The heretic's guide to management: the art of harnessing ambiguity
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Marsfield, NSW
Heretics Guide Press
2016
|
| Subjects: | |
| Online Access: | FLA01 |
| Item Description: | Online resource; title from PDF title page (EBSCO, viewed December 21, 2016) |
| Physical Description: | 1 online resource illustrations |
| ISBN: | 9780994631404 0994631405 |
Staff View
MARC
| LEADER | 00000nmm a2200000zc 4500 | ||
|---|---|---|---|
| 001 | BV045360347 | ||
| 003 | DE-604 | ||
| 005 | 00000000000000.0 | ||
| 007 | cr|uuu---uuuuu | ||
| 008 | 181212s2016 |||| o||u| ||||||eng d | ||
| 020 | |a 9780994631404 |9 978-0-9946314-0-4 | ||
| 020 | |a 0994631405 |9 0-9946314-0-5 | ||
| 035 | |a (ZDB-4-EBU)ocn964291143 | ||
| 035 | |a (OCoLC)964291143 | ||
| 035 | |a (DE-599)BVBBV045360347 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 082 | 0 | |a 658.005 |2 23 | |
| 100 | 1 | |a Culmsee, Paul |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a The heretic's guide to management |b the art of harnessing ambiguity |c Paul Culmsee and Kailash Awati |
| 264 | 1 | |a Marsfield, NSW |b Heretics Guide Press |c 2016 | |
| 300 | |a 1 online resource |b illustrations | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 500 | |a Online resource; title from PDF title page (EBSCO, viewed December 21, 2016) | ||
| 505 | 8 | |a Management techniques such as strategic planning, project management or operational budgeting, aim to reduce ambiguity and provide clarity. So it is one of the great ironies of modern corporate life that these techniques often end up doing the opposite: increasing ambiguity rather than reducing it. It is easy enough to understand why: organizations are complex entities and it is unreasonable to expect management models, such as those that fit neatly into a 2*2 matrix or a predetermined checklist, to work in the real world. Indeed, expecting them to work as advertised is akin to colouring a paint-by-numbers Mona Lisa with the expectation of recreating Da Vinci's masterpiece. Ambiguity has not been tamed: reality will still impose itself no matter how alluring the model is. Unfortunately, most of us have a deep aversion to situations that involve even a hint of ambiguity. | |
| 505 | 8 | |a Recent research in neuroscience has revealed the reason for this: ambiguity is processed in the parts of the brain which regulate our emotional responses. As a result, many people associate ambiguity with feelings of anxiety. When kids feel anxious, they turn to transitional objects such as teddy bears or security blankets, providing them with a sense of stability when situations or events seem overwhelming. We contend that as grown-ups, we don't actually stop using teddy bears - they take a different form. Backed by research, we illustrate that management models, fads and frameworks are akin to teddy bears . They provide the same sense of comfort and certainty to corporate managers and minions as real teddies do to distressed kids. This is not a problem in many cases. Children usually outgrow their need for a teddy, unless if development is disrupted or arrested in some way. | |
| 505 | 8 | |a If this happens, the transitional object can become a fetish - an object that is held on to with a pathological intensity, simply for the comfort that it offers in the face of ambiguity. The corporate reliance on simplistic solutions for the complex challenges faced is akin to little Johnny believing that everything will be OK provided he clings on to Teddy. Ambiguity is a primal force that drives much of our behaviour. It is typically viewed negatively - something to be avoided or to be controlled. The truth however, is that it is a force that can be used in positive ways too. The Force that gave the Dark Side their power in the Star Wars movies was harnessed by the Jedi in positive ways. Similarly, this new management book shows how ambiguous situations, so common in the corporate world, are processed by the brain, and the behaviours that often arise as a consequence. More importantly, though, it shows you how to harness that ambiguity to achieve outstanding results | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Industrial Management |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Management |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Management Science |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Organizational Behavior |2 bisacsh | |
| 650 | 7 | |a Decision making |2 fast | |
| 650 | 7 | |a Management |2 fast | |
| 650 | 7 | |a Problem solving |2 fast | |
| 650 | 4 | |a Management |a Problem solving |a Decision making | |
| 700 | 1 | |a Awati, Kailash |e Sonstige |4 oth | |
| 912 | |a ZDB-4-EBU | ||
| 999 | |a oai:aleph.bib-bvb.de:BVB01-030746939 | ||
| 966 | e | |u http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1282410 |l FLA01 |p ZDB-4-EBU |q FLA_PDA_EBU |x Aggregator |3 Volltext | |
Record in the Search Index
| _version_ | 1804179193180717056 |
|---|---|
| any_adam_object | |
| author | Culmsee, Paul |
| author_facet | Culmsee, Paul |
| author_role | aut |
| author_sort | Culmsee, Paul |
| author_variant | p c pc |
| building | Verbundindex |
| bvnumber | BV045360347 |
| collection | ZDB-4-EBU |
