Ian I. Mitroff - Böcker

Global markets, Japanese competition, the service economy, the sophisticated consumer - American business today faces challenges undreamed of just a few decades ago, and traditional approaches to corporate problems are becoming increasingly less effective. And yet, as the authors of The Unbounded Mind point out, MBA programs still preach - and thousands of American firms hold sacred - an antiquated system of business thinking that is wholly inadequate to the problems they face.In this groundbreaking work, two pioneering thinkers in business studies, Ian I. Mitroff and Harold A. Linstone, pinpoint the profound changes that must occur in the way business executives think, make decisions, and solve problems, if America is to remain competitive. They put forth a radically new approach - `new thinking' - and show executives exactly how to employ these special critical and creative tools to clear the hurdles businesses now face. Logic and rationality, they explain, are useful but limited. And traditional simplification often inhibits the ability to ask the right questions and recognize the true problem. But varying perspectives, multiple realities, and openness to multiple solutions are the secrets of contemporary problem-solving, and lead us to the cutting edge of innovation. Clearly and compellingly, Mitroff and Linstone weave together insights gleaned from philosophy, psychology, management science, economics, and decision science, and quote thinkers from Descartes to Robert Bly, from Alvin Toffler to Chief Seattle. In illustrating how `new thinking' differs from the usual ways in which American firms have handled problems, they analyse a wealth of examples including the decline of the American auto industry and the consequences of this country's blind exporting of technology. They also revisit and interpret some of the most grave crises corporate America has faced: the Bhopal disaster, the Tylenol scare, and the accident at Three Mile Island. Hard-hitting and insightful, The Unbounded Mind is a clarion call for American business. It argues that if we are to produce products and services that can compete in the information age, we must challenge the very foundations of our thinking, and learn how to approach decisionmaking in a truly creative way.

The population and technology explosions are shrinking the world to a system in which everything is interactive, forcing us to transcend traditional modes of thinking. In this book, the authors set forth the concept of multiple perspectives: technical, organizational, and personal. They begin the book with a multiple-perspective examination of the Exxon Valdez oil spill in Alaska, a case that foreshadows the intensifying problem of managing hazardous technology in the coming decades. They then apply this approach, on a much larger scale, to the United States in the evolving global setting. Included in the discussion are issues such as the balance between short-term and long-term concerns and between individual and societal responsibilities. The interdependence and inseparability of the three perspectives is reflected in the focus on technological superiority, organizational rethinking, and imaginative personal leadership.This book will help managers and students in business, engineering, science, and policymaking break away from exclusive concern with the technical perspective and thus help prepare them for the challenges of a new era.

Do your company and employees have the necessary "IQ" not only to withstand a crisis but also come through it with strength and confidence?Like many companies over the last few years, yours has probably done a great deal to reassess its physical, strategic, and financial vulnerabilities. However, there is a huge difference between business continuity planning and true crisis management. Ian Mitroff outlines seven distinct competencies your organization needs to handle crises effectively:Right Heart (emotional IQ): By accepting crisis as an inevitability, you can process much of the shock and grief beforehand, and avoid making the effects of the crisis even worse through an unconstructive response.Right Thinking (creative IQ): "Crises don’t care about the ways in which we have organized the world," so out-of-the-box thinking is essential.Right Social and Political IQ: Understand that your business is subject not only to the pitfalls of its industry, but to the universal and complex challenges that threaten all companies.Right Integration (integrative IQ): Realize that crises are perceived differently by different stakeholders, and are never simple "exercises" that can be "solved." Identify and reconcile these perceptions now so that the path is clear when the crisis strikes.Right Technical IQ: "Think like a controlled paranoid" to uncover ways in which malicious forces could cause a crisis in your company. Question every assumption about what is "normal," "impossible," or "absurd."Right Aesthetic IQ: Reconsider the classic design of the corporation, which is meant to address problems as they arise, and move toward one in which crisis management is an overarching discipline on a par with, for example, finance.Spiritual IQ: Reject the notion that people’s physical, mental, and spiritual beings are completely separate; and establish ahead of time why our work is, and must remain, important to us on many different levels.Although crisis management has taken on new urgency in recent turbulent times, the need for careful planning did not originate on September 11, 2001. Mitroff’s examples, drawn from interviews conducted both before and after the 2001 attacks during his 25 years of experience, demonstrate the need for action -- and offer a blueprint for taking it.

Discover the crisis management tools that successful executives and managers utilize to stay ahead of crises, before they happen.From tragic accidents to public relations fiascos, we live in an increasingly crisis-ridden society. In fact, half of the major industrial accidents of the past century occurred in the last 20 years. Why is this--and what can be done to reverse this disturbing trend? According to crisis management expert Ian Mitroff, the rise in the crisis rate is due to an ingrained "it-can't happen-to-us" mentality--which, leads to a total lack of preparedness for crises. However, a solution lies in this book.Managing Crises Before They Happen provides business professionals with a powerful framework that will help you:Recognize the early warning signals that almost always precede a crisis Focus on the big picture, not just the detailsAvoid becoming either the victim or the villain in a crisisUnderstand the importance of personal character, corporate culture, and thinking outside the box to effective crisis managementLearn from one crisis things that can prevent or ameliorate the nextThis practical, clear, and easy to understand book helps business leaders prepare their organizations for a major crisis the right way ahead of time.

Fred Rogers is one of the great icons of American culture and the values and philosophy for which he is famous have stood the test of time. Ian and Donna Mitroff's book uses those fables to help managers master the most difficult challenges they face: achieving significant change;

This book is a critical examination of the main ideas regarding disruptive change and startups. It systematically lays out the full set of challenges and tasks one needs to master in order for existing organizations to weather severe change or make a startup successful. Ian Mitroff outlines the protective actions business leaders must take to ensure their continued existence, providing a clear demonstration of the key roles leaders must assume such as Applied Epistemologist, Applied Ethicist, Applied Systems Thinker, Applied Social Psychologist, and Applied Crisis Manager, and how to perform these roles competently.Citing cases such as Facebook, Uber, and Airbnb, this book uniquely analyzes the disrupting agent in emerging industries, which is crucial for success in today’s complex and turbulent world. It will be of value to students, academics, and entrepreneurs looking to develop a new product or service.

Fred Rogers is one of the great icons of American culture and the values and philosophy for which he is famous have stood the test of time. Ian and Donna Mitroff's book uses those fables to help managers master the most difficult challenges they face: achieving significant change;

Technology has made human lives incomparably better. This open access book applies proactive crisis management to the management of technology organizations to make them more sustainable and socially responsible for the betterment of humankind.

Technology has made human lives incomparably better. This open access book applies proactive crisis management to the management of technology organizations to make them more sustainable and socially responsible for the betterment of humankind.

This open access book provides a comprehensive look at the pluses and minuses of leadership in times of an unparalleled crisis, such as the COVID-19 global pandemic. It examines the COVID-19 crisis in terms of psychodynamics, crisis management, and especially from the standpoint of complex, messy systems.

This open access book provides a comprehensive look at the pluses and minuses of leadership in times of an unparalleled crisis, such as the COVID-19 global pandemic. It examines the COVID-19 crisis in terms of psychodynamics, crisis management, and especially from the standpoint of complex, messy systems.

This book explores the nature of the socially responsible organization, specifically the role of crisis management in creating a socially responsible organization.