Managing More with Less is an innovative book linking a range of core management skills and re-interpreting them to meet current organizational needs. Aimed at managers in flat organizations, this book shows you how to deal with increasingly scarce resources to maintain a high level of productivity. the New Skills Portfolio is a groundbreaking new series, published in association with the Industrial Society, which re-defines the core management skills managers and team leaders need to be competitive. Each title is action-focused blending management initiatives/trends with a new flexible skills portfolio. The Industrial Society is one of the largest public training providers in the UK. It has over 10,000 member organisations and promotes best practice through its publishing, consultancy, training and advisory services. For more information contact their website on www.indsoc.co.uk.

Acknowledgements

ix

(2)

Introduction

xi

1 Thinking skills: unclutter your thinking

1

(26)

Introduction

1

(2)

Becoming aware of how you are thinking

3

(3)

Surfacing your own assumptions

6

(5)

Words and language and their relationship to thinking

11

(7)

Rational emotive and cognitive approaches

18

(3)

The basic skills of strategic thinking: managing complexity

21

(1)

Thinking in chaotic or complex situations

22

(3)

The guru's questions

25

(1)

Conclusion

26

(1)

2 Using project management thinking to increase your effectiveness

27

(20)

Introduction

27

(1)

Some definitions

28

(1)

What skills are involved in project management

28

(1)

The summary plan

29

(1)

Project accountability structure

30

(1)

Clarifying performance expectations or desired outcomes: resisting the activity trap

30

(2)

Defining success criteria

32

(1)

Five aspects of project management

32

(1)

Who is in my team?

33

(2)

Developing the critical path

35

(3)

What if? Conflict, dilemmas and risk management

38

(2)

Thinking of a project as an investment: making the business case

40

(3)

Case studies: two different types of project in practice

43

(2)

Conclusion

45

(2)

3 Prioritising intelligently realistically and proactively

47

(18)

Introduction

47

(1)

What is important

48

(3)

What makes things urgent?

51

(3)

Setting appropriate success criteria

54

(2)

Separating important and unimportant in terms of risk

56

(2)

Separating important and unimportant in terms of your own motivation

58

(1)

Describing goals with accuracy

59

(1)

The "what if" approach

60

(1)

Using accurate language

61

(1)

Living with goals

61

(1)

Living without goals

62

(1)

Conclusion

63

(2)

4 Influencing without authority

65

(24)

Introduction

65

(1)

Understanding power and influence

66

(3)

You cannot win them all

69

(1)

Mapping out your relationships

70

(2)

Developmental working relationships

72

(2)

Choosing allies and champions

74

(1)

Negotiating as a form of influence

75

(1)

Matching, pacing and leading

76

(1)

Using conflict creatively

77

(5)

Marshall Rosenberg and non-violent communication

82

(1)

Managing meetings with influence

83

(2)

Problems with influencing and ways of resolving them

85

(2)

Conclusion

87

(2)

5 Managing with more differences and less problems

89

(22)

Introduction

89

(2)

The differences that make a difference

91

(1)

Cross-cultural working: more with less

91

(4)

Different personality types

95

(11)

Understanding your own assumptions

106

(1)

Men and women working and talking together

106

(3)

Conclusion

109

(2)

6 Understanding your relationship with time

111

(20)

Introduction

111

(1)

"Plenty of time"

112

(1)

"One thing at a time" or "everything at once"

113

(1)

Time and timing

114

(1)

Preferences for action and time

115

(3)

Locating Yourself in the flow of time

118

(1)

Getting the facts about your activities

119

(1)

Your life as a project

120

(1)

Time and change: transition periods

121

(2)

Traditional time management tips and techniques

123

(6)

Conclusion

129

(2)

7 Looking after yourself -- your greatest asset

131

(24)

Introduction

131

(1)

Dealing with dilemmas and choices

132

(2)

Self-esteem and effectiveness

134

(1)

Reconnecting with your values

135

(3)

Engaging in your own life stages

138

(2)

Widening your view

140

(1)

Looking after yourself physically

141

(10)

The importance of laughter

151

(1)

Balancing being and doing

151

(1)

The concept of "non-attachment"

152

(1)

Conclusion

153

(2)

8 Developing your potential

155

(12)

Introduction

155

(1)

Timing and pacing in learning

156

(1)

Learning through the job

157

(1)

Managing your own development

158

(1)

Planning your own development

159

(3)

"Roads taken and roads not taken"

162

(1)

Getting support from others

163

(1)

The reflective practitioner

163

(2)

Conclusion

165

(2)

9 You as part of the system

167

(10)

Introduction

167

(1)

Belief systems

168

(2)

Global systems

170

(1)

Systems thinking

170

(3)

Freedom and regulation

173

(1)

"Fit", "split" and the need for variety

174

(2)

Conclusion

176

(1)

10 In conclusion

177

(2)

Bibliography

179

(2)

Index

181

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