LEADER 03708nam 2200637 450 001 9910460632203321 005 20210429022422.0 010 $a0-8047-9425-1 024 7 $a10.1515/9780804794251 035 $a(CKB)3710000000341512 035 $a(SSID)ssj0001422892 035 $a(PQKBManifestationID)12587260 035 $a(PQKBTitleCode)TC0001422892 035 $a(PQKBWorkID)11433173 035 $a(PQKB)10411189 035 $a(MiAaPQ)EBC1934290 035 $a(DE-B1597)564616 035 $a(DE-B1597)9780804794251 035 $a(Au-PeEL)EBL1934290 035 $a(CaPaEBR)ebr11014148 035 $a(OCoLC)900864834 035 $a(OCoLC)1198929656 035 $a(EXLCZ)993710000000341512 100 $a20150210h20152015 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aSimple habits for complex times $epowerful practices for leaders /$fJennifer Garvey Berger and Keith Johnston 210 1$aStanford, California :$cStanford Business Books,$d2015. 210 4$dİ2015 215 $a1 online resource (272 pages) $cillustations, tables 300 $aBibliographic Level Mode of Issuance: Monograph 311 $a0-8047-9943-1 311 $a0-8047-8847-2 320 $aIncludes bibliographical references and index. 327 $tFront matter --$tContents --$tList of Figures and Tables --$tAcknowledgments --$tIntroduction --$tChapter 1. Leading the Possible --$tChapter 2. Engage with Complexity, but Keep It Simple --$tChapter 3. Say What You Think, Listening to the Ways You Might Be Wrong --$tChapter 4. Create a Clear Vision for an Unclear Future --$tChapter 5. Make Rational Use of Human Irrationality --$tChapter 6. Communicate Your Certainty About Uncertainty --$tChapter 7. Grow Your People to Be Bigger Than Your Problems --$tChapter 8. Lead Change as the New Normal --$tNotes --$tBibliography --$tIndex 330 $aWhen faced with complex challenges or uncertain outcomes, many leaders believe that if they are smart enough, work hard enough, or turn to the best management tools, they will be able to find the right answer, predict and plan for the future, and break down tasks to produce controllable results. But what are leaders to do when this isn't the case? Rather than offering one-size-fits-all tips and tricks drawn from the realm of business as usual, Simple Habits for Complex Times provides three integral practices that enable leaders to navigate the unknown. By taking multiple perspectives, asking different questions, and seeing more of their system, leaders can better understand themselves, their roles, and the world around them. They can become more nimble, respond with agility, and guide their organizations to thrive in an ever-shifting business landscape. The more leaders use these simple habits, the more they enhance their performance and solve increasingly common, sticky business issues with greater acumen. Whether in large or small organizations, in government or the private sector, in the U.S. or overseas, leaders will turn to this book as a companion that helps them grow into the best version of themselves. 606 $aLeadership 606 $aManagement 606 $aComplexity (Philosophy) 608 $aElectronic books. 615 0$aLeadership. 615 0$aManagement. 615 0$aComplexity (Philosophy) 676 $a658.4/092 700 $aBerger$b Jennifer Garvey$f1970-$01030588 702 $aJohnston$b Keith$f1955- 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910460632203321 996 $aSimple habits for complex times$92447550 997 $aUNINA