Management of the Absurd
by Farson, RichardRent Book
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Summary
Author Biography
Table of Contents
| Foreword | p. 9 |
| Introduction: Embracing Paradox and Absurdity | p. 11 |
| The Opposite of a Profound Truth Is Also True | p. 21 |
| Nothing Is as Invisible as the Obvious | p. 25 |
| The More Important a Relationship, the Less Skill Matters | p. 31 |
| Once You Find a Management Technique That Works, Give It Up | p. 35 |
| Effective Managers Are Not in Control | p. 38 |
| Most Problems That People Have Are Not Problems | p. 42 |
| Technology Creates the Opposite of Its Intended Purpose | p. 44 |
| We Think We Invent Technology, but Technology Also Invents Us | p. 47 |
| The More We Communicate, the Less We Communicate | p. 53 |
| In Communication, Form Is More Important Than Content | p. 58 |
| Listening Is More Difficult Than Talking | p. 61 |
| Praising People Does Not Motivate Them | p. 64 |
| Every Act Is a Political Act | p. 71 |
| The Best Resource for the Solution of Any Problem Is the Person or Group That Presents the Problem | p. 77 |
| Organizations That Need Help Most Will Benefit from It Least | p. 85 |
| Individuals Are Almost Indestructible, but Organizations Are Very Fragile | p. 89 |
| The Better Things Are, the Worse They Feel | p. 92 |
| We Think We Want Creativity of Change, but We Really Don't | p. 101 |
| We Want for Ourselves Not What We Are Missing, but More of What We Already Have | p. 106 |
| Big Changes Are Easier to Make Than Small Ones | p. 109 |
| We Learn Not From Our Failures but from Our Successes - and the Failures of Others | p. 113 |
| Everything We Try Works, and Nothing Works | p. 118 |
| Planning Is an Ineffective Way to Bring About Change | p. 122 |
| Organizations Change Most by Surviving Calamities | p. 126 |
| People We Think Need Changing Are Pretty Good the Way They Are | p. 129 |
| Every Great Strength Is a Great Weakness | p. 137 |
| Morale Is Unrelated to Productivity | p. 141 |
| There Are No Leaders, There Is Only Leadership | p. 144 |
| The More Experienced the Managers, the More They Trust Simple Intuition | p. 148 |
| Leaders Cannot Be Trained, but They Can Be Educated | p. 153 |
| In Management, to Be a Professional One Must Be an Amateur | p. 157 |
| Lost Causes Are the Only Ones Worth Fighting For | p. 163 |
| My Advice Is Don't Take My Advice | p. 167 |
| Acknowledgments | p. 171 |
| Table of Contents provided by Blackwell. All Rights Reserved. |
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