analysis of how we can learn from past failures. A good lesson with good examples but the book is a little slow in places.
Average customer rating:
- A straightforward self-help guide
- A life changing book
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The Detachment Paradox
Anthony Zolezzi
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Detachment Paradox: The Workbook
ASIN: 0975315706 |
Book Description
FEELING LIKE A PERPETUAL PRISONER OF WORK?
Here are seven keys to set yourself free -- without having to quit your job. Your job is supposed to be what you do for a living. Yet, increasingly these days, our employers act as if our primary purpose in living. As a result, it all too often tends to crowd out all other essential aspects of our existence -- not only family relationships, but a sense of personal identity.
So, rather than take that job and shove it, you can instead take that job and rise above it -- and all by taking a more objective approach to your work.
Customer Reviews:
A straightforward self-help guide.......2004-12-06
Entrepreneur and management consultant Anthony Zolezzi presents The Detachment Paradox, a straightforward self-help guide for business and personal life. Written in direct response to a modern work culture in which employers frequently behave as though one's job should be one's primary purpose in life, The Detachment Paradox shows the reader how to balance career and personal life by taking an objective approach to one's work. Chapters address how to alleviate the fear of being fired by forming connections with people; learning to incorporate humor into one's life; learning how to let go of the need to control things; and much more. Highly recommended in the especially for the pressure-filled working world of the twenty-first century.
A life changing book.......2004-09-22
The Detachment Paradox is a must read for anyone stuck in the day-to-day drudgery of work. Even though Zolezzi's book is focused on the burned out corporate employee, his 'keys' can be applied to just about any job where there is a boss or an owner and employees.
The book helped me be more objective about my job and really helped me look at what was important in my life. It is currently leading me down a new career path - something I didn't think I'd be doing for awhile. The book also helped me to create a personal mission statement and really define who I am and what I am about. It taught me how to deal with a job that I needed but didn't necessarily want anymore. It showed me how to focus on what was important at work while I was there, but to leave it behind and focus on what was really important to me when I left work. Need a change? This book will help. I've also been able to apply his keys to other aspects of my life, not just work!
Book Description
Taking advantage of contradictory elements in oneself and one's situation can lead to better performance all around
-- Presents a five-step process for using paradoxes to find solutions to a wide range of problems
-- Provides tools that enable people to improve actual performance when faced with seemingly contradictory goals
-- Includes case studies showing how real people have used paradoxical thinking to solve real problems
Everyone has, at one time or another, approached a daunting task and handled it with calm and focus. The successful resolution of difficult problems requires the ability to take advantage of the disparities inherent a troublesome situation. Only when one confronts and masters both sides of a contradiction can there be a "high performance" or successful outcome. Paradoxical Thinking addresses these considerations.
Fletcher and Olwyler have studied the way people succeed and found that those who understand their own paradoxical qualities are best able to deal with difficult and demanding situations. The authors' clear five-step process shows readers how to identify their own unique "core paradox" and then use it to deal with problems and opportunities in their lives.
Paradoxical Thinking empowers readers by showing when they can make more effective and positive choices in the face of negative possibilities. Readers can use this book -- filled with examples, solutions to actual paradoxical situations, and exercises -- to make satisfying and creative changes in their personal and professional lives.
Customer Reviews:
Paradoxical Thinking: How to Profit from You Contradictions.......2007-01-14
The book arrived in excellent condition and on time.
Thanks
A Good Read!.......2001-11-09
Jerry L. Fletcher and Kelley Olwyler examine how you use paradoxical thinking - contradictory ways of approaching a situation. Then, they discuss ways to use your paradoxes to your strategic advantage. You can use their "pendulum" to help you recognize the positive and negative ways you express these paradoxes - so you can apply the positive actions to difficult situations. They invite readers to analyze themselves and resolve a current problem. The book can help you devise more creative solutions to personal and work situations. However, while the system is fairly straightforward, elements do seem complicated and may be difficult to apply on your own. We [...] recommend this book as a novel approach to problem solving and a worthy way to regard goal setting without the nagging voice of consistency in your ear.
