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Atlas of Management Thinking
First published in 1981, this was the first book ever to be written explicitly for the right side of the reader’s brain.Much has been made of the research conducted into the left side of the brain – home to language and logic. The right side works in images, whole patterns and undefined feelings – none of which can be verbalized. This more elusive thinking often functions as what is loosely called ‘intuition’.In Atlas , de Bono shows us how to use the right side. It is an atlas because it is a visual reference of images and illustrations that point the reader in the right direction (literally). For anyone who has ever been told to trust their instinct, or who is concerned with management and decision-making, this book is a de Bono classic.
- GenresBusinessManagement
224 pages, Hardcover
Published December 31, 1981
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92 people want to read
About the author
Edward de Bono
234 books1,147 followersEdward de Bono was a Maltese physician, author, inventor, and consultant. He is best known as the originator of the term lateral thinking (structured creativity) and the leading proponent of the deliberate teaching of thinking in schools.
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Displaying 1 - 2 of 2 reviews
April 1, 2019
A book that makes many organizational concepts understood visually, that enhances your understanding of the particular topic, be it planning, targets, organization structures, decision making, forecasting, risk etc.
This author is a genius, and if the world applies his work of thinking tools in every aspect, we would be in a far different place than we are at today.
Will refer to this one always.
This author is a genius, and if the world applies his work of thinking tools in every aspect, we would be in a far different place than we are at today.
Will refer to this one always.
March 24, 2018
This is a unique book in the style it describes the way we think and decide with diagrams that uses the right side of the brain. A imaginative book on principles of management thinking, the book postulate to draw diagram about every situation and arrive at a conclusion. Following are the few principles which will change the way we think in a very productive way:
1Argument is not about facts but tactical display of facts
2 The best way of winning a negotiation is entering into the mindset of the opponent and understanding the perspective of thought process and act accordingly.
3. It is for the other party to access the value system of the opponent.
4 Rather than asking it, better to access the objective of the other arguing party.
5 sometime it is good to see how a person look a particular situation in a way while we are perceived in one way.
6 Wife likes the car because it is small and easy to park. Husband doesnot like because it is not up to the status. Both are looking to the same car with different emotion. It is very difficult to tear apart from the emotion which made a perception and a point of view.
7 Perception leads to emotion and emotion creates perception.
8 A man painted his car half black and half white so that in the event of an accident there will be conflicting witnesses.
9 principles are like moon that can be reflected by thousand pools if we look into the right direction of the pool.
10 We argue as a matter of principle because that we set the expectation of the future.
11 Which is better: To win a arguement or to annihilate the opponent. We can attack an apple for not being an orange.
12 Destructive argument seems to be clever and esteemed by the person and the fallcy cannot be perceived.
13 Argument from a particular doctrine is just a power play not to be heard & discussed but in just positioning.
14 Constructive argument is a step by step progress where each party see progressive gain.
15 Efficiency, effectiveness, waste, flurry(High energy, low efficiency) and cautious approach are different degree of productivity,
16 A 'No’decision is a positive affirmation of a well thought of decision making. It require as many facts as is required to make a 'Yes’ decision. Decisions are kept in abeyance if there are not enough fact. But practically No decision are taken due to absence of enough information.
17 Both idea and information is important to decide on a solution. Get more information and decide whether more info is required a more idea to finalise solution.
18 In problem solving some format idea is required and identify what is required and what can be ignored.
19 Defining the problem in a different way using lateral thinking can provide for a better problem solving. we should not look for problem in a way determined by experience alone.
Great book to read and practice.
1Argument is not about facts but tactical display of facts
2 The best way of winning a negotiation is entering into the mindset of the opponent and understanding the perspective of thought process and act accordingly.
3. It is for the other party to access the value system of the opponent.
4 Rather than asking it, better to access the objective of the other arguing party.
5 sometime it is good to see how a person look a particular situation in a way while we are perceived in one way.
6 Wife likes the car because it is small and easy to park. Husband doesnot like because it is not up to the status. Both are looking to the same car with different emotion. It is very difficult to tear apart from the emotion which made a perception and a point of view.
7 Perception leads to emotion and emotion creates perception.
8 A man painted his car half black and half white so that in the event of an accident there will be conflicting witnesses.
9 principles are like moon that can be reflected by thousand pools if we look into the right direction of the pool.
10 We argue as a matter of principle because that we set the expectation of the future.
11 Which is better: To win a arguement or to annihilate the opponent. We can attack an apple for not being an orange.
12 Destructive argument seems to be clever and esteemed by the person and the fallcy cannot be perceived.
13 Argument from a particular doctrine is just a power play not to be heard & discussed but in just positioning.
14 Constructive argument is a step by step progress where each party see progressive gain.
15 Efficiency, effectiveness, waste, flurry(High energy, low efficiency) and cautious approach are different degree of productivity,
16 A 'No’decision is a positive affirmation of a well thought of decision making. It require as many facts as is required to make a 'Yes’ decision. Decisions are kept in abeyance if there are not enough fact. But practically No decision are taken due to absence of enough information.
17 Both idea and information is important to decide on a solution. Get more information and decide whether more info is required a more idea to finalise solution.
18 In problem solving some format idea is required and identify what is required and what can be ignored.
19 Defining the problem in a different way using lateral thinking can provide for a better problem solving. we should not look for problem in a way determined by experience alone.
Great book to read and practice.
Displaying 1 - 2 of 2 reviews