Download Ebook Simple_Complexity: A Management Book For The Rest of Us: A Guide to Systems Thinking, by William Donaldson PhD

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Review

"This simple and compelling book is a gift to those of us who have wrestled with the relationship between simple ideas and the complexity inherent in a modern enterprise. Managing and growing a business is a hard thing, with progress often hindered by unseen forces. Finally, we have a guide that introduces system thinking, thereby demystifying the management process and helping you see your entire situation and a clear path forward." Eric Dean CEO, Whereoware "Willy takes the powerful but complex discipline of systems thinking, lays it bare for everyone to see and comprehend through real and practical examples. He helps readers understand that systems invariably comprise and touch every activity and part of the enterprise and not understanding them can lead to devastating results." Lance Drummond Executive in Residence Christopher Newport University, Luter School of Business Board Member Freddie Mac Retired Executive Vice President, Operations and Technology, TD Canada Trust “The delight one experiences upon getting to know Willy Donaldson, as I have, carries over into this practical little book on leadership. Here is someone with (a) real-world experience, (b) advanced academic credentials, and (c) a humble spirit, and he is willing to do one thing: he translates fresh ideas from systems thinking into language that anyone with a lick of ambition can understand and use. Where it takes you is up to you, of course, but with these tools in Donaldson's book, the sky's the limit. Each complex lesson comes bite-sized, enough to learn the basics right away, while at the same time indicating where the curious can turn for greater depth. The book itself routinely exhibits what the title promises: Simple_Complexity!” Nathan Harter, Leadership scholar and author of Foucault on Leadership, Leadership and Coherence, and Clearings in the Forest “Simple_Complexity will push your thinking about organizations and the people who manage and populate them to a new level. You will never view organizations in the same way again.” Michael Fraser, President & CEO, National Technologies Associates, Inc “As a private equity professional and serial board member, I work with management teams to help grow their companies. To succeed as a leader and manager, you need an holistic view of how the enterprise works. For that, there is simply no better guide than Simple_Complexity. We enjoyed this book so much that we integrated it into the training, planning and execution processes we use when working with our portfolio companies." Taylor Grant, Founder and Managing Partner, Fox Three Partners “Do not read this book if you don't have the time or inclination to think seriously about your organization. If you want recipes and platitudes, go elsewhere. But, if you do invest the time and energy, be prepared for transformational results.” Steve Franzese, Professional Director and Former Chief Marketing Officer, senior marketing executive at Apple, Phillips, GE, Sonic Wall “This simple and compelling book is a gift to those of us who have wrestled with the relationship between simple ideas and the complexity inherent in a modern enterprise. Managing and growing a business is a hard thing, with progress often hindered by unseen forces. Finally, we have a guide that introduces system thinking, thereby demystifying the management process and helping you see your entire situation and a clear path forward.” Eric Dean, CEO, Whereoware

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About the Author

Dr. William (Willy) Donaldson is a Professor of Management at the Joseph W. Luter, III School of Business at Christopher Newport University. Willy has over 30 years of experience as a Board member and President and has been CEO of 8 companies including a publicly traded company and an international joint-venture. Willy is the Founder and President of Strategic Venture Planning, a management consulting firm that assists boards, investors and senior management teams maximize results. His experience runs from start-up to International 50 companies, private and public companies, from services to manufacturing, from low to high tech and from for profit to not for profit. He is a member of the International Council on Systems Engineering, where he chairs the Enterprise Systems working group world-wide.

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Product details

Paperback: 214 pages

Publisher: Morgan James Publishing (March 7, 2017)

Language: English

ISBN-10: 1683500741

ISBN-13: 978-1683500742

Product Dimensions:

6 x 0.8 x 9 inches

Shipping Weight: 8.8 ounces (View shipping rates and policies)

Average Customer Review:

4.7 out of 5 stars

15 customer reviews

Amazon Best Sellers Rank:

#428,106 in Books (See Top 100 in Books)

