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In his 1980 essay, The World of Tomorrow and the Person of Tomorrow, the psychologist Carl Rogers contemplated the future. He described those who would usher in this new era as people with the capacity to understand, bring about and absorb a paradigm shift.He added: "e;I have an uneasy feeling about this chapter... It is a beginning, an outline, a suggestion... I believe that what I am saying here will some day be fleshed out much more fully, either by me or someone else."e;Maureen O'Hara and Graham Leicester are uniquely qualified to flesh out Carl Rogers's vision (Maureen worked closely with Rogers for many years). Here they explore the competencies - the ways of being, doing, knowing and organising - that can help us navigate in complex and powerful times. They argue that these competencies are innate and within reach of all of us - given the right setting, plenty of practice and some gentle guidance. But they are seldom seen because they are routinely undervalued in today's culture. That must change, the authors insist, and this book is intended to begin that change.The book is based on the authors' extensive research and their practical experience observing the qualities demonstrated by some of today's most successful cultural, political and business leaders.

This is a book to take with you next time you visit a historic or heritage site. Its 50 'tactics' are designed to transform the way you look at these places and to get you thinking about the way the industry packages 'heritage'.

La reforma de la Administracion Publica es un asunto pendiente en muchos paises. En lugar el desastre actual este libro aboga por un enfoque sistemico en el que las personas son lo primero, se reduce el despilfarro y la responsabilidad sustituye a culpabilidad.

People Money is a comprehensive guide to the principles and practice of regional currencies. It shows how regional currencies can transform the lives and well-being of local communities, how they can sustain businesses, how local authorities can participate in their success and, consequently, why supporting regional currencies is of vital importan

In 1972, the first Report for the Club of Rome - The Limits to Growth - famously spelled out the unsustainable consequences of an economic system that demands infinite growth in a finite world. Just as The Limits to Growth exposed the catastrophic flaws in our economic system, this new Report from the Club of Rome exposes the systemic flaws in our money system and the wrong thinking that underpins it. It describes the ongoing currency and banking crises we must expect if we continue with the current monopoly system - and the vicious impact of these crises on our communities, our society as a whole and our environment. Our money system is outdated, brittle and unfit for purpose. It is responsible for the endless cycle of boom and bust, it systematically widens the gap between rich and poor, it creates unemployment and multiplies other extremely adverse social effects of any financial/economic crisis, it undermines sustainability initiatives, it disables vitally-needed national and international action to limit multiple threats to the environment and the biosphere. It is the single structural cause common to all financial and monetary instability. Money and Sustainability: The Missing Link - Report from the Club of Rome proposes an alternative: a monetary 'ecosystem' with complementary currencies working alongside the conventional one. This is more flexible, resilient, fair and sustainable. Societies worked like this in the past. So can we. The book first explains these systemic problems in detail. It's written in a way that's clearly accessible to the general public (although it references at length a wide range of technical topics: economics theory, the history and institutions of banking, the physics of complex flow networks, the science of sustainability, and population trends and climate change). This gives a framework for understanding the present money system. The authors then describe their proposal for an alternative money ecosystem which systematically addresses and resolves the problems created by the present system. Finally, this practical proposal is illustrated by nine case studies of different complementary currencies which are either running now, in development or could be implemented at short notice in individual cities and regions around the world.

Helps managers improve the service they provide to customers (or to the public) and reduce costs, improve performance and boost staff morale. In this title, the author introduces its key terms and techniques for reaching an understanding of the root causes of the particular problems facing your organisation.

Counter-Tourism: The Handbook equips readers with tactics and guiding principles to use on a personal journey through the heritage-tourism machine. They can pursue it as a three-stage progression from tactics, through interventions and on to open infiltration, or take it as all part of the same journey to be dipped into at any point.

Managing the Future offers a straightforward and pragmatic approach to strategic planning. It takes an honest look at the limitations of forecasting, and shows (through real-life examples and a wealth of experience) how managers can best use a variety of futuring methods - including scenarios, horizon scanning and trend monitoring.

This latest colletion of Case Studies demonstrate just how much can be achieved in a relatively short time using a Systems Thinking approach in a wide range of local authority departments.It's a handbook for anyone faced with the apparently impossible task of improving service levels and dramatically cutting costs.

Phil Smith - playwright, walk-performance artist and author (Mis-Guides, Mythogeography, Counter-Tourism) uses his retracing of WG Sebald's walk round East Anglia to introduce a unique kind of hyper-sensitised walking. His exemplary walk goes beyond 'wandering around looking at stuff' and shows how every walk can be art, revolution and pilgrimage.

