In rapidly changing, complex landscapes organization leaders need concrete plans not simplistic advice. Reactive plans often entrench the problem. But when many minds focus together a new array of ideas and options can generate profound insight, creative strategy and high resolve in the whole group. What can leaders, consultants and facilitators do to ensure this happens?
As a master practitioner of ICAs Technology of Participation (ToPTM) Bill Staples fully illustrates the breadth and depth of the transformation that comes from fully engaging people in the decisions that affect their work and lives. This book pulls back the veil on todays most powerful facilitation and reveals transformational philosophy, methods and tools used around the world. ToP practitioners will especially benefit from the case studies and detailed procedures that launch organizational transformation.
There are few organizations that have contributed so much to the improvement of group problem solving and decision-making as the Institute of Cultural Affairs. Over the past 25 years, its Technology of Participation has become known the world over and is applied in every sector of society. This book provides a thorough introduction to ToP including its background, purpose, methods, and applications. Bill Staples integrates and presents this information in a way that makes it accessible to anyone concerned with engaging people in effective problem solving and decision-making.
Sandy Schuman, author of Creating a Culture of Collaboration: The International Association of Facilitators Handbook and The Handbook for Working with Difficult Groups: How They Are Difficult, Why They Are Difficult and What You Can Do About It
ICA is truly one of the pioneers of the participatory approach to planning and deliberation. Its commitment to participatory, democratic values is authentic and trustworthy.Sam Kaner, author
Chuck Leader, LtCol USMC (Ret.) and information technology company CEO;
"A Winning Combination," Marine Corps Gazette, March 2005.
Certain to Win [Sun Tzu ́s prognosis for generals who follow his advice] develops the strategy of the late US Air Force Colonel John R. Boyd for the world of business.
The success of Robert Coram’s monumental biography, Boyd, the Fighter Pilot Who Changed the Art of War, rekindled interest in this obscure pilot and documented his influence on military matters ranging from his early work on fighter tactics to the USMC ́s maneuver warfare doctrine to the planning for Operation Desert Storm. Unfortunately Boyd’s written legacy, consisting of a single paper and a four-set cycle of briefings, addresses strategy only in war. [All of Boyd ́s briefings are available on Slightly East of New.]Boyd and Business
Boyd did study business. He read everything he could find on the Toyota Production System and came to consider it as an implementation of ideas similar to his own. He took business into account when he formulated the final version of his “OODA loop” and in his last major briefing, Conceptual Spiral, on science and technology. He read and commented on early drafts of this manuscript, but he never wrote on how business could operate more profitably by using his ideas.
Other writers and business strategists have taken up the challenge, introducing Boyd’s concepts and suggesting applications to business. Keith Hammonds, in the magazine Fast Company, George Stalk and Tom Hout in Competing Against Time, and Tom Peters most recently in Re-imagine! have described the OODA loop and its effects on competitors.
They made significant contributions. Successful businesses, though, don’t concentrate on affecting competitors but on enticing customers. You could apply Boyd all you wanted to competitors, but unless this somehow caused customers to buy your products and services, you’ve wasted time and money. If this were all there were to Boyd, he would rate at most a sidebar in business strategy.Business is not War
Part of the problem has been Boyd’s focus on war, where “affecting competitors” is the whole idea. Armed conflict was his life for nearly 50 years, first as a fighter pilot, then as a tactician and an instructor of fighter pilots, and after his retirement, as a military philosopher. Coram describes (and I know from personal experience) how his quest consumed Boyd virtually every waking hour.
It was not a monastic existence, though, since John was above everything else a competitor and loved to argue over beer and cigars far into the night. During most of the 1970s and 80s he worked at the Pentagon, where he could share ideas and debate with other strategists and practitioners of the art of war. The result was the remarkable synthesis we know as Patterns of Conflict.
In a fast-paced and entertaining style, three luminaries of the DevOps movement deliver a story that anyone who works in IT will recognize. Readers will not only learn how to improve their own IT organizations, they'll never view IT the same way again.
“[Crucial Conversations] draws our attention to those defining moments that literally shape our lives, our relationships, and our world. . . . This book deserves to take its place as one of the key thought leadership contributions of our time.”
—from the Foreword by Stephen R. Covey, author of The 7 Habits of Highly Effective People
“The quality of your life comes out of the quality of your dialogues and conversations. Here’s how to instantly uplift your crucial conversations.”
—Mark Victor Hansen, cocreator of the #1 New York Times bestselling series Chicken Soup for the Soul®
The first edition of Crucial Conversations exploded onto the scene and revolutionized the way millions of people communicate when stakes are high. This new edition gives you the tools to:Prepare for high-stakes situations Transform anger and hurt feelings into powerful dialogue Make it safe to talk about almost anything Be persuasive, not abrasive