“Thinking for a Change” by Lisa Scheinkopf

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Table of Contents

Introduction
Preamble to the thinking process
The concept of leadership
Conclusion
Works Cited

Introduction

Lisa.j.Scheinkopf’s book,’ Thinking for a change starts with synopsis of the constraint-based outlook on organized systems. The work gives an insight into the ideals and procedures which form the moral fiber of the thinking route and also gives guidelines for onward thinking plans. This book serves as a channel for supplying healthy solutions for overcoming organizational tribulations. The entire advantage is that it not only assists in relating the accepted wisdom, but also supplies the necessary points to expand perception and merge reason and gives room for intuition while thinking about a planning process. The author asserts that the managers who carry out the theory of constraints have an implausible talent which they express by seizing out of a crisis and straightforwardly recognize the basis of that hitch. Thus they can determine baffling things on time much better than those who are unacquainted with theory of constraints (Scheinkopf).

Preamble to the thinking process

Lisa Scheinkopf presents a wonderful work by giving an educating preamble to the thinking process. By way of the liberation of ‘Thinking for a change’ she has given the Thinking Processes’ tool, as she calls them, in a very handy manner. Those who do not require a preface to the theory of constraints, these so called tools remain a model in overcoming workplace crises. Lisa’s ‘Thinking Processes’ have been confirmed soundly in Managerial disciplines and also in practical arenas.

Those organizations who have accepted the Theory of Constraints have, by and large, attested their profit and loss accounts and have expressed great administrative values. The book claims that, to procure better results different means of thought ought to be combined. This will help in analyzing a problem and later assists to understand different sides of it and enables to seek immediate remedy for the same. The book reveals the fact that victory of any factor or trouble depends on a changed and diversified approach. Every successful man will have a history of crisis management. The prospects of people will be limited if they do not have a creative and diversified capacity to think. The author wants everybody to let loose their thinking so that they can conquer unknown domains. The author says that thinking process also involves realistic thinking (Editorial Reviews).

The concept of leadership

The author emphasizes the concept of leadership in the book with regard to religion. Leadership is one of the principal denominations of organized religion in the world and adds to an understanding of its key restrictions. Moreover it is in the premature stages of executing a plan that remains the organization rationale. According to the author, every improvement is a change but every change is not an improvement. The goal of the thinking process is to give a methodological approach to allow people to make and put into practice the types of change that can also be measured as an enhancement. For every action, there is at least one reaction. When the steps of the plan are formulated, they should be sequenced specifically. Each step should be an action that is meant to create a reaction.

The method used in the book, viz, solving problems through diagrams is attractive and viable. Thinking for a change is based on Eliyahu M. Goldratt’s Thinking Processes and sets out a variety of diagramming methods focused on problem-solving and creating change. The book contains a variety of ideas of injunctions for the future. It is a general management philosophy that intends to repeatedly achieve more of the goal of a system.

After an overview of the Theory of Constraints and the types of restraints that subsist in any organization, the person who reads is led through the step-by-step process of the two introductory thinking methods on which the Thinking Processes are based. The person who reads the book can then use it as a field guide, learning the five processes as needed, based on his or her own exacting issues. Explaining the Thinking Processes accurately in writing is a very difficult task. To look for examples that make this technical subject alive to a broad range of people is even more difficult. In this book, the author brings about something in these two intimidating tasks. The author has really done a good job especially with the tempting style of writing.

Conclusion

The book is good but strangely organized. The first part is a theory and explains the conditions used in the Thinking Process diagrams and the all-purpose ideas that motivate the process. The second part is slightly disorganized and demonstrates the thinking processes in a sort of arrangement that may perplex the person who reads. In the second part, the Transition tree aims to plan activities to impact a change to the theory mentioned in the first part. This is detailed in the Future Reality Tree. This tree has a set of objectives to be substantiated. This is followed by the Current Reality Tree to make necessary changes to the present condition. A reader can find that the above chapters are written in the reverse order and it is followed by the well-known thinking process called the Evaporating Cloud. Later on, the book has included an overview of the thinking process which indicates a completely different procedure of writing. Though there are certain pitfalls, the book, Thinking for a changes is a valuable piece of work and can be recommended to those interested to know about Goldratt’s Thinking Process. Concerns and problems are analyzed and solved using the Evaporating Cloud and the simple construction of sentences enable us to understand and solve many conflicting situations as well as develop additional perspectives that may be helpful in our business life (Scheinkopf).

Works Cited

Editorial Reviews. 2008. Web.

Scheinkopf, Lisa J. Thinking for a Change: Putting the TOC Thinking Processes to Use. Arizona: CRC Press, 1999.

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“Thinking for a Change” by Lisa Scheinkopf

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