The Human Constraint : How Business Leaders Can Embed Continuous Innovation, Conflict Resolution, and Problem Solving into Daily Practice

The Human Constraint How Business Leaders Can Embed Continuous Innovation, Conflict Resolution, and Problem Solving into Daily Practice

The Human Constraint is a business novel inspired by over 25 years of work in the field with a methodology that combines Deming's management philosophy and the Theory of Constraints to equip leaders with the knowledge, method, and tools to manage complex challenges and continuous innovation.

Detalles Bibliográficos
Autor principal: Montgomery, Angela (-)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Oxford : Productivity Press 2024.
Materias:
Industrial management.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009869110706719
Tabla de Contenidos:
  • Cover
  • Half Title
  • Endorsement
  • Title Page
  • Copyright Page
  • Dedication
  • Table of Contents
  • Acknowledgments
  • About the Author
  • Introduction
  • Why Do We Need to Learn to Think Differently?
  • Hope Is Human
  • Part I The Story
  • Chapter 1 Unreal City
  • Chapter 2 Stability and Chaos
  • Chapter 3 Vertigo
  • Chapter 4 The Deming Dimension
  • Chapter 5 Dreams and Secrets
  • Chapter 6 A Conflict in a Cloud
  • TPK Holdings Venture Summary
  • Introduction
  • The Team
  • Background
  • The Philosophy Behind the Uniflex Transformation
  • The Methodology
  • Speed as the Essence
  • Chapter 7 A Gap in the Skyline
  • Chapter 8 An Invisible Web
  • Chapter 9 Treasure Hunt in Dumbo
  • Chapter 10 An Unrefusable Offer
  • Chapter 11 The Woes of Winter
  • Chapter 12 They're All Traders
  • Chapter 13 Arrivederci, New York
  • Chapter 14 Shaker Heights
  • Chapter 15 Pictures From an Exhibition
  • Chapter 16 But We're Only Just Getting Started
  • Chapter 17 Spring Awakening
  • Chapter 18 Stuck in the Middle
  • Systemic Organization
  • New Marketing and New Products
  • Quality
  • Synchronization
  • From Hierarchy to System
  • Chapter 19 Counterpoint
  • Chapter 20 Slow, Slow, Quick, Quick, Slow
  • Chapter 21 All That Fall
  • Chapter 22 Aftershocks
  • Chapter 23 Oh, Canada
  • Chapter 24 Enter a Ghost
  • Chapter 25 Inherent Conflict
  • Chapter 26 East Coast, West Coast
  • Chapter 27 Fire in the Hole
  • Chapter 28 A Celebration
  • Chapter 29 The Original Thought
  • Chapter 30 Choices
  • Chapter 31 The Human Constraint
  • Chapter 32 A New Economics
  • Part II AN INTRODUCTION TO SYSTEMIC MANAGEMENT AND SYSTEMIC THINKING PROCESSES FOR BUSINESS LEADERS
  • Filling the Knowledge Gap for a New Economics of Throughput
  • Creating Competence for an Age of Complexity
  • We Can Adopt a Systems View of the World
  • We Can Build and Manage Organizations as Systems
  • We Can Put New Knowledge to Work: Managing Variation and Constraints
  • We Can Learn to Manage Increasingly Digital and Decentralized Work as a Network of Projects
  • We Can Change How We Think
  • The Thinking Processes from the Theory of Constraints
  • What Is the Theory of Constraints?
  • A Profound Insight
  • Unexpected Advice
  • Our Presentation of the Thinking Processes
  • Why Are the Thinking Processes So Powerful?
  • Intuition, Analysis, and Implementation
  • The Challenge of Thinking Differently
  • A New Verbalization for Transformation
  • Never Lose Sight of the Goal
  • Building a Conflict Cloud
  • Challenging Our Mental Models and Seeing Others through Assumptions
  • Opening Ourselves up to Change
  • Beyond the Conflict Cloud: Connection and Transformation
  • The Thinking Processes and Leadership
  • The Thinking Processes and Free Choice
  • About Intelligent Management
  • Bibliography
  • Index

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