Strategy of the Dolphin: Scoring a Win in a Chaotic WorldYou Don't Have To Be A Shark To Be A Success In Business Although you don't think of yourself as a shark in business, you are smart, ambitious, and want to succeed. With the challenge of the Information Age looming large on the horizon, your adaptability to change, your search for the elegant solution to every kind of problem, your desire to work with the system and with others toward a common end, defines and shapes your perspective. You don't need the killer instinct. Your talents, your coping skills, your intelligence will help you succeed in the changing world of tomorrow. Your dolphin personality -- flexible, responsive, accepting -- represents precisely the attitude that successful managers must adopt. In Strategy of the Dolphin, the authors, innovative business experts, demonstrate that everyone will need to be a dolphin to survive the changes the future will bring. They speak directly to your needs, to your management style, reminding you that your way is perfect for your temperament and goals. Strategy of the Dolphin will enable you to develop your creativity, break through obsolete thinking, and act upon your own compelling visions. Of course dolphins like to win, but they know that others don't have to lose at their expense. A vital book that will take you into tomorrow today, Strategy of the Dolphin is a stimulating blueprint for success that resourceful and self-aware people can use in their continuing search for excellence. |
From inside the book
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Page 45
... individual in a crowd is able to see better by standing on tiptoe , particularly when others are doing so . But everyone would do better if no one stood on tiptoe . Each individual thinks it in her interest to rush for the exit when ...
... individual in a crowd is able to see better by standing on tiptoe , particularly when others are doing so . But everyone would do better if no one stood on tiptoe . Each individual thinks it in her interest to rush for the exit when ...
Page 137
... individual's are clear , the individual has the greatest opportunity to choose -- that is : -to get out -to change " me -to change the organization Celebrate diversity . Every worldview has its blindspots . A true team of people will ...
... individual's are clear , the individual has the greatest opportunity to choose -- that is : -to get out -to change " me -to change the organization Celebrate diversity . Every worldview has its blindspots . A true team of people will ...
Page 217
... individual ; " therefore , I expect . " Referring again to Figure 7.4 , we see that there are seven additional profiles . In the late 1970s , when researchers at Brain Technologies first began to test The BrainMap , there was no mention ...
... individual ; " therefore , I expect . " Referring again to Figure 7.4 , we see that there are seven additional profiles . In the late 1970s , when researchers at Brain Technologies first began to test The BrainMap , there was no mention ...
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Common terms and phrases
1988 Brain Technologies ability behavior believe Brain Technologies Corporation BrainMap Breakthrough BUCKMINSTER FULLER capable carps and sharks challenge chaologists chaos chaos theory choice Clare Graves complexity cooperation create creative develop dolphins Dolphins understand Elliott Jaques emotions energy entropy environment fear feelings flow fractal frontal lobes future Get-out Give-in Gold-Collar Worker happen hemisphere higher order horizon house of mirrors I-ACCOMMODATE I-CONTROL I-EXPLORE I-PRESERVE I-PURSUE idea Ilya Prigogine individual James Gleick Jaques kind learning LEFT BRAIN let go live look mind old wave organizations outcome PAUL WATZLAWICK perturbate play players pool possible POSTERIOR BRAIN problem produce pseudo-enlightened carps purpose reality responsibility sense situation skills solutions Stewart Emery strange attractor strategy Technologies Corporation Figure things Trade-off universe values vision vision-building waves of change win/win worldview