Managing your personal paradox.......2001-09-09
When I heard about this book, I did not quite know what to expect. Reading things like 'How to profit from your contradictions' and 'bringing together the paradoxical sides of yourself to achieve outstanding results', I feared it might turn out to be kind of vague and superficial. But I decided to give the book the benefit of the doubt, because I quite liked Jerry Fletcher's previous book "Patterns of High Performance".
How wrong can you be in your expectations...The book turned out to be a downright fascinating read! The book describes with great clarity a very specific step-by-step method by which you can identify seemingly contradictory characteristics of yourself (the authors call this your 'core paradox'). Both of these contradictory characteristics can be expressed either in a negative way or in a positive way.
When these contradictory characteristics are expressed in their most negative way, a nightmare-scenario can follow. When this happens, a person swings back and forth between the two (negative) sides of the paradox, leaving him or her hopeless, without energy and ineffective. However, when these contradictory characteristics are expressed in their most positive way, both (positive) sides of the paradox are simultaneously present.
Because of this, you can produce creative resolutions of dilemma's that previously seemed intractable. Using a tool called 'Fletcher's pendulum', you can figure out how to get from the negative expression of your core paradox to a positive expression. How this exactly works, you should of course read in the book. It has many examples and is packed with practical wisdom. I found it extremely valuable.
Paradoxical Thinking:How to Profit from Your Contradictions.......2000-04-19
Paradoxical Thinking is a very effective step-by-step guide for really getting down to understanding the core aspects of our individual nature and how they can work together synergistically-- or cause a nightmare of inner conflict. Jerry and Kelle show us how to discover and reclaim our seemingly contradictory qualities and use them to get through apparent impasses. This book is great for self-help, for coaching, and for collaborative thinking. Recognizing my own oxymoronic nature is definitely helpful in making my way in the world. Discovering my "Nightmare Oxymoron" was a blast. I recommend it.
Amazon.com
Precious few of us--and that includes Hall of Fame achievers like J. Paul Getty and Bill Gates--ever travel a straight line to the winner's circle. Whoever Makes the Most Mistakes Wins, by Richard Farson and Ralph Keyes, builds on this basic assumption to suggest that some failures may not only be inevitable on our road to success, but might actually help us attain it. In earlier books, Farson (Management of the Absurd) and Keyes (Chancing It) wrote separately about risk taking and reexamining assumptions. Here, they jointly proclaim that in the age of Oprah it might truly be counterproductive to accept the traditional meaning of business yin and yang. "Relying on conventional, outmoded ideas about success and failure stands in the way of your ability to innovate, compete and stay ahead of the curve in a changing economy," they write. While slim, their book goes on to make a compelling case for "managing in the postfailure era" by supporting the type of traditionally discouraged behavior that resulted in breakthrough creativity over the years at firms like 3M, Monsanto, and Apple. Since crises, setbacks, and adversity help shape and advance our lives, the authors argue, why can't enlightened managers also turn them into forward movement in the workplace? Contrarian food for thought. --Howard Rothman
Book Description
In The Innovation Paradox, Richard Farson and Ralph Keyes argue that failure has its upside, success its downside. Both are steps toward achievement, and the two extremes are not as distinct as we imagine. In today's business economy, it's not success or failure -- it's success and failure that lead to genuine innovation. History's great innovators, from Thomas Edison and Charles Kettering to Bill Gates and Jack Welch, saw failure as an important stepping-stone -- and with this groundbreaking book, you too can learn how to become more failure tolerant, more risk friendly, and therefore more innovative. Today's most prominent businesspeople agree that The Innovation Paradox has the formula for failure and success down to a science, Make no mistake: If you're looking to reinvent yourself, your ideas, or your business model, this book is your sure-fire way to start.
