Power Thinking - John Mangieri - E-Book

Power Thinking E-Book

John Mangieri

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Beschreibung

Most individuals were never formally taught thinking skills and, as a result, are using processes that were developed during childhood to reach decisions and solve problems. Thus, in an era of knowledge explosion, organizational performance accountability, and rapid change caused by technology, leaders and managers are trying to succeed using thinking patterns developed before they were twelve years old. Power Thinking offers leaders the information they need to evaluate their current thinking proficiencies, determine areas for improvement, and enhance their thinking skills. The book includes the Yale Assessment of Thinking, a standardized assessment measure that enables readers to determine their abilities in the cognitive domains found to be crucial to being an outstanding leader.

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Seitenzahl: 484

Veröffentlichungsjahr: 2015

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CONTENTS

Cover

Title Page

Copyright

Dedication

Preface

Chapter One: Why Power Thinking Is aMust and Not a Should for Leaders

What Is a Power Thinker?

Who Is a Power Thinker?

Am I a Power Thinker?

Can I Become a Power Thinker?

Are You Ready for the Next Level?

Chapter Two: How Proficient Are My Thinking Skills?

Predicting What the YAT will Tell You About Your Thinking

Yale Assessment of Thinking

Am I a Power Thinker?

The Next Step

Chapter Three: What Do My Test Scores Tell Me About My Thinking Skill Levels?

In Which Domains Am I Proficient?

How Skilled Am I in Each Domain?

Why Are These Three Domains so Important?

What Else Can I Learn About My Thinking Skills?

The New You

Chapter Four: Reasoning: Internal Cognitive Process

Fair-Minded Arbitrator

Unconstricted Thinker

Auspicious Completer

Judicious Analyst

Summary

Reasoning Internal Cognitive Process Thinking Enhancement

Chapter Five: Reasoning: External Cognitive Process

Bold Pioneer

Provocative Communicator

Resolute Questioner

Planning Implementer

Summary

Reasoning External Cognitive Process Thinking Enhancement

Chapter Six: Insight: Internal Cognitive Process

Ready Decider

Distressless Performer

Spirited Producer

Summary

Insight Internal Cognitive Process Thinking Enhancement

Chapter Seven: Insight: External Cognitive Process

Intrepid Committer

Punctual Generator

Peaceful Winner

Electric Creator

Summary

Insight External Cognitive Process Thinking Enhancement

Chapter Eight: Self-Knowledge: Internal Cognitive Process

Valid Viewer

Receptive Realist

Confident Keystone

Successful Failer

Summary

Self-Knowledge Internal Cognitive Process Thinking Enhancement

Chapter Nine: Self-Knowledge: External Cognitive Process

Principled Colonel

Flexible Doer

Inventive Finisher

Reliable Concluder

Summary

Self-Knowledge External Cognitive Process Thinking Enhancement

Chapter Ten: Putting Our Words into Practice

The Power Thinking Development Program

Final Comments

Appendix: Normative Data

Reliability

Validity

References

The Authors

Index

End User License Agreement

List of Illustrations

Exhibit 2.1.

Exhibit 2.2.

Exhibit 2.3.

Exhibit 2.4.

Figure 4.1.

Exhibit 4.1.

Exhibit 4.2.

Figure 5.1.

Exhibit 5.1.

Exhibit 5.2.

Figure 6.1.

Figure 6.2.

Exhibit 7.1.

Figure 7.1.

Figure 7.2.

Figure 8.1.

Exhibit 9.1.

Figure 9.1.

Guide

Cover

Table of Contents

Begin Reading

Chapter 1

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Power Thinking

How the Way You Think Can Change the Way You Lead

John N. Mangieri

Cathy Collins Block

Copyright © 2004 by John Wiley & Sons, Inc. All rights reserved.

Published by Jossey-Bass

A Wiley Imprint

989 Market Street, San Francisco, CA 94103-1741 www.josseybass.com

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-750-4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, e-mail: [email protected].

Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass directly call our Customer Care Department within the U.S. at 800-956-7739, outside the U.S. at 317-572-3986, or fax 317-572-4002.

Jossey-Bass also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

Library of Congress Cataloging-in-Publication Data

Mangieri, John N.

Power thinking : how the way you think can change the way you lead / John N. Mangieri, Cathy Collins Block.—1st ed.

p. cm.

Includes bibliographical references and index.

ISBN 0-7879-6882-X (alk. paper)

1. Leadership—Psychological aspects. 2. Executive ability. 3. Reasoning (Psychology) 4. Insight. 5. Self-perception. 6. Thought and thinking—Study and teaching. I. Block, Cathy Collins. II. Title.

HD57.7.M355 2004

658.4’092’019—dc22

2003020018

Dedication

To the memory of Linda C.Winner, a great leader and an even finer human being

Preface

This book began with adversity. Its content, and the subsequent successes that many individuals have enjoyed from it, all came about because first one, and later both, of the book’s authors took a step.

Throughout his life, author John Mangieri has been interested in understanding failure. As a child, he was intrigued by broken toys. John was not content merely to recognize that they were broken; rather, he also sought to identify the precise basis for the malfunction. As a student, John had the same curiosity about intellectual tasks. For example, when he and other classmates were given an entire week to learn how to spell fifteen words, John wanted to understand why every student in the class could not spell all fifteen words correctly at week’s end. Was it because some had spent little or no time trying to master the task? Was the failure a result of the method they used to learn to spell the words? What was the reason?