| contents | Management techniques such as strategic planning, project management or operational budgeting, aim to reduce ambiguity and provide clarity. So it is one of the great ironies of modern corporate life that these techniques often end up doing the opposite: increasing ambiguity rather than reducing it. It is easy enough to understand why: organizations are complex entities and it is unreasonable to expect management models, such as those that fit neatly into a 2*2 matrix or a predetermined checklist, to work in the real world. Indeed, expecting them to work as advertised is akin to colouring a paint-by-numbers Mona Lisa with the expectation of recreating Da Vinci's masterpiece. Ambiguity has not been tamed: reality will still impose itself no matter how alluring the model is. Unfortunately, most of us have a deep aversion to situations that involve even a hint of ambiguity. Recent research in neuroscience has revealed the reason for this: ambiguity is processed in the parts of the brain which regulate our emotional responses. As a result, many people associate ambiguity with feelings of anxiety. When kids feel anxious, they turn to transitional objects such as teddy bears or security blankets, providing them with a sense of stability when situations or events seem overwhelming. We contend that as grown-ups, we don't actually stop using teddy bears - they take a different form. Backed by research, we illustrate that management models, fads and frameworks are akin to teddy bears . They provide the same sense of comfort and certainty to corporate managers and minions as real teddies do to distressed kids. This is not a problem in many cases. Children usually outgrow their need for a teddy, unless if development is disrupted or arrested in some way. If this happens, the transitional object can become a fetish - an object that is held on to with a pathological intensity, simply for the comfort that it offers in the face of ambiguity. The corporate reliance on simplistic solutions for the complex challenges faced is akin to little Johnny believing that everything will be OK provided he clings on to Teddy. Ambiguity is a primal force that drives much of our behaviour. It is typically viewed negatively - something to be avoided or to be controlled. The truth however, is that it is a force that can be used in positive ways too. The Force that gave the Dark Side their power in the Star Wars movies was harnessed by the Jedi in positive ways. Similarly, this new management book shows how ambiguous situations, so common in the corporate world, are processed by the brain, and the behaviours that often arise as a consequence. More importantly, though, it shows you how to harness that ambiguity to achieve outstanding results |
| ctrlnum | (ZDB-4-EBU)ocn964291143 (OCoLC)964291143 (DE-599)BVBBV045360347 |
| dewey-full | 658.005 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.005 |
| dewey-search | 658.005 |
| dewey-sort | 3658.005 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>04438nmm a2200457zc 4500</leader><controlfield tag="001">BV045360347</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">00000000000000.0</controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">181212s2016 |||| o||u| ||||||eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9780994631404</subfield><subfield code="9">978-0-9946314-0-4</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">0994631405</subfield><subfield code="9">0-9946314-0-5</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-4-EBU)ocn964291143</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)964291143</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV045360347</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.005</subfield><subfield code="2">23</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Culmsee, Paul</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">The heretic's guide to management</subfield><subfield code="b">the art of harnessing ambiguity</subfield><subfield code="c">Paul Culmsee and Kailash Awati</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Marsfield, NSW</subfield><subfield code="b">Heretics Guide Press</subfield><subfield code="c">2016</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 online resource</subfield><subfield code="b">illustrations</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Online resource; title from PDF title page (EBSCO, viewed December 21, 2016)</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Management techniques such as strategic planning, project management or operational budgeting, aim to reduce ambiguity and provide clarity. So it is one of the great ironies of modern corporate life that these techniques often end up doing the opposite: increasing ambiguity rather than reducing it. It is easy enough to understand why: organizations are complex entities and it is unreasonable to expect management models, such as those that fit neatly into a 2*2 matrix or a predetermined checklist, to work in the real world. Indeed, expecting them to work as advertised is akin to colouring a paint-by-numbers Mona Lisa with the expectation of recreating Da Vinci's masterpiece. Ambiguity has not been tamed: reality will still impose itself no matter how alluring the model is. Unfortunately, most of us have a deep aversion to situations that involve even a hint of ambiguity. </subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Recent research in neuroscience has revealed the reason for this: ambiguity is processed in the parts of the brain which regulate our emotional responses. As a result, many people associate ambiguity with feelings of anxiety. When kids feel anxious, they turn to transitional