Download Description
"Success in today's business economy demands nonstop innovation. But fancy buzzwords, facile lip service, and simplistic formulas are not the answer. Only an entirely new mindset -- a new attitude toward success and failure -- can transform managers' thinking, according to Richard Farson, author of the bestseller Management of the Absurd, and Ralph Keyes, author of the pathbreaking Chancing It: Why We Take Risks, in this provocative new work. According to Farson and Keyes, the key to this new attitude lies in taking risks. In a rapidly changing economy, managers will confront at least as much failure as success. Does that mean they'll have failed? Only by their grandfathers' definition of failure. Both success and failure are steps toward achievement, say the authors. After all, Coca-Cola's renaissance grew directly out of its New Coke debacle, and severe financial distress forced IBM to completely reinvent itself. Wise leaders accept their setbacks as necessary footsteps on the path toward success. They also know that the best way to fall behind in a shifting economy is to rely on what's worked in the past -- as when once-innovative companies like Xerox and Polaroid relied too heavily on formulas that had grown obsolete. By contrast, companies such as GE and 3M have remained vibrant by encouraging innovators, even when they suffered setbacks. In their stunning new book, Farson and Keyes call this enlightened approach ""productive mistake-making."" Rather than reward success and penalize failure, they propose that managers focus on what can be learned from both. Paradoxically, the authors argue, the less we chase success and flee from failure, the more likely we are to genuinely succeed. Best of all, they have written a little jewel of a book, packed with fresh insights, blessedly brief, and to the point. "
Customer Reviews:
The Limits of the Concepts of Success and Failure.......2007-02-26
Making mistakes is a key part of succeeding at anything, the authors believe. Mistakes educate, and education leads to success. They tell the story of Thomas Watson's early loss of company resources at IBM, and his inital expectation that it would lead to his firing, so he offered to resign instead. "You must be kidding," he was told. "We've just invested $10 million in your education."
Those who play it safe can avoid making mistakes, but they do so at a cost of a lack of genuine achievement. To be genuinely supportive of risk-takers, a company must be tolerant of failures, the authors argue.
Just the education caused by failures often leads to success, so the hubris or overconfidence caused by success often leads to failures. Success and failure are not polar opposites, but rather merely separate parts of an integrated whole.
The important thing a person can do to focus on getting the job done in the best way possible, and not become paralyzed with fear as to whether his or her efforts will succeed or fail. Success and failure are beyond one's personal control, but the personal effort and focus and energy are not. The authors quote basketball great Bill Russell of the Boston Celtics as saying he was often so involved in the games he was playing that he didn't really care if he won or lost: the authors paradoxically argue that this is an attitude that is key to winning.
A lot of people who the world regards as successful do not see themselves that way, from Maria Shriver to J.P. Getty. A person who is successful in one area likely has failed in another. The key is to learn from one's mistakes, not repeat them, and stay in the game. Staying in the game is the great reward that motivates many successful people.
This is an extremely wise and humane book. It recognizes that any definition of success is limited in the number of people who can qualify as successful, and that the list of those who are successful at any one time is different from the list of those who are successful at any other time. It recognizes that a key steppingstone to success by any definition is the ability to learn and profit from failure.
This is an extremely useful book for people in the middle of corporate hierarchies. It is also valuable for those debating whether or not to take a given risk, and for those who have taken a risk that has failed. It is valuable for anyone who has to supervise others, or plan for the future, or try to make his or her organization more responsive to an ever-changing world.
Few books are more valuable than this one in coping with the ups and downs of business, or the ups and downs of life. Few people are so dazzingly brilliant or amazingly lucky that they go through life without being harmed by either success or failure. For all those aware of the danger points, this is a book that offers an exit strategy from them.
Uncommon Common Sense.......2007-02-11
Richard Farson and Ralph Keyes are unique thinkers whose refreshing insights and reflections on how we live our lives - what we bring to our workplaces and relationships -are paradoxically simple and complex. On page 129 they caution about "learning how not to be shattered by the humiliation of failure or unnerved by the stress of success," a running theme. They see the two, failure and success, as two sides of the same coin. The primary focus of The Innovation Paradox is on business but the lessons transcend management and leadership in the workplace. For example, you will be fascinated to read on page 45 that "it's unlikely our friendship will survive a friend's triumph." This slim 129 page book is one that you will dog ear and come back to time and again. You will find yourself alternately scratching your head (huh?), nodding in knowing agreement (aha!), and getting angry (agghh); and having a lot of fun along the way. I highly recommend this book that delivers uncomfortable truths, knowing wisdom and uncommon common sense.
