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Bias For Action ( Review)
Bias For Action ( Review)
Bias For Action ( Review)
Bias For Action ( Review)
Bias For Action ( Review)
Bias For Action ( Review)
Bias For Action ( Review)
Bias For Action ( Review)
Bias For Action ( Review)
Bias For Action ( Review)
Bias For Action ( Review)
Bias For Action ( Review)
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Bias For Action ( Review)

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Beautiful book must read for everyone who gets to busy in their work and wants to understand how to take action and get success.

Beautiful book must read for everyone who gets to busy in their work and wants to understand how to take action and get success.

Published in: Education, Business
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  • 1. Heike Bruch Sumantra Ghoshal Presented : Nikhil Choghale Book Review:A BIAS FOR ACTION
  • 2. <ul><li>Management is the Art of Doing and Getting Done </li></ul><ul><li>Distinguishing Purposeful Action From Active Nonaction </li></ul><ul><li>Marshaling Energy and Developing Focus </li></ul><ul><li>Moving Beyond MotivationTo Willpower </li></ul><ul><li>Crossing The Rubicon </li></ul><ul><li>Overcoming The Three Traps Of Nonaction </li></ul><ul><li>Developing Purposeful Managers:The Organisation’s Responsibility </li></ul><ul><li>Unleashing Organisational Energy For Collective Action </li></ul><ul><li>Freeing Your People To Act: A Mandate For Leaders </li></ul><ul><li>Harnessing Your Willpower to Achieve Results </li></ul><ul><li>Cultivating A Company Of Action-Takers </li></ul>
  • 3. Management is art of Doing And Getting Done <ul><li>Think of any instance in the last 3 years, when you saw an opportunity of doing something that would be of significant value to your company but, for whatever reason, you did not pursue it? You either did not get started, or you gave up when you hit the first roadblock. </li></ul><ul><li>Why Managers don’t take Action: </li></ul><ul><li>1)They Know what to do, how to do, but just could not get started. or </li></ul><ul><li>2)Took on too much in state of enthusiasm and volunteered for too many projects which are not possible for me to do or </li></ul><ul><li>3) Company was not ready and there was no commitment, no support. I finally gave up”. </li></ul>
  • 4. Distinguishing purposeful from Active Non-Action Detached 20% Purposeful 10% Procrastinators 30% Frenzied 40% High Low Negative Positive Focus Energy Focus, Energy and Managerial Behaviour
  • 5. Marshaling Energy And Developing Focus <ul><li>ENERGY </li></ul><ul><li>1> Define Your Goal </li></ul><ul><li>2> Strengthen Confidence in your ability to achieve your goals </li></ul><ul><li>3> Overcome Negativity and Develop Positive Thoughts. </li></ul><ul><li>FOCUS </li></ul><ul><li>1> Visualize The Intention </li></ul><ul><li>2> Make Personal Commitment </li></ul>
  • 6. Moving Beyond Motivation To Willpower <ul><li>Four Stages of Volitional Action </li></ul><ul><li>1> Forming Your Intention </li></ul><ul><li>2> Committing Unconditionally to Your Intention </li></ul><ul><li>3> Protecting Your Intention </li></ul><ul><li>4> Disengaging From Your Intention </li></ul>
  • 7. Motivation Will Power (Volition) Rubicon Crossing the Rubicon
  • 8. What are Three Traps Of Non-Action <ul><li>Overwhelming Demand </li></ul><ul><li>Unbearable Constraint </li></ul><ul><li>Unexplored Choices </li></ul>
  • 9. Overcoming Of Traps Of Non-Action <ul><li>Develop an explicit personal agenda </li></ul><ul><li>Slow down: reduce, prioritise, organise demands </li></ul><ul><li>Structure contact time </li></ul><ul><li>Manage Expectations </li></ul><ul><li>Map relevant constraints </li></ul><ul><li>Be willing to accept trade-offs </li></ul><ul><li>Selectively break rules </li></ul><ul><li>Tolerate conflicts and ambiguity </li></ul>Overwhelming Demand Unbearable Constraint Unexplored Choices <ul><li>Become aware of choices </li></ul><ul><li>Expand Your Choices </li></ul><ul><li>Build personal knowledge and Ability </li></ul><ul><li>Learn to enjoy the freedom and work </li></ul>
  • 10. Developing Purposeful Mangers <ul><li>Building an Organization </li></ul><ul><li>Challenges Of Building A Context </li></ul><ul><li>Weaving into Culture of Will Power </li></ul>
  • 11. Marshalling And Unleashing Organizational Energy High High Low Low Intensity Quality Resignation Zone CorrosionZone Productive Zone Comfort Zone Slaying the dragon Winning the princess Marshalling and Unleashing of Organizational Energy
  • 12. Freeing Your People To Act <ul><li>Help Managers Visualise Their Intentions </li></ul><ul><li>Prepare them For Obstacles </li></ul><ul><li>Encourage Managers To Confront Their Ambivalence </li></ul><ul><li>Develop Climate Of Choice </li></ul><ul><li>Build Self Regulating System </li></ul><ul><li>Create A Desire For the Sea </li></ul>

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