A story about change. Aphorisms about management. Parable “Changing the world”

There was silence. The students silently waited for someone to praise
Shoi-Ming.
The teacher paused, shook his head and said:
- Each of you is right in your own way. If you do not think about the past and
live in the present, you will always be calm and friendly.

If you understand that your sorrows and troubles, the atonement of sinful
deeds of past lives, you will not blame God and fate
in injustice.
And it is necessary to resist evil, but not by physical strength, but by breadth
soul and mercy.
But this can make the next life better. And in this one, whatever
man, no matter what, no matter what he dreams of, life will go on
own way.
She will never ask which way you want to turn.

Reviews

Good time to you Filun. For some reason, I have not seen or heard that life is called happiness, but this is really happiness, even if we go through torment in it. For only in life we are perfected. So what is next? Everything is left to our descendants. This is how our consciousness evolves. I wrote a short poem on this topic, but put it in the basement, it is probably clear only to me, I could not reveal the topic yet, I will think ...

Not in life peace ...,
All harmony in general,
Man once sick
A quarrel is between the soul and the body...

Them, then in the cold, then in the heat,
Just let your nerves...
Happiness is a Ball
And we blame for the share ...

And all because we are not able, or we do not know how to see as a whole, but only a fraction. And all illnesses and failures are from the lack of harmony of the body and soul, of us and the World. Yours sincerely, Peter.

Good evening Peter. Life cannot be completely happy, because there are desires that make our life miserable. In the Gita it is written: - Remove desire, SUFFERING WILL DISAPPEAR,
In addition, in your verse there are lines:
- A sick person
A quarrel is between the soul and the body...
But this is not always the case. After all, there are diseases, both acquired by us from an incorrect worldview, and hereditary, which are transmitted by genus.

Everything is left to our descendants.
- our descendants still have hereditary diseases, but your personal evolution of consciousness goes with you into the next life.
With a smile, I

Good time Filun. A person is born with a pure soul, and with a certain nervous system, "dirt" as well as diseases, he then collects, more often with the help of loved ones, and in the society where he lives. Heredity, of course, is present, but not in the views and judgments. Yours sincerely, Peter.

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The best policy is to create an environment in which people feel the joy of the work they do. ()

With unity of command, the boss is always right. (Konstantin Kushner)

In the system of operational and strategic management methods, "antennas" must operate for immediate and timely reception of signals about changes in the market, so that the entrepreneur or manager can start adjusting the process of adapting to a new market situation in a timely manner. (E. Mayer)

It's easy to be smart. You just need to find and gather into one team those who are dumber than you. (Eugene Skoblov)

The key to successful leadership is to see the multivariate future, the ability to foresee the most gloomy scenarios. (William Shakespeare)

The most important task of our leadership cadre is to develop managerial abilities in other people. (Henry Ford)

Whoever does not know how to manage, he always becomes a usurper. (Carlo Bini)

A MANAGER is a person who never puts off until tomorrow what he can get others to do today. (Evan Ezar)

The question "Who should be the leader?" reminds the question "Who should be a tenor in a quartet?". Of course, a person who can sing in tenor. (Henry Ford)

To rule, one must be able to divide. ()

When cadres decide everything, then much remains behind the scenes. (Konstantin Kushner)

The moral qualities of an outstanding personality are perhaps more important for a given generation and the entire course of history than purely intellectual achievements. The latter depend on the greatness of character to a much greater extent than is commonly believed. (Albert Einstein)

I am either a fox or a lion. The whole secret of management is knowing when to be one or the other. (Napoleon I (Napoleon Bonaparte))

It is easier for us to control people than to prevent them from controlling us. (Francois de La Rochefoucauld)

The great art of subjugating people lies in the ability to take them on their good side. (Honoré Mirabeau)

Clarity of purpose increases the manageability of the company. (Vladimir Kostelman)

Should be revered as a god, one who is good at defining and dividing. (Plato)

Do not do what others do. Don't do what others do. ()

To be considered a fool, it is not necessary to lead someone. (Gennady Malkin)

Making a decision means accepting the preponderance of some external factors over others. (Twardowski)

Profit should give more skillful management of business: more brain in your work - brain and more brain. (Henry Ford)

Who controls the past controls the future; who controls the present controls the past. (George Orwell (Eric Blair))

The best ruler is the one about whom the people know only that he exists. Somewhat worse are those rulers who require the people to love and uplift them. Even worse are those rulers whom the people fear, and worse than all those rulers whom the people despise. (Tao Te Ching)

To each pick up a master key. That is the art of managing people. (Baltasar Gracian y Morales)

True productivity always gives maximum results with minimum effort, tension, on the contrary, gives rather large results only with abnormal efforts. Voltage and performance are not only not the same thing, but also directly opposite things. To work hard means to put maximum effort into the work; To work productively means to make minimal effort. (Emerson Harrington)

The most difficult art is the art of managing. (Carl Julius Weber)

By sharing the views of the dictator, you increase the number of his victims. (Valery Afonchenko)

In the contract, be afraid not of large print, but of small. (American saying)

04 June 2012

change yourself

let's talk about change most myself. Each of us probably tried more than once to fight against “windmills”. And we spend a lot of time, energy and effort on this.

