December 2008
Intermediate to advanced
370 pages
7h 33m
English
Content preview from Strategic LeadershipBecome an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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CHAPTER 4
Systems Thinking and Senior Leadership
For every problem there is a solution that is simple, neat—and wrong. This maxim has been attributed at various times to Mark Twain, H.L. Mencken and Peter Drucker as a wake-up call to managers who mistakenly think that making a change in just one part of a complex problem will cure the ails of an entire system. Everyday management thinking too often looks for straightforward cause and effect relationships in problem solving that ignore the effect on, and feedback from, the entire system.1
—RON ZEMKE, “SYSTEMS THINKING”
The U.S. Army War College suggests that senior leadership often takes place in an environment that is volatile, uncertain, complex, and ambiguous. Problems in ...
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.