Philosophical and inspirational! Quite zen!.......2006-10-23
Recently I had read three great books on mistakes:- "Will your next mistakes be fatal? by Robert Mittelstaedt", "Why Smart Executives Fail: And What You Can Learn from Their Mistakes? by Sydney Finkelstein", and "In Search of Stupidity: Over 20 Years of High-Tech Marketing Disasters by Merrill R. Chapman". To prevent myself from being too risk aversive (just kidding!) I dig into Amazon to get an antidote. Now I am writing a review of it.
Beyond expectation, positively, this book is highly philosophical or even zen. For e.g., on pg 10, "To cope with this economy dont flee from its complexity,; embrace it. In the world to come, we will repeatedly face fluid, ambiguous, even paradoxical, situations....Grow your business by destroying your business; to get big, think small; increase your share of markets by ignoring the concept of market share. We would add: Manage success and failure by not making clear distinctions between the two." And on pg 13, "We assume that success is the pinnacle, failure the pits. They're not. The real pinnacle is when we are so engaged in what we're doing that this distinction vanishes. Athletes call it being in the zone.....when faced with extreme challenges they entered a state of elevated concentration - one he called flow - in which time seemed to stand still, one moment blended into the next, and doing the right thing became almost effortless."
Certainly, the two quoted passages above are not representative of the whole book which gives plenty of good case studies (in particular 3M) and strategic suggestions. However, that sets the overall tone, which distinguishes it from the tons of "mistake" genre of books in the market. IMHO, this is a very good and interesting read for business and personal enhancement. Highly recommended!
Below please find some of my favorite passages for your reference:-
I've missed more than nine thousand shots in my career," admitted Michael Jordan. "I've lost almost three hundred games. Twenty-six times I've been trusted to take the winning shot and missed. I've failed over and over and over again in my life. And that is why I succeed." pg 32
The world belongs to those who dont let anxiety about screwing up keep them from moving forward. Those who are too afraid to make a mistake work for those who arent. Even harder than making our own mistakes is letting others make theirs. pg 34
One reason for the collapse of the Soviet Union was that its state controlled economy grew obsessively intolerant of mistakes.....The essence of a free market economy is constant correction based on continual consumer feedback in response to errors. pg 38
When it came to warfare, the samurai strived to achieve victory by becoming fully absorbed in a process that would lead them there, not by setting their sights on victory itself...Samurai swordsman Miyamoto Musashi called this "total absorption of purpose in a single telling bow." pg 119
Success comes from being awake, aware, and in tune with others. - Phil Jackson, NBA Coach pg 122
Fantastic!.......2005-12-21
This is the best business book I've ever read- and I've read tons already! It lets you completely re-imagine your attitude toward success, failures and LIFE. Very deep and wise.
Definately Worth Reading.......2004-12-06
I was first drawn to this book when I was writing a college research paper on the topic of "Success". This book is extremely intersting in that it documents exellent, real-world examples of how failure leads to success (as well as the paradox, how too much success can/will lead to failure).
I found this book to be a quick and easy read that caused me to question our societal norms and values in the subjects of success and failure.
On another note, I think that this book can be particularly useful to people who are perfectionists or who are stressed out about their need to succeed in whatever they are doing. This book helps to demonstrate that succeeding in everything is not always the route to being "successful" in the long run, and that playing it safe can end up costing you later on.
Thus, if you have any interest in the subjects of success/failure, economics, business, psycology or really any other topic...I would recommend this book. Definately glad I read it. Helped me to "succeed" in my paper about success.
