[Read Pdf] ♡ The Art of Action ⚒ Famulantenaustausch.de

I have enjoyed the book and found it captivating, even I struggled a bit with too much details on various historical events.The reality of organizational challenges is stated in a way that perfectly resonated with me and the cause very nicely clarified The rest of the book focuses on solutions, and I particularly appreciated the alignment section as well as the command lead manage concept. The Art of Action by Stephen Bungay covers a story going back some 200 years It s the story of the Prussian Army which, according to the author, followed precisely the evolution trajectory we are on, but with a head start of about 150 years It s a story about others who have been here before for a surprisingly long time, and what we can learn from them.From my perspective, it s really a story about an organization trying to become agile The starting point is a catastrophic October day in 1806 when two French forces destroyed the Prussian Army in the battles of Auerstedt and Jena The changes that subsequently were embraced by the Prussian Army are based on insights that our knowledge is always limited, and a view of organizations as organisms rather than machines.I think Stephen Bungay has done a great job in trying to spot the essentials He seeks to define the principles which enable organizations to realize their goals in a complex, uncertain, and changing environment He identifies key principles and put them into our own contemporary business context Here is a summary of the arguments in the book We have limited knowledge and independent wills We should not plan beyond the circumstances we can foresee We should strive to make choices about what is most important to achieve We need to make sure others understand what we are trying to achieve and why We need to explain what we are doing and check back with others We need to have necessary resources We need space to take independent decisions and actions We need to adapt our actions according to our best judgment What has not been made simple cannot be made clear and what is not clear will not get done.I fully agree with the author that how we spend our waking hours working for different organizations matters This book is about how to turn all this activity into purposive action It s important not only for the organizations themselves, but also for the people working in them and for the society at large, since it allows the remarkable potential of human beings to come into fullness I highly recommend this book It s a fascinating story. [Read Pdf] ☥ The Art of Action ♾ What Do You Want Me To Do This Question Is The Enduring Management Issue, A Perennial Problem That Stephen Bungay Shows Has An Old Solution That Is Counter Intuitive And Yet Common Sense The Art Of Action Is A Thought Provoking And Fresh Look At How Managers Can Turn Planning Into Execution, And Execution Into ResultsDrawing On His Experience As A Consultant, Senior Manager And A Highly Respected Military Historian, Stephen Bungay Takes A Close Look At The Nineteenth Century Prussian Army, Which Built Its Agility On The Initiative Of Its Highly Empowered Junior Officers, To Show Business Leaders How They Can Build Effective, Productive Organizations Based On A Theoretical Framework Which Has Been Tested In Practice Over Years, Bungay Shows How The Approach Known As Mission Command Has Been Applied In Businesses As Diverse As Pharmaceuticals And F Racing Today The Art Of Action Is Scholarly But Engaging, Rigorous But Pragmatic, And Shows How Common Sense Can Sometimes Be Surprising From my blog ve had Stephen Bungay s The Art of Action How Leaders Close the Gaps between Plans, Actions, and Results on my reading list for some time, as it has shown up in a number of overlapping communities as relevant thinking Most recently, his name came up in my last post with respect to the Spice Girls Question.The book is a study of military history as a guide to seeing how leaders might deal with uncertainty in particular the German military thinker Carl von Clausewitz 18th 19th Century Of course, while the military angle is interesting, there are clearly parallels into the business world And that is why Bungay wrote the book in the first place.A lot of the discussion in the book had to do with the sources of uncertainty In war, this is classically the Fog of War and It isn t clear what the enemy are doing Even , it isn t always clear that your own people and equipment and the plans for them will do what you expect And doesn t this happen in business too Of course, the opposite of accepting and working with uncertainty is to try to remove it While there are good concepts around reducing the sources of uncertainty, sometimes the effort required to do so is expensive than simply expecting and working with the uncertainty This is the direction Bungay goes in the book Dealing with uncertainty and various knowledge gaps is the reality of any business businesses need to move forward, regardless of those knowledge gaps There is a quote about one of the military leaders described in the book, He remained calm and unruffled because he never expected his predictions to be correct This eventually led to a discussion of the idea of Leader s Intent and strategy and tactics And how these things should be discussed and communicated within organizations Bungay s claim is that many organizations spend a lot of time on strategy and tactics without clearly articulating the intent behind them He also suggests that many people find themselves being overly specific in giving direction to their people, and this then leaves those people without much flexibility and power to make their own decisions It is as if the managers in these situations believe if they force certainty in the form of specific direction , then everything will work out fine But this doesn t acknowledge the fact that we can never know everything nor can we wait until the level of uncertainty becomes