Search results for ""Author Russell L. Ackoff""

Russell Ackoff is a very special management thinker. As an architect, city planner, doctor of philosophy, behavioral scientist, trailblazer in the fields of organizational, operations, and systems theory, bestselling author, distinguished Wharton School professor, and head of his own management education and consulting firm, he qualifies, as do few others in this century, for the title of "Renaissance Man." Fortunately, he makes up for this grievous shortcoming by also being an outrageously funny observer of homo commercium. Now, Ackoff's Best offers you an opportunity to become acquainted with this irreverent genius who, over the past forty years, has done so much to shape our understanding of the modern business organization. Compiled by the author, Ackoff's Best encapsulates the author's most controversial, influential, and wittiest work to appear since the 1970s. Ackoff's groundbreaking exploration of systems theory and its effect on business provides the backbone of this collection. Also included are his most lasting and thought-provoking writings on an array of topics in business, society, and human behavior that well reflect the sweeping scope of Ackoff's intellect and expertise. From managing teams, maximizing the effectiveness of information systems, and problem solving, to creativity, crime, and the role of the corporation in a democratic society, these writings are a cornucopia of insights, observations, and powerful lessons that will help you maximize your personal development and the effectiveness of your organization. An excellent introduction for newcomers to Russell Ackoff, and a welcome compendium of Ackoff's pithiest writings for those already familiar with his ideas from such classic works as Creating the Corporate Future and The Art of Problem Solving, Ackoff's Best is required reading for every intelligent businessperson. "The range, depth, and perspectives of these essays on management illustrate, once again, Russ Ackoff's unique genius."—Warren Bennis, University Professor, University of Southern California, and Co-author, Co-Leaders "Russ Ackoff uses words that cut through the familiar and open doors in one's brain."—Arie P. de Geus, Author, The Living Company "Ackoff's Best captures the lucid and compelling explorations of one of the most profound and influential thinkers of our time."—Ray Stata, Chairman of the Board, Analog Devices "This collection reminds me that I have learned my most valuable lessons from Russ Ackoff."—Vince Barabba, General Manager, Corporate Strategy and Knowledge Development, General Motors Corporation

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"A witty, literate and, most of all, convincing reflection.[Ackoff] shines an often bright light into corners where problems hide, showing the manager how to understand the consequences of his own behavior; identify real, rather than supposed, elements of problems; perceive another's aims; determine what is controllable; and deal with other nettlesome factors." --Inc. The Art of Problem Solving Russ Ackoff--author, consultant, and teacher extraordinaire. During his long career, he has shown thousands of managers, architects, engineers, attorneys, advertising people, software developers, and scientists the way to more creative, artful problem solving. This new paper edition of The Art of Problem Solving is perhaps the best example of Ackoff in action. Step by step, this practical guide shows you how to develop an understanding of the art of creative thinking and the design of creative solutions. Using "Ackoff's Fables"--humorous yet eminently practical parables, based on real problems by real managers--you'll see why solving a problem seldom solves the problem, but why approaching it from a new, unorthodox angle often does. The result is vintage Ackoff--controversial, funny, and always on target. If you like to dig beyond simple solutions--to imaginative solutions that work--this book is for you.

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This subversive little book contains 13 of Russell Ackoff's "Management f-Laws". They give you a taste of his ironic take on how organizations really work, not how they think that they work. These epigrams are unspoken laws and unconventional wisdoms of management exposed to full daylight as the management flaws they actually are. Some f-Laws are downright funny; others bemuse; all provoke in one way or another. At worst, they elicit denial or anger. At best, they evince recognition followed by a desire to think profoundly about the inevitability of change. And thus, the need to know how to change. The book will touch a nerve with any manager and offers important lessons for the better running of any organization - as well as being a good read and a delightful present. Dip into it, and on any of its pages you will find something to laugh or argue about but, above all, to take on board. Making us laugh is its most obvious strength. But it is bound to be a lot more than funny, for Russell Ackoff has been around for a long time and, when it comes to organizations, he knows what he is talking about. At the grand age of 87, he is known internationally for his pioneering work on Systems Thinking. He continues to rank highly in the list of the Top 50 Business Brains and is affectionately known to many in the Systems Thinking community as the 'Dean'. Ackoff's work in research, consulting and education has involved hundreds of corporations and many governmental agencies in the US and abroad. He has authored or co-authored 20 books and published over 150 articles. He has taught hundreds of leaders, aspiring managers and Systems Thinkers the meaning of learning.

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Russell Ackoff is one of the world's top business brains. Herbert Addison has worked for years in business book publishing. Sally Bibb is a pioneer of organizational change. Who better to zero in on organizations, take them apart and then suggest ways of putting them back together - but better! We have all heard of Sod's Law. Most of us know about Parkinson's Law. But what about "Management f-Laws"? "Management f-Laws: How Organizations Really Work" is a collection of subversive epigrams by Ackoff and his co-author Addison. The f-Laws, an expression coined by Ackoff, expose the commonly established laws of management - the hierarchies and power struggles, the ineptitudes and time-wasting, the prejudices and careless thinking - as flaws of management, all of which hinder successful strategies of change. With wit and wisdom, the authors set out the uncomforable truths about the way organizations really work to help sort out good management ways from bad, to get us thinking about how to change our own practices for the better. But can Ackoff and Addison, despite their life-long careers in Organizational Change and Systems Design really claim to speak for present-day management practice? Sally Bibb has a fine reputation as a writer and journalist, is ebullient, witty and an enthusiastic pioneer of change. To test them out, she picks up the gauntlet thrown down by Ackoff and Addison and rises to the challenge by giving some feisty responses to their ironic and provocative claims. The conversation crosses cultural, status, gender and age divides and results in a book that will appeal to readers from the lowest to the highest ranks of the organizational hierarchy as well as to those who have resisted being part of it altogether.

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For the late Russell Ackoff, the important principles and qualities on which his work was based - clear-sightedness, looking at the bigger picture, working backwards to dissolve problems, radicalism - crossed over into most, if not all, other aspects of his life. "Ackoff's Memories" tell of his experiences of serving in the US Army during World War II; of bringing up a young family; of encountering different cultures whilst working abroad. From analyzing birth rates in India, to a fireside chat with the Queen of Iran, to introducing theme parks to the US, the stories collected in this book lay bare the workings of a number of well-known businesses and other organizations - and the people who run them. They describe common attitudes, behaviors and assumptions, which, if left unchallenged, can destabilize or even destroy an organization. This book shows how thinking systemically leads to real organizational improvements in a variety of academic and workplace settings and - just as important - how failure to do so can be both personally embarrassing and damaging to the organization. Each story is used to illustrate a belief, principle or conclusion central to Ackoff's theories of Systems Thinking and Design Thinking. And each of them is told with his customary generosity, wit and wisdom.

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