MANAGING THE HUMAN DYNAMIC

What we propose here is a completely different paradigm. You doubtless know that the Newtonian description of the atom still persists (there is even a Flat Earth Society), and that a totally new understanding of the atom started a half century ago. That nuclear system of thought is a dynamic system. It requires that nuclear scientists think in a wholly different way, according to a different paradigm.

Business and industry are always asking for change. They already know that there is considerable difference between the costly lack of efficiency in the factory or office and the powerful excellence of the startup in the garage, the "skunk works". If you really want change you will get it by using the Designed Change Process (DCP). But what you need to remember is that the future is unthinkable from here. Just as the modern atom is "unthinkable" in Newtonian terms, how you will be managing your business after the Millennium is presently unthinkable, except for those who choose to let change happen.

In the process of thinking you hold some representation of reality both in containers called "concepts" and in your thought system. It is simple to understand that any reality which cannot be contained by the concepts in your head cannot be "thought". That part of reality remains invisible to you, unthinkable until you can take the time to explore the reality and to develop the concept to hold it. Similarly, how you think about something will determine whether you can actually think about it. It's like using Spellcheck to check your math.

What we propose is simple.

Just as concepts hold ideas about reality and permit you to deal with reality, the behavior of people, including you and me, is held in a powerful dynamic. This fact explains the great amount of unintentional behavior which racks the workplace. Here we describe that behavior as controlled by five easily observed and understood Performance Shaping Factors (PSFs). This controlled behavior can be either horribly laden with low production and high error, or it can be designed to sustain behavior which is happily productive and almost error free. While traditional management is linear, that is, attempts to control workers by direct and individual action, you will learn to manage the containers which hold the behavior of the people. It's like proposing to place an overseas shipment in a cargo container, rather than expecting the cargo to be handled piece by piece. You will be pleased with the PSFs.

If you elect to go beyond the PSFs you will step into change, real change. You will do things you never heard of and you will perceive things as surely unthinkable today as the products you will provide in the future. Just as you would learn new ways to handle cargo if your shipment is held in a large container, so you will learn to think about your workforce and yourself as all held in the same container. You will identify that container as human dynamics. You will learn to manage the container (including yourself) with new skills. You will succeed in converting the unintentional behavior of your workforce (including yourself) into low error and high productivity. Your output will astound you as you leave behind the linear thinking of the Newtonian era of management and enter the dynamic era of management.

We offer you a small section devoted to paradigm change. This is designed to help you understand what such a change is and how to manage it in your own head. A real paradigm shift will, at least for a while, be disorienting. As you explore paradigm shifts you may experience that. The last Area covers methods through which you can make the change you want and then sustain it. It includes three strategies. You can attempt to use them without making the shift to dynamic thinking. They will work a little for you. But they are designed to be used in a new thought system, one of dynamic thinking such as has been effective in nuclear science and the resulting technology.

Within the new dynamic thought system you can use the PSFs more effectively until you succeed in taming them. That's when the unintentional behavior we are all subject to begins to work invariably and accurately for you rather than against you.

Mastering the factors which shape unintentional behavior in the workplace and how to make them manage the workforce for you.

BOOK 2. - THE MANAGER AS BEHAVIORAL SCIENTIST BOOK 2

Applying new factors to shape your organization to work as a unit and function effectively.

BOOK 3. - THE MANAGER AS ALCHEMIST BOOK 3

With the ability to think dynamically and to understand synergy as an independent force, manager and team alike function in a pleasant and productive culture.

BOOK 1. - PERFORMANCE SHAPING FACTORS

Unit 1. - Performance Shaping Factors

Chapter 1. - Stress - The Control Valve

Chapter 2. - Group Climate and Corporate Culture

Chapter 3. - The Meaning of Behavior

Chapter 4. - SELF Confidence

Chapter 5. - Disengaging the Past

Unit 2. - Paradigm Change

Chapter 6. - Paradigm

Unit 3. - Agreement Strategies

Chapter 7. - Agreement

Chapter 8. - Removing Road Blocks

Chapter 9. - Managing Synergy

BOOK 2. - THE MANAGER AS BEHAVIORAL SCIENTIST

Chapter 1. - PSFs in Behavioral Science

Chapter 2. - Thinking About Thinking

Chapter 3. - Communications

Chapter 4. - Getting Personal

Chapter 5. - Training Your Brain as a Tool

Chapter 6. - Group Dynamics

Chapter 7. - Managing Performance Shaping Factors

BOOK 3. - THE MANAGER AS ALCHEMIST

Chapter 1. - The manager as alchemist

Chapter 2. - The Agreement Strategies

Chapter 3. - Extending Common Ground

Chapter 4. - Eliminating Roadblocks

Chapter 5. - Managing Synergy

Chapter 6. - Mutual Action

Chapter 7. - Epilogue