Book Description
Ronald Warren, Ph.D. has been conducting studies on personality and workplace effectiveness for nearly twenty years. He has discovered that it isn't job skills or job experience that get people jobs or help them keep their jobs, but personality. Warren discusses character and personality traits and how they can help or hinder one's professional success. By taking an assessment test that measures personality traits, readers learn to recognize and manage their behavioral weaknesses and play up their strengths. Many companies use assessments for pre-employment screening and corporate training, to evaluate personality style, emotional intelligence, and character using tests similar to the one in this book. Warren's expertise, gleaned from working with companies such as UPS and Walt Disney World Attractions will help readers become the people they want to be at work.
As Warren says in the book, "Acknowledging the need to change your behavior to become more effective is not an indictment of your character but a sign of character strength. Confronting your shortcomings is not only is the best way to overcome them, but it also allows you to better capitalize on your strengths. Understanding your personality opens up opportunities to make well-informed decisions about how to better manage your behavior to achieve what you want to achieve. That is what this book is all about."
Customer Reviews:
I really liked this book, but.......2004-04-02
1) Biggest plus with the book = The personal test was right on in comparison with feedback I've received from coworkers and management about my personality. Put a lot of credibility for me into this system.
2) Another big plus with the book = Action plan section on how to improve upon one's weak areas or "less desirable" areas
3) Biggest minus with the book = can't order it anywhere I've found.
4) Another minus is none of the onlines tests sites host the online version of the personality test.
Book was right on for me. The writing was easy to read and understand. Wish I could get my own personal copy vs. borrowing the library's copy.
Incorrect information.......2004-02-11
In discussing the "Big Five" the author states, "The conscientiousness dimension measures self-confidence, a sense of competence, discipline, and the enjoyment of challenging work." This is simply incorrect! Big Five assessments of conscientiousness do not measure self-confidence, competence or enjoyment of challenging work.
In addition, the author makes many other claims/statements without any references.
Practical Guide to Help People Change.......2002-11-11
There are three things I like about this book. First, the very notion that people can change their personalities. Second, the model Dr. Warren uses does not neatly clump people into one of a handful of types nor labels them in some overly-simplistic way. And, Finally, there are practical steps to making productive changes.
Having worked with thousands of people in variety of industries, there is no doubt in my mind that the Achievement Paradox is both real and befuddling. Too many people are blind to the very things that hallmarks of success, no matter what function, level or industry.
This book is both relevant and practical. The research is solid, but it is written for real people to use. The assessment using the web is a nice touch and being able to do a 360-degree assessment another one.
I recommend the book.
An Exceptional Guide to Discovering Career Satisfaction !!!.......2002-11-08
The title of this book, ACHIEVEMENT PARADOX, to me seemed very intriguing and after reading the first three chapters, completing the free online personality test and reading the next six chapters i was even more amazed at how accurate and individualized RON WARREN's personality assesment scale and profile type library was.
I have worked in the health care industry for the past ten years and recently reached a point in my career where i was feeling sort of,"burnt out and frustrated" an expression which most people who work in the health care field can identify with.I'm sure glad i read this book at the right time because it helped me to refocus my energies on my personality strengths, identify what my weaknesses were and to overcome some of my "personality hang ups".This book thought me how to deal with difficult work situations and find job satisfaction at a time when i thought this was impossible.
The author has created a very masterful and fun to read book with wonderful quotes,personal stories and great advice on discovering one's work personality style and that of your co-workers.This book teaches the reader step by step how to essentially become much more effective when communicating with others in your work as well as personal life.It truly is a unique self help guide that i would recommend to everyone especially employers, employees and the self-employed in order to create a much more effective, efficient and enjoyable work environment for people from just about every career background !!!
Product Description
Anyone can learn to communicate more effectively, whether within an organization or a family. Learn the secrets instinctively known to charismatic communicators and reap the rewards of increased influence and improved relationships. Under the wise guidance of Drs. Susan and Peter Glaser, readers are shown how to raise delicate issues, convince without being overbearing, and resolve conflict and criticism constructively. This ground-breaking work is drawn from decades of internationally acclaimed research, teaching, and consulting. The Glasers provide concrete methods, reliable models, flexible guidelines, and progressive steps, all easily adaptable to specific situations. Effective communication is vital--Be Quiet, Be Heard shows how simple and rewarding it is to learn.
