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Idealized Design: How to Dissolve Tomorrow's Crisis...Today (paperback)
- By Russell L. Ackoff, Jason Magidson, Herbert J. Addison
- Published Apr 20, 2006 by Pearson Prentice Hall.
- Copyright 2006
- Dimensions: 6 X 9
- Pages: 336
- Edition: 1st
- Book
- ISBN-10: 0-13-707111-6
- ISBN-13: 978-0-13-707111-1
- eBook (Watermarked)
- ISBN-10: 0-13-205508-2
- ISBN-13: 978-0-13-205508-6
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Product Author Bios
Russell L. Ackoff is Anheuser-Busch Professor Emeritus of Management Science, The Wharton School, University of Pennsylvania. He was a member and former Chairman of The Wharton School’s Social Systems Sciences Department, as well as the Busch Center, which specializes in systems planning, research, and design.
Dr. Ackoff is author and co-author of 22 books, including Redesigning the Future, The Art of Problem Solving, Creating the Corporate Future, Revitalizing Western Economies, Management in Small Doses, Ackoff’s Fables, The Democratic Corporation, and his most recent books Re-Creating the Corporation, Ackoff’s Best, Redesigning Society, and Beating the System, the latter two with Sheldon Rovin. His work in research, consulting, and education has involved more than 350 corporations and 75 government agencies in the United States and abroad.
Dr. Ackoff played a key role at the University of Pennsylvania, both in the early history of the Operations Research Group and in establishing the Social Systems Sciences Graduate Group. Since becoming Emeritus, he has been honored by the establishment of the Russell L. Ackoff Endowment in the Wharton School and The Ackoff Center for the Advancement of Systems Approaches in the Engineering School, through which his legacy at the University of Pennsylvania continues.
Jason Magidson is director of innovation processes at GlaxoSmithKline. He has 20 years’ experience helping organizations create an environment where great product and service ideas are generated. His clients have ranged from IKEA and DuPont to startups and non-profits. Magidson founded ProductWish.com,
a Web-based clearinghouse for innovative product improvement ideas. He has written for publications including Harvard Business Review.
Herbert J. Addison is a consulting editor and writer who has served as vice president and executive editor in business and economics for the Oxford University Press, and director of its college textbook department.
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13 of 13 people found the following review helpful
A very interesting and likely helpful process for moving your organization into tomorrow, By
This review is from: Idealized Design: How to Dissolve Tomorrow's Crisis...Today (Hardcover)
This is one of those books that I loved the first 2/3 of, but the last 1/3 is better off ignored. This book talks about a process that can get an organization into better competitive shape for the future by imagining the present as destroyed and we have to begin again with what we now know but with none of the inertia or baggage from the past. What would you then design?I think the process put forward here can be quite powerful. The concept of formulating the mess and then planning the ends without regards to the past is terrific. Then you plan how to get there and while what you end up with will probably not be what you "idealized", it will almost certainly be innovative and far ahead of where you would have been with incremental change. The authors' concept of dissolving the problem by looking at the containing factors and making the problem disappear by changing the container is also especially good. However, it is in part III where the authors discuss... Read more
7 of 7 people found the following review helpful
How to adapt when you are facing the situation of adapt or die, By
This review is from: Idealized Design: How to Dissolve Tomorrow's Crisis...Today (Hardcover)
In the modern world, you can send information around the world in less than a second. This has leveled the playing field across the globe, helping to create the growing rift in the earning power of Americans. The income of the upper half of the U. S. population continues to advance at a steady rate, but that of the lower half continues to decline. Even worse, the number of hours in the average work week continues to increase. All of this means that the old style of management that worked so well for so many years for American companies is now obsolete. The operative phrase is simple, "Adapt or die (quickly)!"It is no longer reasonable to spend an extensive amount of time examining a problem from all sides, slowly working towards a consensus and then incrementally implementing the solution. One must be able to identify problems, create solutions and then execute them all within a very short time. This requires organizations to reorganize into flat hierarchies of decision... Read more
6 of 6 people found the following review helpful
Dispel Tomorrow's Crisis Today, By
This review is from: Idealized Design: How to Dissolve Tomorrow's Crisis...Today (Hardcover)
Every organization faces interacting threats and opportunities. It is, perhaps, simplistic to argue the ideal solution to these problems is to imagine the ideal solution and then work backwards to today.The authors refer to this six-step process as "idealized design." * Idealization 1. Formulate the problem. Understand your organization's Achilles heel by preparing a systems analysis, an obstruction analysis, describe your organization's future without change and then project a scenario if nothing is done. 2. Ends Planning. This is the heart of the process. Once you understand where you are and where you want to be, identify the gaps. * Realization 3. Means Planning 4. Resource Planning 5. Design of Implementation 6. Design of controls. The authors include a chapter for government and another on the health-care challenge. They offer humane, effective and intriguing... Read more |
Table of Contents
Foreword by Ray Stata xxiii
Preface xxix
Introduction: The Birth of an Idea xxxiii
Part I: Idealized Design: The Basics 1
Chapter 1: The Stages of Idealized Design 3
Chapter 2: Organizing the Process 27
Chapter 3: Preparing for an Idealized Design Process 43
Part II: Idealized Design: Applications—The Process in Action 59
Chapter 4: Business Enterprises 61
Chapter 5: Not-for-Profit and Government Organizations 87
Chapter 6: Process Improvement 103
Chapter 7: Problem Dissolving 117
Chapter 8: Facilities and Sites Design 129
Chapter 9: Take the Plunge 137
Part III: Idealized Design: No Limit—Applications to World Challenges 145
Chapter 10: The Urban Challenge 147
An Urban Car
A Redesign of Paris and Beyond
Chapter 11: The Health-Care Challenge 159
A National Health-Care System
A Health-Care Mall
Chapter 12: The Challenge to Government 171
A National Elections System
A New United Nations
A Response to Terrorism
Part IV: Complete Idealized Designs 187
Chapter 13: Energetics (Business Enterprise) 189
Chapter 14: Academy of Vocal Arts (Not-for-Profit) 219
Chapter 15: White House Communications Agency (Government) 235
Endnotes 265
Annotated Bibliography 267
Index 277
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