What began as something of a hobby has evolved over the past two decades into the avid analysis of organizational development and management performance. In 1989, John began a study designed to identify the traits common to organizations that had records of poor performance. His research about poorly performing organizations revealed certain consistent trends. For example, for some organizations, planning did not generate the intended results, leading to duplicated efforts, missed opportunities, and an unceasing drift into chaos. Those organizations lacked focus; their goals were inconsistent, vague, or meaningless, and they seemed to base their decisions on whims rather than strategic reasoning. In addition, such organizations commonly experienced a lack of capital and poor customer satisfaction. One area, however—that of leadership—generated a morass of conflicting data.

Charismatic leaders headed some of the organizations that John analyzed, but other organizations with equally low levels of performance were led by noncharismatic, autocratic, democratic, or even laissez-faire executives. In short, John could find no correlation between one particular approach to leadership and organizational performance.

Frustrated in his attempt to identify leadership styles common to poorly performing organizations, John decided to study this factor from a different perspective: he turned to research on highly successful organizations to ascertain the leadership styles that their managers and executives used.

Once again, the results were contradictory. In some successful organizations, leaders used an extremely authoritarian style of management; their unwritten ethos was clearly “do it my way, or take the highway.” But comparable organizations had leaders who used a completely opposite style of management. Although John observed many different leadership approaches and practices, his attempt to identify the holy grail of leadership—the significant approach used by executives of successful organizations—was futile. Simply no single best leadership approach existed within these entities.

What John did find was that in virtually every successful enterprise, subordinates commented about the thinking prowess of their leaders. They frequently made comments such as these:

“Mr. Cannon has the uncanny ability to always make the correct decision.”

“We will be trying to deal with a problem for a long time, and when we are ready to give up, we take it to Mrs. Kettering to discuss. She always seems to suggest a terrific solution instantly.”

“Mr. Lincoln is extremely creative. His ideas are the reason that our competitors copy what we do.”

John faced a dilemma. The information that he was uncovering was fascinating, but it did not help him to answer what he was attempting to find out: the style of leadership that managers and executives of highly successful organizations possessed.

John had to decide whether to stop his research or instead alter its direction and attempt to learn more about the thinking process of these leaders. After considering the pros and cons of the situation, he chose to take two steps. First, he decided to abandon his original research and instead sought to find out what special attributes relative to thinking these leaders possessed. His second step entailed inviting Cathy Block to join him in his research efforts.

While understanding the “why” behind failure has always intrigued John, Cathy has had a lifelong interest in how people think. That interest led initially to an undergraduate degree and later to an invitation to serve as a research assistant at the University of Wisconsin Research Center for Cognitive Development. She earned her doctorate from that university and since then has amassed an impressive research record in the field of cognitive psychology. She is the author of several textbooks and articles and is a frequent speaker at national professional meetings. When she joined John in conducting this research, Cathy focused her efforts on collecting and analyzing data on whether leaders of highly successful organizations possess enhanced thinking skills. Her thorough study of these leaders led us to conclude that the answer is a resounding yes.

As the two of us examined outstanding leaders’ skills, a clear pattern consistently appeared, regardless of whether they headed a corporation, hospital, school district, government agency, or some other type of organization. These leaders possessed enhanced thinking ability not merely in a single segment of cognition but in allof its components: reasoning, insight, and self-knowledge.

After our initial study was conducted—and totally independent of our work—the Hay Group (Hay/McBer, 1995), a highly respected international consulting firm, initiated an effort designed to identify the qualities of superior chief executive officers. As part of that study, fifty-five people from top-performing corporations in fifteen countries were interviewed in depth. Despite the fact that they led corporations in a broad spectrum of industries and in geographically disparate sites, the study’s investigators were able to identify leadership behaviors that these CEOs shared.

The Hay Group’s researchers found that “the best executives are able to cut through a barrage of data and pinpoint the issues most important to their company. Their goals were to protect corporate interests from external threats and to pursue business opportunities that positively affected their organization”(Hay/McBer, 1995, p. 19). The researchers also found that these leaders used four competencies when pursuing those broad goals: broad scanning, analytical thinking, conceptual thinking, and decisive insight. Although these labels are different from the ones we use, the areas that they represent are identical to those we explore in this book.

We realize that your life is busy, and so we wrote this book to accommodate your schedule. We recommend that you read the first three chapters in close proximity time-wise. After taking this action, you will have a comprehensive profile of your thinking capacity. You can then read Chapters Four through Ten as your schedule permits.

November 2003

John N. Mangieri

Charlotte, North Carolina

 

Cathy Collins Block

Fort Worth, Texas

Chapter OneWhy Power Thinking Is aMust and Not a Should for Leaders

When we were growing up, we used to watch episodes of Perry Mason on television. Although we knew that Mason's client did not commit the crime, we hung in suspense waiting to discover who the guilty culprit was. Unlike our experience with that program, you will not have to wait until the end of this book to learn our message. It is both a clear and simple one: by enhancing your thinking skill, you will become a better leader, and your organization's performance will concurrently improve.

We can make this assertion about both you as a leader and your organization based on what we have repeatedly witnessed firsthand over the past decade. The strategies that we present in this book have already brought success to numerous professionals by giving them the tools they needed to become power thinkers. We recognize that using these strategies designed to improve your cognitive processes will involve making changes in your life. We also know that change is uncomfortable for many people. It means forsaking long-established modes of behavior as well as some facets of your personality that have brought you a certain degree of past success. Nevertheless, we contend that the strategies set out in this book will enhance you not only as a leader but also personally. We believe you will become happier, more confident, and more satisfied with yourself and your life. This book can help you experience increased success in your work and derive appreciably more enjoyment from it.

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!