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

Description based upon print version of record.

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

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.