We all want change the world, we undertake to embrace the unembraced, we know and teach how we should live around us, we believe that only we can change the world around us. But rarely one of us tries to look into ourselves, to change yourself. And when understanding comes, we have no time for ourselves, because everything was spent on “windmills”.

The world remains the same. Only we perceive it as we really are. And the problem is not that the world is bad, the problem is in ourselves. Changing the world is the fight against windmills. change yourself in this world, and the world will change in your eyes. The world is beautiful! Let's be beautiful too! Love and good to you!

Parable “Changing the world”

The young man clearly saw the injustice of the world order. He really wanted to change the world and make it a better place. Every day he prayed, "Lord, help me change the world for the better."

Years passed, and already a mature man, he realized that he could not change the world. Then he began to pray: “Lord, help me change, make better at least my closest people - my wife and children” ...

Years have passed. Being already a very old man and feeling the imminent arrival of death, the old man turned to God with a prayer: “I did not manage to change either the world or even my family. Lord, help me change at least myself.”

Late. Now you won't have time, - the god answered.

Having known himself, no one will remain the same as he is. (T.Money)

Reviews (16) for "Changing the World"

Victor
04 June 2012 at 19:04
The story is a bit wrong. There is always an opportunity to change yourself. It's my personal opinion. After all, everyone is entitled to their own thoughts.
Vitaly
04 June 2012 at 19:21
I agree with you Victor that everyone is entitled to their own thoughts. But no matter how right or wrong the parable may be, its essence is the same - change yourself! Sometimes a whole life is not enough for a person to change himself!
Ulyana
04 June 2012 at 19:40
The hardest work is working on yourself. Maybe that's why people take the job easier? Although this work is pointless.
Vitaly
04 June 2012 at 20:24
The hardest thing is to look into yourself, change yourself. To do this, you need to admit your mistakes. Thank you Ulyanushka!
Yuri
05 June 2012 at 12:01
You can change yourself in different ways. Suddenly it turns out that he changed himself, and then you didn’t like these changes. That way you can get confused)))
Vitaly
05 June 2012 at 16:32
Yuri! You can get confused without knowing yourself! There was no case when a person, having known himself, made a mistake or got confused!
Alla
June 06, 2012 at 7:28 am
Everything is correct. Working on yourself is the main thing. As we look at the world, so it looks at us.
Oksana
06 June 2012 at 10:26
I also think that you can always change yourself .. even on the edge of the grave .... just few people are already thinking about it being on this edge ...
Vitaly
06 June 2012 at 17:56
I agree with you, Oksana! Thanks!
Vitaly
06 June 2012 at 17:56
I support you, Allah! Thanks!
Alex
01 Aug 2013 at 07:25
Is it too late to change it already?
Alex
01 Aug 2013 at 07:26
The Jews have taken over the world.
Vitaly
01 Aug 2013 at 15:35
This is for everyone to choose! After all, a person chooses for himself what he needs - to change the world in himself, or to change himself in this world. Thanks!
Vitaly
01 Aug 2013 at 15:36
Controversial question.
Vadim
01 Oct 2013 at 10:58
In a global sense, the world is being changed by the powers that be. The rest are content with changing themselves.
Vitaly
01 Oct 2013 at 11:16
If you take it in a global sense, then it's hard to disagree with you! Thanks!

We are publishing an article by Helen Edwards about John Kotter's new book and his advice to all who are faced with the need to manage and participate in change.

Living conditions for meerkats in the Kalahari desert began to change - and not at all for the better. Vultures have mysteriously changed from scavengers to killers. Nobody knew why. Thus begins the book “We used to do it differently! A Story About How Organizations Rise, Fall and CanRise Again (That's Not How We Do It Here!: A Story About How Organizations Rise, Fall and CanRise Again), a new business parable from one of the most prominent experts in change management John Kotter Professor at Harvard Business School.

At the center of the story are two very different meerkat colonies that find themselves in equally unfortunate circumstances. The first clan is much larger than a typical meerkat colony, is growing rapidly, and until recently has done exceptionally well. Each meerkat knows exactly what their role is and what proven methods, business processes and performance metrics are required to function successfully. All this discourages the young meerkat Nadia, who goes to work for the first time. So far, she doesn't understand everything, but she has little opportunity to discuss it with higher-ranking meerkats, who strongly believe in the hierarchical chain, because "experience shows that standard processes give the best results."