Customer Reviews:
A must read for building trust through confilct.......2006-10-21
Susan and Peter Glaser have made a fabulous contribution to creating trusting relationships. They have an excellent ability to simplify a complex process of creating trusting relationships. And if you have not seen them speak, make sure to do so. The book is a must read and their workshops are a must as well. I highly recommend.
Comments.......2006-08-17
Despite the title, the book lays out fundamental principles of human interaction that draw from all areas of the field of communication. Crisp prose coupled with vivid examples that have the ring of realism. A useful book.
How to Communicate With Friend or Foe.......2006-08-02
Not only is the Glasers' book Be Quiet and Be Heard a book that will benefit all who use their proven successful communication methods - it's a great read. The language and style present their cogent ideas with examples, with clarity and with humor. I believe you'll enjoy reading this book while learning strategies that give you new skills in communicating with those you may consider friend or foe. It's a terrific book!
Excellent book on communication for the workplace........2006-07-31
As a psychologist, I appreciate books that carefully translate research findings into practical advice. This book does this. Rather than claiming a "brand new never before seen magic solution" (be careful of those), the authors present an excellent systematic summary of what has been learned from decades of research on effective communication research. Although they present some of the research to help the reader understand, I recognized far more research findings that influence their advice than they bother to mention. They give some simple yet effective strategies for common communication problems such as "raising delicate issues", and "responding to criticism". Careful explanations are given for how to prepare for and respond to such situations. The authors avoid the common approach of authors of giving one "right" response to problems, and instead guide the reader to understand the purpose of each step they recommend, allowing the reader far more flexibility in implementing the ideas taught. This allows the reader to create their own style without having an overly rehearsed feel to it.
I've read many books on communication, and this is the best one I've found so far. The authors take care to clarify how various problems can arise, and offer useful advice for dealing with them. This book is far more complete than many "pop press" books on the topic, which are more about sounding fancy and fun to read than actually being useful. Nevertheless, this book is surprisingly easy to read. There is appropriate repetition, elaboration and suggestions for practice to actually help the interested reader learn the skills taught and understand why they are helpful.
Be Quiet, Be Heard: A must read for business students and professionals.......2006-07-25
Be Quiet, Be Heard is readable and provides a great framework for developing communication strategies on both a general and situation specific level. Since reading this book initially, I reference specific sections when I need to develop a communication strategy to address significant issues at work and at home. Be Quiet, Be Heard is a must read for any business student and professional.
Average customer rating:
- Useful, informative, and enlightening
- Useful, informative, and enlightening
- An excellent book on finding the edge you need!
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The Learning Paradox: Gaining Success and Security in a World of Change, 2nd Edition
Jim Harris
Manufacturer: Capstone
ProductGroup: Book
Binding: Hardcover
Strategy & Competition
| Management & Leadership
| Business & Investing
| Subjects
| Books
Management
| Management & Leadership
| Business & Investing
| Subjects
| Books
Systems & Planning
| Management & Leadership
| Business & Investing
| Subjects
| Books
General
| Business & Investing
| Subjects
| Books
ASIN: 1841121894 |
Book Description
The most potent catalyst in a firm's success: change
In this insightful book, Jim Harris details the philosophy and specifics of creating companies that respond successfully to change. With practical advice from companies who've made resilience a corporate motto, The Learning Paradox offers insights on how to adapt to the chaotic new world of business, including how to: create, motivate, and continuously improve; create learning organizations; design systems and structures for growth; maximize shareholder value, employee security, and customer loyalty; and attract and retain the best employees. He also addresses such critical managerial issues as maintaining control, while allowing people freedom and building a positive vision of the future, even during a reorganization.
