17 of 17 people found the following review helpful:
5.0 out of 5 stars
Life-changing, July 25, 2000
I read this book as part of an MBA programme, but it's far, far more than a business book. In a series of self-examination exercises, Handy teaches how we can all reassess our lives and change the way we live and work. All this is achieved in a slim, matter-of-fact volume that puts many other business and management books (as well as the slew of self-help literature) to shame, with its erudition and the well-read eclecticism of its author. Maybe half a dozen books in a lifetime make you change the way you think. If this isn't one of them, there's no hope for you.
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14 of 14 people found the following review helpful:
5.0 out of 5 stars
Inspiration for the soul, April 22, 1997
By A Customer
Handy's reasonable tome unveils an argument for becoming questioning, seeking, unreasonable individuals. Written several years ago, Handy's ability to forecast the direction in which businesses are moving (adopting 'cores' and contracting out much of the work) is fascinating. I wonder what I would have thought of this book 8 years ago when it was first published. 'Is he for real?' Charles Handy is very real and so is the future about which he writes
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14 of 16 people found the following review helpful:
4.0 out of 5 stars
Don't take it *too* literally., November 28, 2001
I had to both laugh at and give a helpful vote to the review below which accused the author of citing half-baked fragments of myths and anecdotes as evidence. To a certain degree, it's a fair cop, particularly if you're looking for a book which is going to really stunningly predict the future.
_The Age of Unreason_ isn't about predicting the future, it's about training yourself to look at the future in ways that you might otherwise not have done. As such, I found it a valuable and interesting book which is clearly based in a lot of meditation on learning and learning theories.
Some of the things Handy mentioned turned out to have become true since the book was written. Other things didn't-- but it doesn't matter ultimately. What the book asks is this: Can you recognize the real causes for pain that you identify? Can you think differently to force discontinuous change? Is your vision of the future based on an accurate perception of the past, or are you looking past major factors because you don't recognize the role of gradual change?
People who like this book may like some of the books on developing strategies using scenario exercises. This book also contains a decent (if dated) bibliography.
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