acceptable This was a good read, as it coalesced many of the concepts and ideas I ve been hearing and reading about elsewhere With some colleagues, we had even been using the intent language often, though it is nice to see it brought together with the other elements discussed in the book. If you like history and you like business, this book is 100% for you If you like only one of those things, then half of this book is for you The author compares history to business, chapter by chapter, but I would have preferred a focus on just one.For the business side of affairs my cup of tea , there are several gems of wisdom on leadership with vivid examples you won t soon forget How do processes at a company turn an average employee into an outstanding one This is what this book will help you answer I recommend half of this book to anyone who wants to improve company efficiency. The author uses the stories and learnings of two Prussian military men, Carl von Clausewitz and Helmuth von Moltke to explain his proposal about strategy development and communication, and its implementation.There are very interesting and useful concepts throughout the book, like Friction, the three gaps, mission command, backbriefing or hte idea of Execution between Strategy and Tactics.However, the author shows a set of beliefs that made me feel uncomfortable, like the ones related to hierarchies and obedience.A few quotes will explain better Hierarchy is valuable It allows one to take decisions on behalf of many, enabling an organization to carry out different collective actions simultaneously and cohesively If there is not enough hierarchy, effort fragments, local interests are optimized, scale and focus are lost, and cohesion dissipates Chapter Structuring the organization The two most important organizational processes are budgeting and performance appraisal Chapter Aligning processes In the language of business, command and control has come to mean micromanagement with an authoritarian bent In military thinking it is the means of setting direction and achieving specific outcomes Chapter Keeping score A very good book on strategy and how to make it happen.I slightly disagree on some parts related to complexity At times it sounds a bit too much adherring to current organizational structures, a bit too much top down and back Of course the and back part alone would be a vast improvement in many businesses, not to mention a focus on intent instead of orders.The most important contribution are the 3 gaps knowledge, alignment, effects , I d say. A convincing argument for leaders to put emphasis on how the communicate what they re trying to achieve and why in favor of letting the team to figure out the how A great way, also, to relieve the burden of wanting information all the time, and to bring attention on the do and adapt framework, by letting the execution analysis to teach us what we didn t know in order to either keep going or correct our path. It s a book about execution in organisations And a fairly good one too.The title is a reference to The Art of War The author is a British historian and a management consultant He makes a lot of parallels between how armies operate efficiently and how organisations should follow their example Initially that felt wrong to me Then I learned I didn t know anything about armies.It s about operating in uncertainty, about giving clear direction instead of detailed instructions and about empowering people to make decisions and change course when the situation calls it It s not specifically about software development, but it echoes a lot of the Agile ideals.There are four points in getting something done 1 figuring out where you want to be, 2 making a plan, 3 performing some actions and 4 getting a result He identifies the three gaps inbetween and how to bridge them The intuitive solution people have is often counter productive and a different approach should be taken The Knowledge Gap is the difference between what you know now and what you need for the perfect plan You don t have perfect information, however Waiting to get information is rarely a good idea Instead, one should plan to the horizon one can observe and be prepared to improvise In military terms, no plan survives the first contact with the enemy The Alignment Gap is the difference between what people have been planned to do and what they actually do The intuitive and counter productive fix is to give people detailed instructions However, that rarely works Instead, one should be very clear about the desired outcome providing goals and anti goals and let people own how to approach it The Effects Gap is the difference between the result you wanted and what you actually got The intuitive and counter productive fix is to implement controls What gets measured gets done, but there is a lot of risk in measuring the wrong thing and thus getting the wrong thing done A better approach is empowering people, even junior ones, to take initiative and change course Knowing the objective and being closer to the situation, they are better positioned to make the decisions that can lead to the desired result.A big theme in the book is strategy What it is and the role it plays It should be clear, short and have no unnecessary detail It should enable execution, not tell people what to do.If you re running an organisation or are interested in how to run one , this book is worth reading It s has a lot of proper thought about when things work and then they don t It takes a stab at Taylorism and dated approaches to management It genuinely addresses knowledge work in an organisation.The only caveat is the style While not hard, it could be easier to read and engaging it often felt like a history book But if you endure it, you ll be rewarded a lot of valuable insight I certainly can benefit from a rereading. The Art of Action is one of the most edutaining books I ve read so far, and it still bears some new insights reading it a second time Highly recommended.