: Ian I. Mitroff
: Combatting Disruptive Change Beating Unruly Competition at Their Own Game
: Palgrave Macmillan
: 9781137600448
: 1
: CHF 47.30
:
: Betriebswirtschaft
: English
: 108
: Wasserzeichen/DRM
: PC/MAC/eReader/Tablet
: PDF
This book is a critical examination of the main ideas regarding disruptive change and startups. It systematically lays out the full set of challenges and tasks one needs to master in order for existing organizations to weather severe change or make a startup successful. Ian Mitroff outlines the protective actions business leaders must take to ensure their continued existence, providing a clear demonstration of the key roles leaders must assume such as Applied Epistemologist, Applied Ethicist, Applied Systems Thinker, Applied Social Psychologist, and Applied Crisis Manager, and how to perform these roles competently.

Citing cases such as Facebook, Uber, and Airbnb, this book uniquely analyzes the disrupting agent in emerging industries, which is crucial for success in today's complex and turbulent world. It will be of value to students, academics, and entrepreneurs looking to develop a new product or service.

/div>


Ian Mitroff is Senior Investigator in the Center for Catastrophic Risk Management, University of California - Berkeley, USA. He is Professor Emeritus of the Annenberg School of Communication and the Marshall School of Business, University of Southern California, USA, where he was the Harold Quinton Distinguished Professor of Business Policy. Dr. Mitroff is regarded as one of the founders of the discipline of Crisis Management and founded and directed the USC Center for Crisis Management. Known for his thinking and writing on a wide range of business and societal issues, he is the author of 36 books and is a frequent blogger for the Huffington Post.
Preface6
Two Basic Premises7
Key Roles8
A Preview11
Notes12
Acknowledgement14
Contents16
List of Figures18
List of Table20
Chapter 1: It Is All About Assumptions: The Critical Role of an Applied Epistemologist21
Facebook23
Uber26
Airbnb27
Other Innovations28
The Key Role of Assumptions29
SAST29
A More Detailed View of SAST32
Adversarial33
Participative33
Integrative33
Supportive33
Missed Assumptions36
Concluding Remarks37
Postscript38
Post-postscript39
Notes39
Chapter 2: Doing What Is Right: The Role of an Applied Ethicist41
Ethical Propositions43
Constantly Bombarded by Hot-Button Issues45
Different Schools of Ethics45
Closing Example: Is Religious Discrimination Ever Justified Ethically?48
Concluding Remarks50
Notes51
Chapter 3: Think Like a System: Be an Applied Systems Thinker52
The Jungian Framework53
A Generalized Organizational Problem Formulation and Problem-Solving “Tool”55
Examples57
Concluding Remarks57
Notes59
Chapter 4: Thinking Like a Crisis Manager60
The Jungian Crisis Framework60
A Different Kind of Startup62
Concluding Remarks64
Chapter 5: Wisdom: How the Leaders of Purpose-­Driven Organizations Manage from Their Values65
Introduction65
Defaulters, Correctors, and Balancers67
Purpose and Meaningful Work68
Purposeful Organizations68
Providers and Statesmen69
Growth70
Why They Started Their Organizations70
The Key Elements of Purposeful Organizations71
Personal Stories (SF)72
The Need for Crises in the Search for Values73
The Power of Early Family Dynamics76
The Lifecycles of Values76
Growth Again78
Concluding Remarks80
Postscript81
Notes81
Chapter 6: Applied Epistemology, Part 282
Inquiry Systems82
A Prosaic Example83
The First Way of Deciding: Expert Consensus83
The Second Way of Deciding: “The One True Formula”!85
The Third Way: Multiple Perspectives, Multiple Formulas87
The Fourth Way: Expert Disagreement89
The Fifth Way: Systems Thinking90
The Essence of Systems Thinking91
The Summary Thus Far: Objectivity91
The Problem with Science92
The Moral93
Disruptive Change94
Concluding Remarks: FDR Versus Eisenhower94
Notes95
Chapter 7: Assumptions and Stakeholders Revisited97
Concluding Remarks102
About the Author103
Index105