Kallokain

To manage a system effectively, you might focus on the interactions of the parts rather than their behavior taken separately. — Dr. Russel Ackoff Companies and other organizations are systems. All systems have some properties in common. As you will soon see, these properties can be counter-intuitive. If we rely only on intuition, we will make the wrong decision, even when we have all the information we need to make better ones. The Monty Hall problem We are used to solve problems through analysis. To analyze means to split a problem into parts, and trying to understand the whole by understanding each part separately. The idea is that understanding the parts enables us to understand the whole. This way of viewing the world is called reductionism , and it has been the dominating way of viewing the world in Western culture for hundreds of years. Analysis is indeed a powerful tool, but it has limits. When we try to understand a system by examining its parts, we loose the full pictu

  This is the second draft chapter in Tempo 2.0 . Link to the previous chapter . “We must be able to examine the world from a number of perspectives so that we can generate mental images or impressions that correspond to that world.” — The Strategic Game of ? and ? , by Col. John Boyd There are lots of books about business strategy. If you look closely at them, you will find that they are about many different things. Tempo 2.0 isn’t just about strategy, but strategy is an important part. Therefore, it is important to define what strategy means in this book. Strategic Navigation defines strategy likes this: A strategy is the answer to the question: What is my ultimate objective, and what intermediate objectives do I need to achieve in order to achieve my ultimate objective? 1 Thus, a strategy is a set of linked objectives, but that alone won’t get us far. If we want things to happen, we also need to do things in a purposeful manner. For that, we use tactics : A tactic is th