Jean Russell's inspiring and visionary book challenges the 'breakdown thinking' that focuses only on defensive reactions to the economic, social, political, and environmental crises we face. Instead she proposes 'breakthrough thinking', which recognizes the gritty reality but enables us to envision and co-create a world of wellbeing and health

A book of insights, advice, inspiration and example. In Ready for Anything, Tony Hodgson examines the crises facing the planet and introduces The World System Model as a new, holistic way to understand our predicament - and The IFF World Game as an effective way to involve others in this learning and understanding.

'The Whitehall Effect' chronicles how the Whitehall ideas machine has failed to deliver on a monumental scale - and what we can do about it. We have a breathtaking opportunity to create public services that truly serve. But only if Whitehall changes. --- Why don't public services work very well? One key reason is that they have been 'industrialised'. Part 1 explains why call centres, back offices, shared services, outsourcing and IT-led change almost always lead to service failure. It explains, in particular, why 'economies of scale' are a myth. Part 2 proposes a better (and tried-and-tested) alternative to the alienating and unresponsive experience of industrialised public services.

In Silent Music, Julian Wolfreys (noted academic with a passion for the three languages of words, music and the imagination) brings together a group of musicians and Annagreth, a young German 'blow-in', in the uncomfortable dreamscape of the Isle of Wight in the late 1970s.

Many of us are afraid of failure and spend our lives trying to avoid it. But society's most high achieving figures would all recognise that failure has been an integral part of their success. This title offers a call to bring discussion of failure into the public sphere, and to open up debate about how to build dynamic responses to failure.

This book is about dealing with messes. Sometimes known as 'wicked problems', messes (or messy situations) are fairly easy to spot:it's hard to know where to startwe can't define them everything seems to connect to everything else and depends on something else having been done first we get in a muddle thinking about them we often try to ignore some aspect/s of themwhen we finally do something about them, they usually get worse they're so entangled that our first mistake is usually to try and fix them as we would fix a simple problem.

This book presents nine lenses through which the body is conventionally viewed. The body as object, the body as subject, the phenomenological body, the contextual body, the interdependent body, the environmental body, the cultural body and, finally, the ecological body. Designed to be a guide and stimulus for teachers, students and practitioners of dance, performance, movement, somatics and the arts therapies - and for anyone troubled by the idea of a brain on legs.

In Managers as Designers in the Public Services, he draws startling parallels between our expectations of IT solutions in the public sector and the expectations of Melanesian canoe-builders who use bunches of grass to drive heaviness and slowness out of their boats. He then uses detailed examples and case studies from the UK and USA to show just how misplaced has been our reliance on IT-based 'solutions' to public sector problems. But this book is much more than an informed and devastating critique of the UK's Integrated Children's System, US educational reform and the high-profile failure of the London Ambulance Service. David Wastell goes on to develop and apply the principles of Systems Thinking and Design Thinking to show how we need a 'design revolution' in the public services. Rather than monitoring, measuring and controlling, public sector managers need to see themselves as designers, whose job it is to reshape work systems and the whole workplace. He then uses two further case studies to give concrete examples of Design Thinking in action, with highly positive outcomes from design-based approaches to IT innovation. David Wastell calls our continuing (and unwarranted) faith in imposed, computer-based solutions 'technomagic'.

Decision-making has been one of the principal victims of 'modern' thinking. The 'analytical' approach has, of course, brought us vaccines, electricity and the internal combustion engine. But, in seeking to break things down into their component parts and improve the parts, governments and businesses continue to make some astonishingly bad decisions. What's more, many enterprises still pay close attention to 'decisions' and 'decision-making' whilst overlooking the bigger picture: the organizational system within which those decisions get made. This elegant book is a guide for any public, private, government or non-profit organization that needs a system for making better decisions. It sets out to change our 'analytical' habit and invites enterprises to consider the bigger picture. Author Vince Barabba presents an elegantly simple approach to making better decisions. He calls this approach 'The Decision Loom' and bases it on Systems Thinking, Design Thinking and Complexity Theory. He also describes the four core capabilities that any organization must put in place for this approach to work. What's more (because we're humans and prefer stories to instruction manuals) the tapestry of the book is embroidered with fascinating examples from the author's lifetime of experience at the head of American corporate and public decision-making.

Roy Bayfield, well-known for exploring the Googlemaps non-place Argleton, here writes about his three-year-long walk home from northwest England to his home town near Brighton. Using the book 'Mythogeography' as his guide, he describes a postmodern, post-psychogeography pilgrimage through wormholes, hospital, faultlines and Z-Worlds.

