...the way to high-performance leadership is not to avoid the corporate rapids, but to seek them out and use them to propel oneself into the future. Thankfully the authors provide the much needed paddle in a set of practical tools. --Jon Peters, Executive Vice-President, The Institute for Management Studies
Book Description
Editorial Reviews
From Publishers Weekly
Addressing business managers facing a kaleidoscopic future, the authors advocate embracing a condition of permanent uncertainty and urge managers to make up strategy as they go along, winging it a day at a time. It's a brave but not new concept. This is, however, an exceptionally thorough treatment of it and could serve as the text for a college course or a business workshop. Choice, the authors warn, has increased at every stage of the decision-making process, rendering decisions more perilous. Today's rules will not apply tomorrow, so what's to be done? White (coauthor, Breaking the Glass Ceiling), consultant Hodgson and freelance writer Crainer recommend developing abilities for taking on what they call "difficult learning"?"deliberately seeking out areas of maximum business benefit and developing the capabilities... to meet the challenge." These capabilities are applied through two channels: resonant simplicity and multiple (as opposed to linear) focus, an idea that goes back to Marshall McLuhan. The authors attempt to nail down their approach with graphs, guidelines and examples, trying, it would seem, to bring exactitude to their nebulous subject. 50,000 first printing; $75,000 ad/promo; Newbridge Executive Book Club main selection.
Copyright 1996 Reed Business Information, Inc.
Copyright 1996 Reed Business Information, Inc.
From Booklist
In this book about managing uncertainty, the idea of hurtling rapids, unknown obstacles, and "change . . . coming in all directions" is central to the authors' model, and therefore "white water" is a necessary image. (The authors' introductory section, however, is inconsistent. Perhaps anticipating a change, they also use the phrase "wildwater leadership." ) White is a coauthor of Breaking the Glass Ceiling (1992), and his coauthors here are a British consultant and a management writer. They incorporate current concepts like "the learning organization" into their system, but they focus on the five skills essential for "white water leadership." These are "difficult learning, maximizing energy, resonant simplicity, multiple focus, and mastering inner sense." David Rouse
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