Unfortunately, new predators, lack of food and drought have made it impossible to do business the old way. Meerkats begin exhibiting the dysfunctional behavior described in Kotter's 2008 classic A Sense of Urgency. A small part remains calm, relying on the track record and past successes, believing that the problems will soon pass, which means that there is no need for change. However, the majority exhibit a "false urgency" characterized by a flurry of activity - working groups and meetings, restructuring and replacement of personnel, confusion and blaming each other. “The clans wondered why the bosses constantly arrange meetings. The anxiety-prone meerkats and those who never trusted their superiors spread a lot of false information in the absence of confirmed information from above. If the alpha meerkats had any common strategy, only about a dozen others understood it.

When Nadia's friend is fired for trying to implement a new way of working, and Nadia herself finds herself tired of managing with constant "shouts and orders", the young meerkat decides to leave the clan and see how others are doing. She comes across a small colony organized exactly like a start-up. Here the leader is not considered the custodian of the master plan. New ideas are welcome and everyone is welcome to contribute. Nadiya is overwhelmed by "the speed with which ideas are proposed, supported and implemented." This approach is so successful that the new colony grows immeasurably larger as dissatisfied meerkats from doomed clans join it. But at this point, problems begin: some get bored with routine work and find it difficult to continue it, some volunteers are not suitable for independently chosen tasks, and the rest, meanwhile, spend their creativity on problems that already have an effective solution: “Everything that required the coordinated efforts of dozens of meerkats, or was done poorly, or was endlessly discussed in groups whose members increasingly suffered from dissatisfaction with each other and an inability to cope with tasks. As a result, a catastrophe occurs: since the repair work was not carried out on time, seven meerkats die after a downpour with a thunderstorm.

The purpose of the parable is to show how Nadia, who has faced both management without leadership and leadership without leadership, understands that in order to effectively implement change and simultaneously succeed in traditional business, it is necessary to take elements from the experience of both colonies. Organizations need a “double operating
structure” is a more flexible network structure in combination with hierarchies: it is quite realistic “to have control levers in a hierarchical structure that would ensure excellent performance of current tasks, and at the same time a certain degree of freedom in a network structure that would move in a clearly defined direction and would help innovate, remove barriers, avoid missed plans, and bring everyone closer to the future as quickly as possible.” Kotter describes the theory behind this in a more traditional business book, Accelerate, published in 2014.

However, in order to effectively implement changes, returning to her native clan, Nadia does not need only an understanding of the theory. As a junior meerkat, she doesn't have the influence to bring about changes in the culture. First you need to find support in the person of a more influential meerkat, who will be interested in her ideas and allow small experiments with the participation of volunteers. Kotter believes that the ability to get others excited about a new approach is the most important test in deciding whether the approach is worth adopting: “If a person finds enough support to start implementing an idea, perhaps it really is promising, or at least deserves a chance. Otherwise, no one would agree to try. Another important function of an influential patron is to remove barriers so that initiatives can be implemented. This is contrary to the traditional culture of large organizations, where they are usually prone to "control or destroy" attempts.

Once there is a real sense of urgency in the culture of an organization and its members recognize that change is needed and that there are great opportunities and serious risks behind it, once structures are in place to generate ideas and develop leadership throughout the organization, the chances of success will increase dramatically. It is not enough to agree with these principles in your mind. Kotter uses stories—about meerkats in this book and about penguins in the previous bestseller Our Iceberg Is Melting—to evoke a more vivid and emotional response to these ideas. According to Kotter, now that the changes have become permanent, and not episodic, there is a maximum need to involve many more people “not only in cooperation in the implementation of the strategic ideas of top managers, but also in the search for ideas, the elimination of all organizational and psychological barriers to change and motivate large groups of people to a new style of activity - in other words, to help in management. Telling stories is a very persuasive way to do this.

Kotter's Eight Steps to Change:

1. Create a sense of urgency.

2. Create a guiding coalition.

3. Prepare a strategic plan and individual initiatives.

4. Recruit an army of volunteers.

5. Promote action by removing barriers.

6. Make progress in the short term.

7. Maintain acceleration by making sure that processes do not stop.

8. Consolidate change by incorporating the biggest advances in the corporate structure.

Bookshelf:

We are used to doing things differently! A story about how organizations rise, fall and can rise again. John Kotter and Holger Rathgaber. That’s Not How We Do It Here!: A Story About How Organizations Rise, Fall and Can Rise Again. John Kotter and Holger Rathgaber. Portfolio Penguin, 2016.

Feeling of urgency. John Kotter. A Sense of Urgency. John Kotter. Harvard Business Review Press, 2008.

Accelerating change. John Kotter. Olymp-Business, 2016. Accelerate. John Kotter. Harvard Business Review Press, 2008.

Our iceberg is melting. How to achieve results in the face of change. John Kotter and Holger Rathgaber. Alpina Business Books, 2012. Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions. John Kotter and Holger Rathgaber. Macmillan, 2006.

The original publication is on the website of the Vedomosti newspaper dated 10/03/2016.