Optimal Leadership  by Wayne M. Angel, Ph.D.
The Optimal Organization - Understand Who Want What - Obstacles: Trade-Off Value














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The Quest - A Preface

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Optimal Leadership
  The Optimal Organization
 
    From Where the 5 Critical Factors?
      The 5 Critical Factors
      Understand Who Wants What
          Obstacles
              Incompleteness
              Trade-Off Value
              What Will It Cost?
              Wants Will Change
              Whose Wants
              Fuzzy Language
              The Real Wants
          Getting Past the Obstacles
      Find a Solution
      Apply the Skills
      Establish Feedback
      Establish Foresight

      Other Possibilities

  Causes of Organization Failure
  Creating the Optimal Organization
  The Optimal Change Agent

The Theory of Society

Organization Simulations

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Utopian Dreams

The Android Project

 
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Of course, we don't want just one thing.  We all have a wide range of desires, some, of which, we call needs.  Every difficult decision I can imagine involves some type of trade-off calculation among wants.  Is it better to have more of want A satisfied and less of want B satisfied? This would seem easy to discover if there is only one person with only 2 wants.  Yet, even then it is not so simple. 

The difficulty occurs because I can never consider all possible combinations of the various levels to which my wants may be satisfied.  This is easy to see if we look at wants from a value point of view.  Every want is something that has some value to someone.  The value of satisfying a want is not fixed.  It varies with time and depends upon what other wants are satisfied.

I have at times wanted a glass of water more than at other times, but generally I place little value on a glass of water because it is so readily available.  Put me in a desert dying of thirst and my opinion of the value of a glass of water changes dramatically.  Yes, this is an extreme example, but it does apply generally.  Show me how I can produce millions of bottles of water for 10 cents each and sell them for $1 each and my opinion of the value changes again.  My opinion of the value of something can change because of something totally unrelated.  Suppose I discover I can buy $10 worth of silicon, spend a $1000 transforming it into electronic components, and then sell it for $1 billion.  My interest in bottling water will change.

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