This book provides the cure for myopic management. It is about applying the principles of complexity and systems thinking to management. “Every organization is a system—in fact, a system of systems, perfectly designed to get the results it is getting today… Systems thinking is the unifying discipline that brings clarity to all of the other disciplines at work in your enterprise… The key, defining concept of systems thinking to remember is that nothing in the system is ever unconnected.”Donaldson emphasizes the importance of context. “You have to ensure everyone has shared mental models of the enterprise and its management system… Remembering that context can enhance learning and comprehension by 50-100 percent, you must give employees context for both the part of the system they play a role in and the whole system.”“The basic system components are—purpose [or function], elements, and interactions.” The author uses the word holon extensively. “A holon can be anything in the system, an element, a team, a process, an individual.”“Your enterprise system… converts inputs—time, people, and money—into outputs—goods and services… To increase system throughput one must relieve the bottleneck. However, since there will always be a constraining part of the system, the bottleneck will merely migrate to another part of the system… You must always realize that any change will inevitably have consequences somewhere else in the system. It has to. It is all connected.”“Unfortunately, most managers and companies, acting according to bounded rationality, try to optimize every individual node, function, process, or holon within the system… Point or local optimization is often counterproductive, the time lag in the system hides the root cause, and the result is suboptimal total system throughput. You must optimize the system, which usually entails suboptimizing one or more points in the system. This is highly counterintuitive and is at odds with much of the management advice dispensed, in fact with how management is taught.”“Think in terms of holarchy not hierarchy… The upper layers serve the lower levels and vice versa. Sales people in the field, service representatives, assemblers on the plant floor, and relief workers in a camp are the front line of the enterprise where the real work is accomplished. The upper levels exist to serve the lower levels.”“Real understanding and success at the higher levels of the holarchy require the addition of different leadership dynamics—thought and emotional leadership. Thought and emotional leadership are very different from action leadership. They require different skills—skills such as listening, probing, reflecting, guiding, and monitoring. Thought and emotional leadership are quiet skills. They are required to sense and elicit the beliefs and philosophic basis for policies and practices.”“In the system, it is possible for an element or holon to be both critical to success and impossible to measure. One must sense the amplitude and direction. The soft systems skills are just as important as the hard systems skills, perhaps more so.”“Your corporate culture is an emergent property of the system… It can be positive or negative. Corporate culture reflects the totality of the habits, beliefs, practices, values, behaviors, and actions of the enterprise and its leaders… It is in large measure responsible for the level of commitment found in your employees… A powerful, positive company culture is a force multiplier that emboldens all occupants and can differentiate your enterprise in this competitive world… Culture works in concert with purpose to connect with employees’ hearts and minds… If management cannot engage hearts, the system runs the risk of being barren and soulless… Signs that an enterprise’s culture is in trouble will be readily apparent and constantly transmitted due to the connectedness of the system.”“You must adopt a philosophical shift from training your employees to developing them, which may include training. You must make sure your employees are actually learning and developing the skills required, not just for the job, but also for the system. If you only train them in the job, they may dutifully perform, but not know why they are doing the task… Engaged employees sense a real connection to the information and the energy of the system and the purpose of the system.”“Occupants of the system will formulate assumptions from your actions and words that may not reflect what you intended… Often issues that seem immovable are artifacts of long-standing assumptions that over time have come to be perceived as bedrock.”“The most powerful technique for effective delegation is to have simple, straightforward discussions with all employees about the key inputs that define their holon and area of freedom… One of the great benefits of these sessions is the rich engagement that occurs in doing so. Employees feel valued and respected, and management can learn a great deal about employees. Together you can complete the hermeneutic circle and surface many surprising assumptions.”“You should not cede authority to those who are not ready to accept it. However, too small an area of freedom for accomplished, capable employees will feel restrictive and controlling… A rigid system based on controlling behaviors is a recipe for disengaged employees.“The environment in which the enterprise operates is constantly changing. Therefore, the systems and processes that are fundamental to delivering goods and services to the environment must also be changing if they are to be effective. Hence, structure must follow strategy. However, structure is an area where stasis is particularly acute.”On planning, Donaldson quotes Peter Senge: Planning is “the process whereby management teams change their shared mental models of the company, their markets, and their competitors. For this reason we think of planning as learning and of corporate planning as institutional learning.”“You should conduct your reviews regularly throughout the year… Has anything in the external environment changed that would indicate a change in our current plan? What is working as planned? Should we do more in areas of progress or success? What is not working according to our plan? Is it a result of our performance or an externality? What are we going to do to change or recover?”On change, the author writes, “The only way you can manage change is to create it. By the time you catch up to change, the competition is ahead of you.”On innovation, he cautions, “Creativity and innovation are seldom efficient. Additionally, the corporate culture must support the often messy unpredictable nature of creativity and the innovation process. Often in their desire to manage for predictable, repeatable results, corporations systematize out creativity, and innovation capabilities.”Systems thinking is about the understanding the big picture. It is the antithesis of myopic thinking.

Wonderful resource for leaders coping with challenges of complexity. If you seek systems by design rather than by default, this book is for you. The Notes from the Field offer wonderful examples of how the work can be applied. Dr. Donaldson reminds us that Deming attributed most dysfunction to systems misalignment. A statement that I found true in my work. Particularly enjoyed the section on reward systems and the integration of many leadership thought leaders. Systems thinking has become fundamental to making the right call at the right time.

Excellent book that is easy to read and entertaining while providing deep insights that can help even the most successful leaders become better. I would highly recommend this book to anyone hoping to improve their company.

I served as a chief operating officer prior to many years as a management consultant for a few hundred organizations; large and small, profit and non-profit. Dr. Donaldson’s book is singular as it explains the holistic, systemic complexity of any type of enterprise in practical, understandable terms, and an engaging style. The entire book is outstanding, with some parts so good that they humble me. I am giving it to my clients.A Paul Bradley, Jr., President, The Bradley Group, LLC

Hoping for a good read about the difficult area of complexity, I encountered a very average business book along with exercises and all the trappings I’d expect from non-complex thinking.

This book clearly outlines how to build a business for success and construct your business systems. A must have for the business owner.

The author has succeeded in effectively engaging the reader regarding an essential skill for today's world.Aside from being well written, highlights include "Notes from the Field" - real world anecdotes that reinforce concepts; the reading lists at the end of each chapter, and references throughout.This is an essential book for anyone wading in or well on their way to thinking in systems.Thank you Dr. Donaldson.

An insightful, practical and accessible guide to systems thinking and leadership. I’ve been in entrepreneurial as well as large enterprise leadership roles for 20+ years, having read many of the leading books of this genre. I found this book to be eminently more readable and informative than most even for an “old dog” like me!! Highly recommended!

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