<br><br><div class="gmail_quote">---------- Forwarded message ----------<br>From: <b class="gmail_sendername">Michelle Smith</b> <span dir="ltr"><<a href="mailto:admin@triarchypress.com">admin@triarchypress.com</a>></span><br>
Date: Thu, Mar 10, 2011 at 10:34 PM<br>Subject: Toppling teetering colleagues into Systems Thinking<br>To: <a href="mailto:michelsub2004@gmail.com">michelsub2004@gmail.com</a><br><br><br><div><table style="background-color: rgb(221, 234, 242);" width="100%" bgcolor="#ddeaf2" cellpadding="0" cellspacing="0">
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<span style="font-size: 11px;"><span style="font-family: trebuchet ms,helvetica,sans-serif;">Dear Michel,</span></span>
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�</div>
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<span style="font-size: 11px;"><span style="font-family: trebuchet ms,helvetica,sans-serif;">Thanks to Google Analytics we know that a recent visitor from Canada came to our website after searching for <b>"shystem thinflkling"</b>. Sadly, Google doesn't tell us what to do with this data. (More ads aimed at people who type whilst eating lunch?)</span></span> But one trend<b> </b>is clear: we see more and more searches for Systems Thinking -- and how to use and apply it in organisations.</div>
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<span style="font-size: 13px;"><span style="color: rgb(148, 61, 8);">Of course, there are no rules for Systems Thinking and no one right way of doing it. </span></span></p>
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�</p>
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<a href="http://www.triarchypress.com/pages/Systems_Thinking_for_Curious_Managers.htm" style="color: rgb(0, 0, 255) ! important;" target="_blank"></b></span><span style="font-size: 8px;"><b><img src="" style="width: 142px; min-height: 187px; float: right; margin: 0px; border: 0px solid transparent;" height="187" width="142" align="right"></a><span style="font-size: 11px;">Because it has no clear rules, it's hard to introduce Systems Thinking into an organisation. When Russ Ackoff taught it, he <span>would distill complex ideas into clear wisdoms that simply toppled his listeners from confusion into understanding.�</span></span> <i><b>Systems Thinking for Curious Managers</b></i> lists all 123 of Ackoff's <b>Management f-Laws</b> (which take the generally accepted, linear-thinking rules of business and turn them on their head). And it starts with my colleague Andrew Carey's
stimulating introduction to the principles that underpin Systems Thinking.</p>
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Bret Simmons said, "<i>This book is a gem both for those familiar with and those new to systems thinking. It is well worth the two hours it will take you to read it." </i>(See more reviews to the right...)</p>
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�</p>
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<a href="http://www.triarchypress.com/pages/Systemic_Leadership_Toolkit.htm" style="color: rgb(0, 0, 255) ! important;" target="_blank">Read more about </a><a href="http://www.triarchypress.com/pages/Systems_Thinking_for_Curious_Managers.htm" style="color: rgb(0, 0, 255) ! important;" target="_blank"></b></i><i><b>"Curious Managers"</a> and save 20% using code: TP20</p>
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<span style="color: rgb(148, 61, 8);"><b>If you're more interested in <u>actually applying</u> Systems Thinking at work, </b></span>there's no better way than to start with the 9 full-length questionnaires in our <i><b>Systemic Leadership Toolkit</b></i>. They're designed to get any work team or group of managers to look afresh at their work practices, styles, hierarchies, performance measures and more.</p>
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The <i><b>Systemic Leadership Toolkit</b></i> gives you a Systems Thinking framework for assessing the way your organisation views and manages issues like:</p>
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<b>Power</b>: who has it and why? How do they use it and how well?</li>
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<b>Gaps</b>: what are the gaps between what managers say and do? Where is training and development simply wasted?</li>
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<b>The �system�</b>: how do culture, values, authority, empowerment and motivation contribute when things go wrong?</li>
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<b>Knowledge</b>: how well is it shared and managed in practice?</li>
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<b>Intangibles</b>: like innovation, openness and adaptability</li>
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<b>Decline</b>: how do you manage products, services, skills, processes and markets as they mature and begin to fall away?</li>
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<b>The shadow</b> � how well are the non-rational aspects of working life managed (ambition, jealousy, rivalries, bullying, trust)?</li>
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<a href="http://www.triarchypress.com/pages/Systemic_Leadership_Toolkit.htm" style="color: rgb(0, 0, 255) ! important;" target="_blank">Read more about the Toolkit and save 20% using code: TP20</a></p>
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<span style="font-size: 17px;">-------------------------------</span><span style="font-size: 13px;"> </span></p>
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<b><span style="font-size: 12px;">About Triarchy Press</span></b></p>
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<a href="http://www.triarchypress.co.uk/pages/triarchy.htm" style="color: rgb(0, 0, 255) ! important;" target="_blank">Triarchy Press</a> is an independent publisher of books and pamphlets, focusing on organisations, how they work and the way we work in them.</p>
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<a href="mailto:admin@triarchypress.com" style="color: rgb(0, 0, 255) ! important;" target="_blank">admin@triarchypress.com</a> ~ <a href="http://www.triarchypress.com" style="color: rgb(0, 0, 255) ! important;" target="_blank">www.triarchypress.com</a></p>
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<span style="color: rgb(0, 0, 0);"><span style="font-size: 12px;"><b>Reviews of: </b></span></span></p>
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<span style="color: rgb(184, 27, 6);"><b><span style="font-size: 13px;">Systems Thinking for Curious Managers</span></b></span></p>
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<span style="color: rgb(148, 61, 8);"><i>"</i>A wonderful exposition of the art of systems thinking... brilliant bites of understanding that all managers should be familiar with. Well worth the price and the time to read this slim volume.</span><span style="color: rgb(148, 61, 8);"><i>"</i></span></p>
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<span style="color: rgb(148, 61, 8);">"...capable of being opened at any page and giving something to the reader. Leaders will recognise f-Laws as a lever to change their organisation... Systems thinking often requires fundamental organisational cultural change. This book may be the start of such a journey for many.</span></p>
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<span style="color: rgb(148, 61, 8);">"...an exceptional overview of the basics of general systems as they relate to business and organizations... hit[s] all the basics with succinct treatments of systems principles."</span></p>
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�</p>
<div style="overflow: hidden; color: rgb(0, 0, 0); background-color: transparent; text-align: center; text-decoration: none; border: medium none;">
<a href="http://www.triarchypress.com/pages/Systems_Thinking_for_Curious_Managers.htm" style="color: rgb(0, 0, 255) ! important;" target="_blank"></b><b>Save 20% using code TP20</a>
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<a href="http://www.triarchypress.com/pages/Systemic_Leadership_Toolkit.htm" style="color: rgb(0, 0, 255) ! important;" target="_blank"></span><span style="color: rgb(148, 61, 8);"><img src="" alt="" style="width: 154px; min-height: 217px;" height="217" width="154"></a></p>
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With scoreable questionnaires, checklists, case studies and� briefings on each topic, this is a senior manager�s dream.</p>
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�</p>
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It's the ideal way to get an �objective� measure of the way your organisation is led, managed and run � use it to identify problem areas, agree solutions and implement them.</p>
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�</p>
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<b><a href="http://www.triarchypress.com/pages/Systemic_Leadership_Toolkit.htm" style="color: rgb(0, 0, 255) ! important;" target="_blank">Save 20% using code TP20</a></b></p>
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