Here are some of my thoughts:
1. The initial protocol (agreement between penguins and walruses) was not well conceived. The protocol focused only on results and lacked specifics and measurements. There was no thought given to implementation or controls. Unlike a road map that includes a destination and pathways to that destination, the protocol only contained a loosely defined destination. Because of this expected results were not easily achieved.
2. Initially both sides viewed their agreement as a win-win when in fact during implementation each side was focused more on their side winning than ensuring mutual victory. In time, each species again became territorial as resources became limited.
3. A major lesson learned from this book is this: even though one may be unable to see or anticipate the "hidden forces that can make or break your organization" (underneath the iceberg), by undertaking a systematic and proper planning process one can anticipate or avoid the hidden forces.
4. Another major lesson learned from this book is this: a leader's primary role is to envision the future and the consequences of the many pathways leading to that future. For example, I recently coordinated my company's long-term strategic plan. We started by creating a list of where we want to be in 5 years (destination). We created simple yet specific and measurable statements. Based on each future statement we then developed specific and measurable strategies (pathways). From there we developed specific and measurable tactics, which are specific to-do's that if accomplished will ensure the planned-for outcome (more detailed pathways).
Each month, functional leaders report on their progress. They report actual versus planned results. Variances against planned results are thoroughly explained. Over time, variances show a pattern of success or failure and ultimately lead to modification (alignment). Here we review the original plan and think of other forces that may be in play. When you think of our planning process, it is clear that a) a future has been well-defined, b) specific and measurable tactics are codified to meet the planned future, and c) controls are established to benchmark/measure our success along the way. The planning process is an example of systems thinking.
Finally, the concept of systems thinking is parallel to the process I employ in implementing change. Here, the following must occur in order to ensure successful change: 1) preparation, 2) establishing urgency, 3) discerning a vision and pathway to that vision, 4) communicating the vision, 5) empowering change leaders, 6) developing an implementation plan that is measurable, 7) implementing controls, and 8) reinforce through alignment (appropriate modifications based on variances).
Overall, this was a great book and I intend to integrate it into our company's leadership development program.