objects such as teddy bears or security blankets, providing them with a sense of stability when situations or events seem overwhelming. We contend that as grown-ups, we don't actually stop using teddy bears - they take a different form. Backed by research, we illustrate that management models, fads and frameworks are akin to teddy bears . They provide the same sense of comfort and certainty to corporate managers and minions as real teddies do to distressed kids. This is not a problem in many cases. Children usually outgrow their need for a teddy, unless if development is disrupted or arrested in some way. </subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">If this happens, the transitional object can become a fetish - an object that is held on to with a pathological intensity, simply for the comfort that it offers in the face of ambiguity. The corporate reliance on simplistic solutions for the complex challenges faced is akin to little Johnny believing that everything will be OK provided he clings on to Teddy. Ambiguity is a primal force that drives much of our behaviour. It is typically viewed negatively - something to be avoided or to be controlled. The truth however, is that it is a force that can be used in positive ways too. The Force that gave the Dark Side their power in the Star Wars movies was harnessed by the Jedi in positive ways. Similarly, this new management book shows how ambiguous situations, so common in the corporate world, are processed by the brain, and the behaviours that often arise as a consequence. More importantly, though, it shows you how to harness that ambiguity to achieve outstanding results</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS / Industrial Management</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS / Management</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS / Management Science</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS / Organizational Behavior</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Decision making</subfield><subfield code="2">fast</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Management</subfield><subfield code="2">fast</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Problem solving</subfield><subfield code="2">fast</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Management</subfield><subfield code="a">Problem solving</subfield><subfield code="a">Decision making</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Awati, Kailash</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-4-EBU</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-030746939</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1282410</subfield><subfield code="l">FLA01</subfield><subfield code="p">ZDB-4-EBU</subfield><subfield code="q">FLA_PDA_EBU</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV045360347 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T08:15:58Z |
| institution | BVB |
| isbn | 9780994631404 0994631405 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-030746939 |
| oclc_num | 964291143 |
| open_access_boolean | |
| physical | 1 online resource illustrations |
| psigel | ZDB-4-EBU ZDB-4-EBU FLA_PDA_EBU |
| publishDate | 2016 |
| publishDateSearch | 2016 |
| publishDateSort | 2016 |
| publisher | Heretics Guide Press |
| record_format | marc |
| spelling | Culmsee, Paul Verfasser aut The heretic's guide to management the art of harnessing ambiguity Paul Culmsee and Kailash Awati Marsfield, NSW Heretics Guide Press 2016 1 online resource illustrations txt rdacontent c rdamedia cr rdacarrier Online resource; title from PDF title page (EBSCO, viewed December 21, 2016) Management techniques such as strategic planning, project management or operational budgeting, aim to reduce ambiguity and provide clarity. So it is one of the great ironies of modern corporate life that these techniques often end up doing the opposite: increasing ambiguity rather than reducing it. It is easy enough to understand why: organizations are complex entities and it is unreasonable to expect management models, such as those that fit neatly into a 2*2 matrix or a predetermined checklist, to work in the real world. Indeed, expecting them to work as advertised is akin to colouring a paint-by-numbers Mona Lisa with the expectation of recreating Da Vinci's masterpiece. Ambiguity has not been tamed: reality will still impose itself no matter how alluring the model is. Unfortunately, most of us have a deep aversion to situations that involve even a hint of ambiguity. Recent research in neuroscience has revealed the reason for this: ambiguity is processed in the parts of the brain which regulate our emotional responses. As a result, many people associate ambiguity with feelings of anxiety. When kids feel anxious, they turn to transitional objects such as teddy bears or security blankets, providing them with a sense of stability when situations or events seem overwhelming. We contend that as grown-ups, we don't actually stop using teddy bears - they take a different form. Backed by research, we illustrate that management models, fads and frameworks are akin to teddy bears . They provide the same sense of comfort and certainty to corporate managers and minions as real teddies do to distressed kids. This is not a problem in many cases. Children usually outgrow their need for a teddy, unless if development is disrupted or arrested in some way. If this happens, the transitional object can become a fetish - an object