Customer Reviews:
Useful, informative, and enlightening.......2003-08-21
In "The Learning Paradox," Jim Harris weaves together topics including leadership, customer service, value, economy, information, technology, learning organizations, and environment. He shows how the current economy is changing the relationships between customers, organizations, employees, and managers. "The Learning Paradox" is dedicated to helping organizations and individuals adapt to this economy. Harris divides twelve chapters into two parts.
In Part I, Harris examines the paradoxes between the "Old Rules" and the "New Rules". He discusses how security is now based on adaptability, not stability. He writes entire chapters on how leaders can become Problem-Finders and Opportunity Seekers, how to create sustainable enterprises, and how to create value within organizations.
Part II is dedicated to the shifts in thinking required for an organization to thrive in the changing economy. He practices what he preaches in the value-added department: he includes discussion questions with these chapters. Readers can share the chapters with their teams and use these questions to discuss their organization's future.
Harris fills his book with case studies and examples of how some organizations already are shifting gears, taking advantage of technological advances, and adding value for their employees and customers. His research is carefully documented and end-noted so his readers can easily learn more if they like. Harris' writing style is straight-forward and very easy to read. This book has been very useful for me in thinking about our organization's needs and future.
Useful, informative, and enlightening.......2000-03-31
In "The Learning Paradox," Jim Harris weaves together topics including leadership, customer service, value, economy, information, technology, learning organizations, and environment. He shows how the current economy is changing the relationships between customers, organizations, employees, and managers. "The Learning Paradox" is dedicated to helping organizations and individuals adapt to this economy. Harris divides twelve chapters into two parts.
In Part I, Harris examines the paradoxes between the "Old Rules" and the "New Rules". He discusses how security is now based on adaptability, not stability. He writes entire chapters on how leaders can become Problem-Finders and Opportunity Seekers, how to create sustainable enterprises, and how to create value within organizations.
Part II is dedicated to the shifts in thinking required for an organization to thrive in the changing economy. He practices what he preaches in the value-added department: he includes discussion questions with these chapters. Readers can share the chapters with their teams and use these questions to discuss their organization's future.
Harris fills his book with case studies and examples of how some organizations already are shifting gears, taking advantage of technological advances, and adding value for their employees and customers. His research is carefully documented and end-noted so his readers can easily learn more if they like. Harris' writing style is straight-forward and very easy to read. This book has been very useful for me in thinking about our organization's needs and future.
An excellent book on finding the edge you need!.......1999-11-19
The Learning Paradox shares its practical concepts and insightful ideas in many areas that people and organizations need work on! From the page that you are encouraged to rip out before you start to the final words from other leaders and authors, Jim Harris captured my imagination.
At work it is often hard to remember where you are going, let alone how to get there. When I look to enhance the workplace and make myself more valuable, Jim's chapter on Creating Value reminds me about control, teamwork, alignment and continuous learning.
The section called Shifting to the New Realities delves into the information technology impacting us all, from the Web to the Environment. It also serves as an excellent handbook on customer retention and delight. How often we aim for that -- but how hard it is to maintain! Jim manages to use substantial evidence to support his ideas, yet makes it all seem absolutely do-able!
I can't recommend this book and author highly enough! Be sure to also read his technology and Internet information -- it is provocative and exciting.
Books:
- The World Is Flat [Updated and Expanded]: A Brief History of the Twenty-first Century
- Tools and Tactics for the Master DayTrader: Battle-Tested Techniques for Day, Swing, and Position Traders
- Training to See: A Value Stream Mapping Workshop: A Value Stream Mapping Workshop (Lean Enterprise Institute)
- Unconventional Success: A Fundamental Approach to Personal Investment
- Wiley GAAP 2007: Interpretation and Application of Generally Accepted Accounting Principles (Wiley Gaap)
- Accounting: Concepts and Applications (Concepts & Applications)
- Ace the Technical Pilot Interview
- All About Hedge Funds : The Easy Way to Get Started
- America Alone: The End of the World as We Know It
- Analysis of Financial Time Series, 2nd Edition (Wiley Series in Probability and Statistics)
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