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 96
... learning . Typically , we humans have used a pattern of continuous maintenance learning disrupted by short bursts of innovation triggered by some shock- ing , unexpected turn of events . Some observers , including your authors , argue ...
... learning . Typically , we humans have used a pattern of continuous maintenance learning disrupted by short bursts of innovation triggered by some shock- ing , unexpected turn of events . Some observers , including your authors , argue ...
Page 199
... learning . When you aren't learning , you are arguing for your limits . When you argue for your limits , you get to keep them . When you keep your limits , you preserve the status quo . And in times of rapid change , preserving the ...
... learning . When you aren't learning , you are arguing for your limits . When you argue for your limits , you get to keep them . When you keep your limits , you preserve the status quo . And in times of rapid change , preserving the ...
Page 269
... LEARNING MATERIALS The " dolphin " approach to management is more than just a strategy . It is also a learning and training technology accessible through the use of a number of cutting - edge educational and orientational tools ...
... LEARNING MATERIALS The " dolphin " approach to management is more than just a strategy . It is also a learning and training technology accessible through the use of a number of cutting - edge educational and orientational tools ...
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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