search for books and compare prices
Tables of Contents for Thoughtware
Chapter/Section Title
Page #
Page Count
Publisher's Message
XV
4
Acknowledgments
XIX
Prologue
1
8
PART ONE: CONTEXT
9
82
Chapter 1: Think About It
9
18
What Does Bill Know?
9
7
Stop... and Think
16
1
Programmatic Addiction
16
1
Productivity Obsession
17
3
First the Necessary, Then the Useful
20
1
Critical Thinking
20
3
From Old Thoughtware to New Thoughtware
23
4
Chapter 2: What's Wrong with the Current Context?
27
22
Only New Thinking Can Change Context
28
4
We're Only Scratching the Surface
32
3
The Old--and Still Prevalent--Thoughtware Model
35
2
Division of Labor
37
4
Departmentalization
41
1
Limited Span of Control
42
2
Concentrated Point of Authority
44
5
Chapter 3: Change the Thinking and You'll Change the Context
49
20
Not Everything Is Wrong
50
1
But Much of It Is
50
1
The Lips Are Flapping But the Feet Are Stuck
51
6
Five Enduring Truths
57
9
In Process Thinking Is Power
58
1
Information and Measurement Are Life Sustaining
59
2
The Customer Is Central
61
1
People and Relationships Are Critical Assets
62
2
Structure and Systems Reflect Purpose
64
2
Historical Thoughts
66
3
Chapter 4: The Drivers of New Context
69
22
The Genesis of New Context
71
1
The Drivers of New Context
71
20
Relationships
72
4
Information Flow
76
1
Speed, Flexibility, and Focus
77
7
Hierarchy of Accountability
84
7
PART TWO: NEW THOUGHTWARE
91
100
Chapter 5: Paradigm-Breaking Thoughts
91
16
Paradigm Busting
94
13
Knowledge of the Whole (Renders Division of Labor Obsolete)
96
2
Measurement of What Matters (Disintegrates Departmentalization)
98
3
A Focus on Time to Action (Makes Span of Control Redundant)
101
1
Allowment (Puts Point of Authority Where It Belongs)
102
5
Chapter 6: Knowledge of the Whole
107
26
Divided We Fall
108
2
United We Stand
110
5
Getting to Process Thinking and Universal Cross-Functionality
115
4
Does This Mean No Specialization?
119
2
New Thoughtware Generates New Knowledge
121
2
Live the Experience
123
1
Contextual Simulation
124
2
Humpty Dumpty Could Have Been Saved Through Simulation
126
4
Knowledge: A Product and a Real Catalyst
130
3
Chapter 7: Measurement of What Matters
133
22
Measurement and Motivation: The Pyramid of Relevance
135
2
Hierarchy of Internal and External Measurement
137
3
It's an Information Issue
140
1
Dispense with Departmentalization
140
1
"No Communications" Is an Old Refrain
141
1
Navigation
141
1
An Annealing Process
142
2
Measurement Hierarchy
144
2
Measuring Total Capital
146
2
The Dynamics of Intellectual Capital
148
3
Human Capital
149
1
Structural Capital
150
1
Customer Capital
150
1
Managing and Measuring Total Capital
151
1
Motivation and Measurement: Inseparable Partners
152
3
Chapter 8: A Focus on Time to Action
155
14
Span of Control Is Obsolete
155
1
Redesigning with New Thoughtware
156
2
Focus on Customer Value
158
1
Getting Fast
159
1
Distributed
160
1
Decentralized
161
1
Collaborative
162
1
Adaptive
163
1
Rapid Deployment
164
3
Getting to the End
167
2
Chapter 9: Allowment
169
22
Getting Things in Place
173
1
Entitlement
173
1
Three Prerequisites of Allowment
174
3
Information
175
1
Skills
175
1
Authority
176
1
Individual Entitlement
177
2
Skill development
177
2
Getting to Individual Entitlement
179
3
Getting to Company Entitlement
182
3
Allowment Requires New Learning
185
1
Influence Without Authority
186
1
Identify Key Variances, Then Allow for Their Most Effective Management
187
4
PART THREE: INSTALLATION
191
72
Chapter 10: Enactment
191
14
Thinking Is an Action--You Are What You Think
192
1
Implementation Has to Be Collective Thoughtware in Action
193
1
Time to Implementation Is a Drag
194
1
What Is EnACTment?
195
1
Removing Stop Signs
196
1
Building New Communication Vehicles
197
2
A Coalition of Thought
199
1
Asking the Right Questions
200
2
A Platform for New Thoughtware
202
3
Chapter 11: A Vehicle for Installing the New Thoughtware
205
22
We Can't Get There Without a Vehicle
205
2
An Evolution Plan: The Engine
205
2
A Framework for Installation
207
7
Circle One
210
1
Circle Two
211
1
Circle Three
211
1
The Interactive Process
212
1
Support Systems
212
2
Where to Start?
214
13
Prerequisite One: Commitment Through Ownership
218
1
Prerequisite Two: Strategic Intent
219
1
Prerequisite Three: A Case for Action
220
3
Prerequisite Four: New Roles Are a Must
223
4
Chapter 12: Eight Installation Modules
227
26
Building the Case for Action with the Management Team
230
4
Module 1: Management Understanding
231
1
Module 2: New Thoughtware
231
1
The Case for Action
231
3
Building the Evolution Plan with the New Thoughtware Installation Team (NTIT)
234
16
Module 2 (Repeat): New Thoughtware for the Installation Team
234
1
Module 3: Process Redesign
235
5
Module 4: Performance Measurement
240
1
Module 5: Tool Kit Training
241
1
Module 6: Applying the New Process
242
2
Module 7: Develop and Present the Evolution Plan
244
1
Module 8A and 8B: The New Management Process
245
5
Creating Lifelong Learning
250
3
Chapter 13: The New Management Process
253
10
Management Now Manages the Process
253
4
Continuous Enactment (or Implementation)
257
2
So What Happens?
259
1
The Components Are Everything
260
3
Epilogue
263
The Growth Imperative
265
2
Same Old, Same Old...
267
1
The Unthinkable
268
1
How Are We Going to Make It in the Future?
269
2
About the Authors
271