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14 of 15 people found the following review helpful:
5.0 out of 5 stars
Quo Vadis?, May 16, 2000
Since it was first published, this book has become a "must read" for those who are struggling to understand what is happening and, more to the point, what will probably be happening in the global marketplace. Drucker has suggested that one of the greatest challenges for any organization is to manage the consequences and implications of a future which has already occurred. I agree. However, I also agree with Barker that it is possible to recognize what he calls a "paradigm shift": a major change of the rules and regulations that establish or define boundaries, a change which suggests that new behavior will be required within those redefined boundaries. One of the most important concepts in the book is what Barker calls "paradigm pliancy": "the purposeful seeking out of new ways of doing things. It is an active behavior in which you challenge your paradigms [ie the status quo, assumptions and premises] by asking the Paradigm Shift Question: What do I believe is impossible to do in my field, but if it could be done, would fundamentally change my business?" Have you asked this question? Do you realize that one or more of your competitors may have already asked that question? Although the book's subtitle is "The Business of Discovering the Future", the fact remains that (back to Drucker) the challenge is to identity and then measure the degree of probability of various contingencies...many of which may have already occurred or are now in process. Barker asserts that every organization must anticipate and then innovate to achieve excellence in an age during which change is the only constant. He suggests that there are five components to "strategic exploration": Understanding influences which shape our perceptions, divergent thinking which enables us to consider more than "one right answer", convergent thinking which enables us to integrate data while prioritizing choices, mapping which reveals pathways from the present to the future, and finally, imaging which (with words or drawings or models) documents what is learned during the process of exploration. This is a business "classic" which will continue to be relevant so long as leaders of organizations remain hostage to assumptions and premises which are either already obsolete now or will soon become so. What about yours?
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9 of 9 people found the following review helpful:
5.0 out of 5 stars
An Early Look at Stalls, Their Causes, and Stallbusting, June 17, 2000
Barker did a major service when he took Kuhn's work (about stalled thinking in science) and extended it into general social situations, across the disciplines. Think of this book as the popularized version of Kuhn. Without popularizers, most important concepts would never have achieved wide appreciation. Darwin is a prime example of someone whose name we might not know today except for popularizers. If you have never heard of a paradigm, this book is a good introduction to the subject. Basically, a paradigm is a thought process that simplifies our thinking incorrectly. After we become familiar with the paradigm, we have to develop a new and better paradigm to deal with the issues that the paradigm does not sufficiently address. The book focuses on how to anticipate changes in paradigms, who to look to for such new paradigms, and how to take advantage of this anticipation. Of particular value is the section where Barker shares many examples of stalled thinking. These are brilliantly conceived, and make it easier for you to appreciate what a stall is. My hat is off to Barker, and I am honored to have referenced his excellent contributions in The 2,000 Percent Solution. If you are committed to overcoming stalled thinking to achieve exponential success, this book is a prerequisite.
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6 of 6 people found the following review helpful:
5.0 out of 5 stars
A very important book., October 3, 2000
For years I wondered why it is often very difficult to convince even highly-intelligent of a new fact or idea, no matter how much evidence there may be supporting the new concept. Then I read this book and learned that even intelligent people often find it difficult to even hear or see evidence for anything which lies outside their current mindset -- or "paradigm." Even great scientists and astute business men time and again fail to see or hear compelling evidence for new concepts that lie outside their current paradigm -- and, thus, significant ideas and opportunities are lost to them. However, in the present time of rapid change, we simply cannot continue to be held back by our old paradigms. This book is essential reading for those who wish to be able to cope with the rapidly-changing present and future.
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