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Charles Higgins Kepner - Managing beyond the ordinary

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Supplies the hands-on, how-to guidance to every manager who needs to master the principles and process of collaboration. Offers fresh insights into how to collaborate, and concrete proof as to why this seemingly simple process yields such amazing results. DLC: Management.

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title Managing Beyond the Ordinary author Kepner Charles - photo 1

title:Managing Beyond the Ordinary
author:Kepner, Charles Higgins.; Iikubo, Hirotsugu
publisher:AMACOM Books
isbn10 | asin:0814403360
print isbn13:9780814403365
ebook isbn13:9780585099651
language:English
subjectManagement, Problem solving.
publication date:1996
lcc:HD31.K4558 1996eb
ddc:658.4/03
subject:Management, Problem solving.
MANAGING BEYOND THE ORDINARY
CHARLES H. KEPNER
HIROTSUGU IIKUBO
amacom
American Management Association
New York Atlanta Boston Chicago Kansas City San Francisco Washington, D.C.
Brussels Mexico City Tokyo Toronto
This book is available at a special discount when ordered in bulk quantities. For information, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019.
This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought.
Library of Congress Cataloging-in-Publication Data
Kepner, Charles Higgins
Managing beyond the ordinary: using collaboration to solve problems, make decisions, and achieve extraordinary results / Charles H. Kepner, Hirotsugu likubo.
p. cm.
Includes bibliographical references (p. ) and index.
ISBN 0-8144-0336-0
1. Management. 2. Problem solving. I. likubo, Hirotsugu. II. Title.
HD31.K4558 1996
658.4'03-dc20
96-8691
CIP
1996 AMACOM, a division of American Management Association, New York. All rights reserved. Printed in the United States of America.
This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019.
Printing number 10 9 8 7 6 5 4 3 2 1
Page v
Contents
Acknowledgments
vii
Introduction
1
Section One An Overview of Collaborative Management
9
1. Managing Beyond the Ordinary: A Matter of Perspective
11
2. Collaboration and Management Thinking
23
3. A Checklist for Managing Beyond the Ordinary
35
4. Barriers to Managing Beyond the Ordinary
46
5. Benefits of Managing Beyond the Ordinary
58
Section Two The Ten Tasks
67
6. Task 1: Understanding the Situation vs. Leaping Directly Into Action
69
7. Task 2: Clarifying Your Real Purpose vs. Doing the Same Old Thing
78
8. Task 3: Determining What You Need to Know and Who Knows It vs. Doing It Yourself
85
9. Task 4: Getting the Complete Story About the Problem vs. Settling for a General Account
96
10. Task 5: Knowing the Cause vs. Simply Hoping You Are Right
108
11. Task 6: Setting the Requirements for Improvement vs. Jumping Directly to Alternatives
121

Page vi
12. Task 7: Finding the Best Possible Actions vs. Accepting the First That Come Along
134
13. Task 8: Creating a Balanced and Workable Program of Actions vs. Just Doing It
144
14. Task 9: Fine-Tuning the Plan vs. "It's Good Enough"
161
15. Task 10: Communicating for Acceptance vs. Just Telling About It
178
Section Three Completing the Process
197
16. How to Motivate for Collaboration
199
17. How to Install and Maintain Collaboration
214
18. You Can Do It
224
Bibliography
227
1ndex
229

Page vii
Acknowledgments
Where do good ideas come from? Very few are created out of thin air. Most come from predecessors and coworkers, teachers, parents and other family members, from the culture within which we are born, and from experience, our day-to-day dealings with reality as we learn what works and what doesn't.
We want to acknowledge our debt to the thousands of people who have taught us all we know about collaboration and managing and to thank them for the associations we have had and for what we have been able to learn from them over the years. There are too many of them to name; in some cases, we never even knew their names. They know who they are, however, and we thank them. We hope we have represented their contributions fairly.
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