After twenty-five years as an operating manager, often in crisis and in turnaround conditions, and having spent another two decades consulting, teaching, and writing, David K. Hurst has learned a great deal about organizations, how they function, and why they fail. Here, as a reflective practitioner, he crafts an extraordinary integration of management thought and practice. He adopts a systems perspective, using analogies drawn from nature, to illustrate his ideas and their practical application.
After twenty-five years as an operating manager, often in crisis and in turnaround conditions, and having spent another two decades consulting, teaching, and writing, David K. Hurst has learned a great deal about organizations, how they function, and why they fail. Here, as a reflective practitioner, he crafts an extraordinary integration of management thought and practice. He adopts a systems perspective, using analogies drawn from nature, to illustrate his ideas and their practical application.
Acknowledgments Introduction: What to Expect Part I: The Dimensions of Change 1. Lost in Management Thought 2. Economics, Evolution, and Ecology 3. Scale in Space and Time 4. Why Wal-Mart's Growth Is like a Forest's 5. The Ecocycle: Life, Death, and Renewal 6. The Ecocycle in Human Organizations Part II: The Front Loop: Nothing Fails like Success 7. Communities of Trust 8. Logic and Power 9. Climbing the Ladder of Abstraction 10. The Product Life Cycle Meets the Ecocycle 11. The Pathologies of Power 12. The Onset of Crisis Part III: The Back Loop: from Crisis to Renewal 13. Wisdom from the Scriptures 14. Into the Wilderness 15. Climbing the Mountain 16. The Logic of Leadership 17. The Complete Ecocycle 18. Vice and Virtue Part IV: Staying in the Sweet Zone 19. Tools and Settings in the Sweet Zone 20. Power Tools and Settings: Instructions and Directions 21. Management Tools and Settings: Rules and Incentives 22. Leadership Tools and Settings: Images and Invitations 23. Culture Tools and Settings: Custom and Convention 24. Change in Depth 25. The Design of Choice 26. Lean: The Practice of "Both... And" 27. Prescribed Burns: Context, Conflict, Crisis, and Creation 28. Growing People 29. Don't Throw the Past Away Part V: A Brief Orientation and Field Guide 30. Using the Ecocycle: Key Concepts and Questions Notes Bibliography Index
Acknowledgments Introduction: What to Expect Part I: The Dimensions of Change 1. Lost in Management Thought 2. Economics, Evolution, and Ecology 3. Scale in Space and Time 4. Why Wal-Mart's Growth Is like a Forest's 5. The Ecocycle: Life, Death, and Renewal 6. The Ecocycle in Human Organizations Part II: The Front Loop: Nothing Fails like Success 7. Communities of Trust 8. Logic and Power 9. Climbing the Ladder of Abstraction 10. The Product Life Cycle Meets the Ecocycle 11. The Pathologies of Power 12. The Onset of Crisis Part III: The Back Loop: from Crisis to Renewal 13. Wisdom from the Scriptures 14. Into the Wilderness 15. Climbing the Mountain 16. The Logic of Leadership 17. The Complete Ecocycle 18. Vice and Virtue Part IV: Staying in the Sweet Zone 19. Tools and Settings in the Sweet Zone 20. Power Tools and Settings: Instructions and Directions 21. Management Tools and Settings: Rules and Incentives 22. Leadership Tools and Settings: Images and Invitations 23. Culture Tools and Settings: Custom and Convention 24. Change in Depth 25. The Design of Choice 26. Lean: The Practice of "Both... And" 27. Prescribed Burns: Context, Conflict, Crisis, and Creation 28. Growing People 29. Don't Throw the Past Away Part V: A Brief Orientation and Field Guide 30. Using the Ecocycle: Key Concepts and Questions Notes Bibliography Index
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