that is held on to with a pathological intensity, simply for the comfort that it offers in the face of ambiguity. The corporate reliance on simplistic solutions for the complex challenges faced is akin to little Johnny believing that everything will be OK provided he clings on to Teddy. Ambiguity is a primal force that drives much of our behaviour. It is typically viewed negatively - something to be avoided or to be controlled. The truth however, is that it is a force that can be used in positive ways too. The Force that gave the Dark Side their power in the Star Wars movies was harnessed by the Jedi in positive ways. Similarly, this new management book shows how ambiguous situations, so common in the corporate world, are processed by the brain, and the behaviours that often arise as a consequence. More importantly, though, it shows you how to harness that ambiguity to achieve outstanding results BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Decision making fast Management fast Problem solving fast Management Problem solving Decision making Awati, Kailash Sonstige oth |
| spellingShingle | Culmsee, Paul The heretic's guide to management the art of harnessing ambiguity Management techniques such as strategic planning, project management or operational budgeting, aim to reduce ambiguity and provide clarity. So it is one of the great ironies of modern corporate life that these techniques often end up doing the opposite: increasing ambiguity rather than reducing it. It is easy enough to understand why: organizations are complex entities and it is unreasonable to expect management models, such as those that fit neatly into a 2*2 matrix or a predetermined checklist, to work in the real world. Indeed, expecting them to work as advertised is akin to colouring a paint-by-numbers Mona Lisa with the expectation of recreating Da Vinci's masterpiece. Ambiguity has not been tamed: reality will still impose itself no matter how alluring the model is. Unfortunately, most of us have a deep aversion to situations that involve even a hint of ambiguity. Recent research in neuroscience has revealed the reason for this: ambiguity is processed in the parts of the brain which regulate our emotional responses. As a result, many people associate ambiguity with feelings of anxiety. When kids feel anxious, they turn to transitional objects such as teddy bears or security blankets, providing them with a sense of stability when situations or events seem overwhelming. We contend that as grown-ups, we don't actually stop using teddy bears - they take a different form. Backed by research, we illustrate that management models, fads and frameworks are akin to teddy bears . They provide the same sense of comfort and certainty to corporate managers and minions as real teddies do to distressed kids. This is not a problem in many cases. Children usually outgrow their need for a teddy, unless if development is disrupted or arrested in some way. If this happens, the transitional object can become a fetish - an object that is held on to with a pathological intensity, simply for the comfort that it offers in the face of ambiguity. The corporate reliance on simplistic solutions for the complex challenges faced is akin to little Johnny believing that everything will be OK provided he clings on to Teddy. Ambiguity is a primal force that drives much of our behaviour. It is typically viewed negatively - something to be avoided or to be controlled. The truth however, is that it is a force that can be used in positive ways too. The Force that gave the Dark Side their power in the Star Wars movies was harnessed by the Jedi in positive ways. Similarly, this new management book shows how ambiguous situations, so common in the corporate world, are processed by the brain, and the behaviours that often arise as a consequence. More importantly, though, it shows you how to harness that ambiguity to achieve outstanding results BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Decision making fast Management fast Problem solving fast Management Problem solving Decision making |
| title | The heretic's guide to management the art of harnessing ambiguity |
| title_auth | The heretic's guide to management the art of harnessing ambiguity |
| title_exact_search | The heretic's guide to management the art of harnessing ambiguity |
| title_full | The heretic's guide to management the art of harnessing ambiguity Paul Culmsee and Kailash Awati |
| title_fullStr | The heretic's guide to management the art of harnessing ambiguity Paul Culmsee and Kailash Awati |
| title_full_unstemmed | The heretic's guide to management the art of harnessing ambiguity Paul Culmsee and Kailash Awati |
| title_short | The heretic's guide to management |
| title_sort | the heretic s guide to management the art of harnessing ambiguity |
| title_sub | the art of harnessing ambiguity |
| topic | BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Decision making fast Management fast Problem solving fast Management Problem solving Decision making |
| topic_facet | BUSINESS & ECONOMICS / Industrial Management BUSINESS & ECONOMICS / Management BUSINESS & ECONOMICS / Management Science BUSINESS & ECONOMICS / Organizational Behavior Decision making Management Problem solving Management Problem solving Decision making |
| work_keys_str_mv | AT culmseepaul thehereticsguidetomanagementtheartofharnessingambiguity AT awatikailash thehereticsguidetomanagementtheartofharnessingambiguity |