Download FutureThink fb2

by Edie Weiner,Arnold Brown
Download FutureThink fb2
Management & Leadership
  • Author:
    Edie Weiner,Arnold Brown
  • ISBN:
    013701001X
  • ISBN13:
    978-0137010011
  • Genre:
  • Publisher:
    FT Press; 1 edition (September 25, 2005)
  • Pages:
    304 pages
  • Subcategory:
    Management & Leadership
  • Language:
  • FB2 format
    1726 kb
  • ePUB format
    1681 kb
  • DJVU format
    1344 kb
  • Rating:
    4.9
  • Votes:
    762
  • Formats:
    mbr azw mobi lrf


Edie Weiner and Arnold Brown show how to overcome both personal and institutional biases, to see the big . Arnold Brown,Chairman chairman of Weiner Edrich Brown, In. pioneered strategic scanning for management.

Edie Weiner and Arnold Brown show how to overcome both personal and institutional biases, to see the big picture. Learn how to recognize when trends aren't linear, and when tomorrow won't be 'just like today'. His clients have included GM, 3M, the IRS, Merck, and the . He is a director of the World Future Society.

I found it particularly helpful in innovating consumer experiences with services. Vance LaVelle, Former Chief Marketing Officer, PNC Financial Services Group.

Edie Weiner isn't a Goodreads Author (yet), but she does have a blog, so here are some recent posts imported from her feed

Edie Weiner isn't a Goodreads Author (yet), but she does have a blog, so here are some recent posts imported from her feed. WEB on the Web. In the midst of all this summer heat - not to mention earthquakes and a soon-to-be hurricane - I’ve had the pleasure of being added as a contributor for two great women-centric sites: SheTakesOnTheWorld and Webgrrls International.

Edie Weiner and Arnold Brown show how to overcome both personal and institutional biases, to see the big picture

Edie Weiner and Arnold Brown show how to overcome both personal and institutional biases, to see the big picture. Learn how to recognize when trends aren't linear, and In The Untrapped Mind, two leading futurists reveal the breakthrough thinking techniques they've developed to liberate the mind from its old assumptions, and sensitize it to the earliest signals of change. Edie Weiner and Arnold Brown show how to overcome both personal and institutional biases, to see the big picture.

Edie Weiner and Arnold Brown show how to overcome both personal and institutional biases, to see the big picture

Edie Weiner and Arnold Brown show how to overcome both personal and institutional biases, to see the big picture. Corporate, Academic, and Employee Purchases.

by Edie Weiner, Arnold Brown, Callum G. Brown. In FutureThink, two leading futurists reveal the breakthrough thinking techniques they've developed to liberate the mind from its old assumptions, and sensitize it to the earliest signals of change.

If the print book includes a CD-ROM, this content is not included within the eBook version.

Adobe DRM PDF. How to Think Clearly in a Time of Change. If the print book includes a CD-ROM, this content is not included within the eBook version. In The Untrapped Mind, two leading futurists reveal the breakthrough thinking techniques they've developed to liberate the mind from its old assumptions, and sensitize it to the earliest signals of change.

FutureThink: How to Think Clearly in a Time of Change. Edie Weiner and Arnold Brown. FutureThink will help you discard the blinders that keep you from seeing what's really happening around youóso that you can anticipate waves of change and ride them to unprecedented success. Availability: Usually ships within 24 hours. Futurists Edie Weiner and Arnold Brown reveal breakthrough thinking techniques that can liberate your mind from its old assumptions and sensitize it to the earliest signals of changeóso that you can start responding while your competitors are still asleep.

The authors' previous books include Supermanaging and Insider's Guide to the Future.

Arnold Brown,Chairman chairman of Weiner Edrich Brown, In. The authors' previous books include Supermanaging and Insider's Guide to the Future. Decision-Making (Management).

Discover Book Depository's huge selection of Arnold Brown books online. Free delivery worldwide on over 20 million titles. Early Maps of the Ohio Valley.

In The Untrapped Mind, two leading futurists reveal the breakthrough thinking techniques they've developed to liberatethe mind from its old assumptions, and sensitize it to the earliest signals of change. Edie Weiner and Arnold Brown show how to overcome both personal and institutional biases, to see the big picture.Learn how to recognize when trends aren't linear, and when tomorrow won't be 'just like today'. The authors show how a football game can help clarify priorities in attracting and retaining customers; how the history of railroads can put the Internet into perspective; how the 'Law of LargeNumbers' helpsone recognize the drivers behind such powerful forces as deviancy and terrorism; and much more.

