The book examines the mechanisms that generate myopia in organizations and explores how organizations can foresee and contain unexpected events.

Drawing on European philosophies, this book examines collective myopia and its role in global business through various case studies of Japanese organizations, including the Tokyo Electric Power Company.

SILOS IN BUSINESS ARE NOT BAD--STOP BREAKING SILOS DOWN! Over the years, I've witnessed organization after organization struggle to improve its operational excellence. Most fail! Companies that fail to bridge the gap between strategy and execution are seriously suffering. One thing often resides at the heart of the problem -- silos in an organization. Throughout my career, I've examined the shortsightedness, or myopia, that can develop because of silos and discovered ways to overcome it. Silos exist in every organization larger than a small business startup. They must exist for an organization to operate. - We want silos! - We need silos! - We naturally form silos! So why are we taught that silos are bad? Because of the myopia, that can affect any organization in which silos are not managed properly. There are nine root causes that occur within silos that, without identification and management, can cause any organization to become myopic. Shortsighted organizations--those that fail to see the big picture or fail to have a strategic long-term vision -- suffer from Organizational Myopia (OM). An organization suffering from OM is less effective or efficient at fulfilling its mission, or is simply unable to do so at all. All organizations are naturally susceptible to OM. Most suffer from it. Unfortunately, the normal quick-fix methodologies employed by leaders and managers to deal OM -- restructuring or tearing down silos -- are almost always ineffective and only short-term solutions. So, how do we solve OM? Any leader can take actions to solve the negative effects of OM. The nine root causes must be identified and managed through a consistent and systematic application of a full-spectrum of strategic and organizational improvement methods. OM can be overcome, and silos can be good! From a technical and teaching perspective, this book provides you with the tools to break through silos and improve any organization facing OM-related issues. As a guide, reference, and roadmap, this book is designed to provide you with strategic and organizational methods that you can apply, like a surgeon, to identify and eradicate specific OM issues within your organization. This book is based on 30 years of business improvement experience. It is already proven through several executive, business consultant, and educator pre-reviews. Written for Presidents, CEOs, Executives, and Business Leaders, this book is something everyone should have dogeared and tape-flagged on their bookshelf! However, anyone in the business world, concerned about improving operations, should own a copy. John Knotts is a strategic business advisor with 30 years of experience in military, non-profit, and commercial leadership and consulting. He has an extensive background in strategy, change, process, leadership, management, human capital, training and education, innovation, design, and communication. John believes strongly in a holistic and no-nonsense approach to establishing operational excellence. Overcoming Organizational Myopia is John's initial work, highlighting the many areas of expertise where he has worked to break through siloed organizations. This book forms a platform for several future business titles related to many of the nine areas addressed.

This book investigates the phenomenon of strategic myopia, which refers to important cognitive distortions that managers systematically display. It captures narrow views and preferences, which are likely to hurt firms’ long-term prospects. Instead of accusing managers of imperfections, opportunism, or blindness, this book explains how strategic myopia stems from individual dispositions, how it is shaped by team contingencies, and encouraged by organizations’ design. The reader will learn how a metaphor introduced to explain business failure evolved over decades to become a concept useful in understanding intertemporal choices, technology substitution, competitive advantage erosion, competitive blindspots, and missed opportunities. In addition to explaining the mechanisms that encourage myopic behaviors, readers are offered a set of effective ways to address strategic myopia. A key benefit of this work is that the structure of the book allows the use of chapters separately. The core message is that eliminating strategic myopia is hardly possible, and may actually hurt the firms’ short-term efficiency. However, organizations may develop capabilities, and implement designs that favor balancing the short-term benefits of myopia and alleviate its long-term drawbacks. This book will be of interest to scholars, researchers, advanced students and experienced managers in the fields of strategic management and organizational behavior.

Optimal development of contemporary businesses is dependent on a number of factors. By creating novel frameworks for organizational behavior, effective competitive advantage can be achieved. The Handbook of Research on Organizational Culture and Diversity in the Modern Workforce is a comprehensive reference source for the latest scholarly content on components and impacts on effecting culturally diverse workplace environments. Highlighting a range of pertinent topics such as emotional intelligence, human resources, and work-life balance, this publication is ideally designed for managers, professionals, researchers, students, and academics interested in emerging perspectives on organizational development.

As organizations struggle to implement effective security measures, all too often they focus solely on the tangible elements, such as developing security policies or risk management implementations. While these items are very important, they are only half of the equation necessary to ensure security success. CISO Soft Skills: Securing Organizations

Policing in the 21st century is becoming increasingly complicated as economic, political, social, and legal circumstances continue to compel police organizations to evolve. To illustrate the complexity of policing in the 21st century and cover themes common to police organizations around the world, Exploring Contemporary Police Challenges: A Global Perspective is organized into six sections, which cover the key policing challenges across the globe. Based on US President Barack Obama’s 2015 Task Force’s organization into six broad pillars, this volume contains contributions from policing experts focusing on Building Trust and Legitimacy; Providing Policy and Oversight; Utilizing Technology and Social Media; Developing Community Policing and Crime Reduction; Providing Police Training and Education; and Facilitating Officer Wellness and Safety. Scholarly analyses and discussions of these issues in 16 countries on 6 continents offer a global perspective on policing in the 21st century. This volume simultaneously enhances the scope of policing scholarship and demonstrates that no country can sidestep the need to adjust to these rapid and profound changes.

Resource-Based and Evolutionary Theories of the Firm: Towards a Synthesis explores the intersection of evolutionary theories of the firm with an emergent body of research in the field of strategic management that has been broadly referred to as the `resource-based view of the firm'. The volume approaches strategic questions from several vantage points, thereby fostering a useful cross-fertilization of ideas. The views presented spring from a variety of sources, namely the principles of strategic management, organisation economics, and population ecology.

Previously, the conventional wisdom about organizations was "If it's not broken, then don't fix it. " Today, the new dictum seems to be "If it works, make it work better. " There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who's next? Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences.

This book shows students entering the public service as well as professionals in the field how to become ethically competent to provide the leadership needed to advance the public interest. The book doesn't just talk about ethics. The contributors describe how ethical competence should guide organizational conduct. All chapters are original, and written by experts in the PA field for this book.