Policing is at a crossroads. At a time of unprecedented cuts and increasing levels of demand, the British police service (like many others) faces enormous challenges. Under the most radical reforms the service has ever experienced, its leadership is looking for new approaches that can maintain levels of service delivery and secure efficiency, accountability and public confidence. Recent history shows that applying private sector business models to the public sector often generates hidden costs and unintended consequences that damage productivity and morale. In spite of this evidence, reform programmes and prevailing management practices still seek to enforce approaches that have demonstrably failed. In Intelligent Policing, Simon Guilfoyle proposes a simple and elegant solution that refocuses organisational activity on the service user. Drawing on his own experience as a police officer, he uses a range of evidence to explore the possibilities that systems thinking offers. He clearly outlines how a systems-based approach can bring greater efficiency, improved service delivery, enhanced morale and reduced cost. He shows that the practices and models proposed in the book can be implemented immediately and insists that senior police leaders and policy makers have an ideal opportunity to make lasting improvements today that will resonate throughout policing and leave a positive legacy for the future.. Intelligent Policing is a rich resource for those - in the UK and around the world - who care about delivering an effective policing service in the 21st Century. It will also interest systems theorists for its practical approach to policing and inform academic debate in the fields of management and human behaviour.

From analyzing birth rates in India, to a fireside chat with the Queen of Iran, to introducing theme parks to the US, this book collects stories that lay bare the workings of a number of well-known businesses and other organizations - and the people who run them.

A practical strategy for transforming the UK and other healthcare systems... offering an affordable, sustainable and compassionate alternative to the present mess.Healthcare systems across the developed world are in trouble. Changing patterns of disease, an ageing population and advances in drugs and technology feed an inexorable rise in costs outrunning our best efforts to contain them. At a human level the system is coming under intolerable strain. Demands for cost savings squeeze out the time and humanity needed for good care and quality relationships. Safety suffers. Staff become demoralised, stressed and burned out. In the first two parts of Humanising Healthcare and focusing on the UK's National Health Service, Dr Hannah explores the fundamental assumptions which have brought us to this point and which likewise inform our current inadequate responses. She dissects the burgeoning regime of regulation and inspection that tries to impose ever tighter controls on a healthcare system that needs to be freed to serve its citizen patients. In the final part of the book, 'Another Way Is Possible', Dr Margaret Hannah offers a practical alternative strategy based on numerous examples of transformative practice from the UK and around the world. It promises a sustainable culture of healthcare that will enable us all to live healthy, fulfilled lives at a fraction of the current cost.

"e;I'm bursting to say how beautiful, bewildering and breathtaking this book is. I don't want it to end...maybe it never does..."e; - 5-star reader's reviewThis is a book for urban explorers, imaginative walkers, ambulant youngsters, difficult drifters, artists of the path less travelled, mythogeographers, psychogeographers, situationists and all the restless. Phil Smith author of 'Mythogeography', 'On Walking' and the 'Counter-Tourism' books, member of Exeter-based Wrights & Sites, well-known as Crabman, drifter and walker/performer and prolific playwright has written an extraordinary first novel - a mythogeographic novel.In 'Alice's Drives in Devonshire', he embodies in a modern fairy tale his preoccupations with the inner and outer worlds of psychogeography - bringing them together to describe the possibilities that offer themselves up to us when we live and walk and dream without our usual blinkers."e;Can a city fall to bits one day and put itself back together the next?I think so, but I am crazy. So why should you believe me? Dad says it's OK to be mad. Bad is the problem.And the city is bad. I saw its badness. For one day its glass was everywhere like broken teeth after a fight between lions and sharks. Big buildings leaning on each other like drunk dinosaurs. The new shopping centre was a cave full of smoke. And everyone was frightened of each other.But I wasn't frightened. I could see that between the pieces of glass were shining gaps. And in the biggest building were passageways and tunnels and I could see that that was the good city. The city of holes and caves. Between the bad was the good, but only if you knew that before you looked."e;Readers' reviews:"e;This is a funny, sad, touching, horrifying, hopeful and riveting read about a child walking mythogeographical terrain to find their Dad. You may well find reflections of your selves in these pages, because this is a book about Everything."e;"e;I just finished reading Alice's Drives in Devonshire - what a great story! I spent several lovely hours in the disappeared world, invisible, 'being marked on a different map'. Thanks so much!"e;

This is the 2nd edition of a book first published in 2009. Its message has resonated with readers around the world: given the right kind of guidance and support, our institutions of education are perfectly capable of instigating the kinds of radical changes they need to make in order to prepare our young people for an uncertain future.

This book brings together 57 definitions of important terms and concepts, many of which underpin Ackoff's contribution to organizational learning.

Introduces the world of Systems Thinking and its 'Dean', Russell Ackoff, to curious and enquiring managers, teachers, business people, and those who work in an organisation. This book presents 40 more of Russ Ackoff's famously witty and incisive f-Laws (or flaws) of business - following on from his 2007 collection "Management f-Laws".

Brings together case studies from 6 different public sector organisations, in the UK and New Zealand, that bring about rapid and extraordinary change and show: how they did it, step by step; how they overcame initial resistance and hostility from staff; and, the unexpected benefits that can accrue.