Paster
In 2015, this book is only slightly dated. Things continue to move faster every day. But the principles taught here are timeless. Human nature changes much more slowly than technology. This book is about avoiding traps when thinking about the Future. These are traps that lead us to wrong conclusions and faulty planning. These traps have been around for a long time and will continue to spoil our plans in the future. If you care to try grappling with what the future might bring, read this book. Pay less attention to its predictions and more attention to the principles it presents.
Unirtay
This copy was signed by the author and was in fresh off the shelf shape. Couldn't be more pleased.
Jediathain
Edie Weiner helps you stretch your mind. Very thought provoking. She is also a great keynote speaker.
Low_Skill_But_Happy_Deagle
Great!
Arar
This book is really a must read if you're at all interested in the future and are looking for ways to better identify and understand trends than may impact you and your organization. Highly recommended as a useful tool in your leadership toolbox.
Deeroman
According to Weiner and Brown, their book "defines the ABCs of clearly seeing patterns, weighing choices, understanding trends, getting the future right, making good and innovative decisions about the future, and, indeed, influencing what that future will be." Frankly, my own crystal ball imploded many years ago but, that said, I am grateful to Weiner and Brown for providing some truly unique and thought-provoking perspectives on how to "think [more] clearly in a time of change." Weiner and Brown respond to a number of critically important questions:

1. How can (and do) "personal traps" such as individual biases prevent us from recognizing and then understanding change?

2. How can (and do) "organizational traps" also do so?

3. How can we avoid (or extricate ourselves from) these "traps" in order to see what Weiner and Brown characterize as "The Big Picture"?

4. How can we use metaphors to help us to "see" more...and to see it more clearly?

Rather than "give away the plot" by attempting to summarize Weiner and Brown's responses to these questions, it would be more appropriate for me to provide some brief excerpts from their narrative. In Chapter 2, they suggest: "The important thing to remember is that both trend and countertrend present opportunities for profit. At the fork in the road, businesspeople should not merely ask which is the best road to take. We should also ask how our assets and constituencies can be used to our advantage on either or both roads." Why? "Not realizing that every trend creates a countertrend will leave you confused and surprised by unfolding events and changes ahead. Understanding the existence of countertrends will untrap your mind and allow it to process change much more accurately."

For example, understanding disintermediation which involves bypassing traditional channels for the delivery of goods and services, offering lots more options, choices, and sources of information.

Then in Chapter 7, Weiner and Brown example the mental trap of entropy which can be especially difficult because its requires thought and action which most people prefer to avoid. What to do? "Give up many `sacred cows' and start over...Pick your fights more wisely...Lose the fear of experimenting, particularly with less significant things...Be more aware, active, and informed politically...Give up relying solely on the best practices of others in running your business...[and finally] Stop trying to fit every opportunity or challenge into an old framework."

Weiner and Brown conclude Chapter 14 with a recap, noting that "football is a useful metaphor for how sellers must approach the modern marketplace. There's first down, which is some combination or price, quality, convenience, and assortment. Second down is personalization or customization. Third down is company reputation. Fourth down is the punt (giving up and going on defense), the field goal (a business-to-business strategy), or the touchdown (the relationship)."

Granted, these brief excerpts are taken out of context but they at least offer a sense of how innovatively Weiner and Brown think when focusing their attention on situations and circumstances which seem so familiar that most people give them little (if any) rigorous thought.

To me, Chapter 15 (all by itself) is worth far more than the cost of this book. Weiner and Brown suggest how to manage effectively by "harnessing evolution." Darwin's Theory of Evolution has two major components: differential reproduction and sexual selection. Weiner and Brown observe that a "newer, disputed addition to evolution theory is [in italics] punctuated equilibrium [end italics], which is when a sudden event, such as a natural catastrophe (a crisis) or a mutation (a new development) creates an abrupt new path toward development." That is, it disrupts what is generally referred to as the process of natural selection. To decision-makers in all organizations (regardless of size or nature), Weiner and Brown recommend what they consider to be "the next big management tool." Specifically, the idea of time-pacing which involves "deliberate recombination, procreation, and mutation [in all areas of operation within an organization] at predetermined intervals." Only then can flexibility be the central characteristic of an organization's culture. And only in such a culture can those who share it function effectively at a time "when evolution moves so quickly that it becomes revolution."

In Leading Change, Jim O'Toole examines various barriers to change, suggesting that the worst of them is what he calls "the ideology of comfort and the tyranny of custom." Presumably Weiner and Brown agree. In FutureThink, they suggest that, in fact, there are no effective barriers to the process of natural selection and that the velocity of this process continues to accelerate rapidly and irrevocably.

One final point. If I understand Weiner and Brown correctly (and I may not), what we do now to avoid or extricate ourselves from the personal and organization "traps" they have identified may not be wholly sufficient in years, perhaps even in months ahead. But at least understanding the "16 proven mental paths to insight and foresight" which they recommend in this volume will help us to respond to change in the future, whatever its nature and extent may prove to be.
Arabella V.
On page 229 Mr. Weiner brings up God: "If you want to make God laugh, goes an old business adage, show Him your plan." The author's tools will not, of course, eliminate His laugh, but they could help you make the laugh shorter and softer so that your confidence is not destroyed when you hear from Him.
Future Think - is a significant book for anyone wishing to think clearly about business or personal ventures in our currently changing world. It provides new insights, expands thinking and assists in overcoming the mind traps that sometimes plague us all. I recommend this book for anyone who is seriously seeking to develop foresight for a business or experience a higher quality of life. The book is very well written and provides examples that clearly illustrate the major points.