Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Business is a science
Organisations are machines
Managers are engineers
Nasty surprises
Silos
Paralysis
War is an art
Organisations are organisms
Officers are leaders
The theorist
External
actors
Personal
Interests
Changing
Environment
Unpredictable
events
Independent
wills
Chance
Different
priorities
Independent
agents
Human
Finitude
Limited
knowledge
Lack of data
Different
interpretations
Emotion &
Stress
Imperfect
information
transfer
Imperfect
information
Misunderstandings
Noise
Complex
Environment
Knowledge Gap:
the difference
between what we
would like to know
and what we actually
know
Actions
Plans
Alignment Gap:
the difference between
what we want people to do
and what they actually do
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Usual reactions
Outcomes
Effects Gap:
more detailed
control
Knowledge Gap:
more detailed
information
Actions
Plans
Alignment Gap:
more detailed
instructions
11
The result
12
Three mistakes
13
The reformer
14
The practitioner
15
The dilemma
Autonomy
Alignment
16
Alignment
Operational
Control: how
Autonomy
17
Knowledge Gap:
do not command more
than is necessary or plan
beyond the
circumstances you can
foresee
Actions
Plans
Alignment Gap:
communicate to every unit
as much of the higher
intent as is necessary to
achieve the purpose
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19
20
Think
(Learn)
(Decide
(Observe
Act)
Orient)
(Adapt)
Do
21
Over 200
years
Over 2,000
years
22
23
Appendix
Intent and briefing
2. Higher intent
3. Implied tasks
25
Level 1
Intent
(What &
why)
Tasks
(How)
Backbrief
Intent
Level 2
(What &
why)
Tasks
(How)
Intent
Level 3
(What &
why)
26
Tasks
(How)
Ways of Thinking
Theoretical
Thinking
Practical
Thinking
27
Selecting
What details matter?
What is merely detail and should be forgotten?
Summarising
Articulating the meaning of a large number of facts
28
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