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With a comprehensive industry study, top executives probably will not have time to read more than the conclusions and recommendations With a what-works scan, they can go through the whole thing and pick out what strikes their eye In Strategic Leadership, Finkelstein and Hambrick once again tell us what top executives actually do in this regard19 Some expend great effort reading formal reports from external consultants and research organizations, but most just scan these reports as best they can Research shows that executives don t have time to read everything, and they don t absorb everything equally They filter information, consciously or unconsciously, in order to save time: Strategists only see a portion of what they are watching, and they hear only a portion of what they are listening to Steven Jobs is a very busy man.

Figure 2.36 A drill rig holds a drill in place while a safe is being drilled. (Keedex Mfg.)

Do you give him a thick report analyzing the computing industry, or do you tell him that Xerox has a graphical user interface that he might want to look at To do a what-works scan: Read published reports and conduct interviews in search of striking achievements in your industry Include competitors, suppliers, major customers, new entrants, and substitutes in your scan..

List 5: Tools/supplies for installing door locks and other door hardware (needed in addition to all of the tools in Lists 1 and 2)

Look also at other industries that have any features similar to yours or that your expertise might lead you into. Make your report short and vivid just describe what you did, what you found to be of value, and why what you found deserves a closer look.

Boring jigs (Fig. 2.37) Broom and dustpan Compass (or keyhole) saw Door reinforcers, assorted sizes and finishes Drop cloth Drywall (or wallboard) saw Filler plates Hole saws, assorted sizes (Fig. 2.38) Kwikset cylinder removal tool Lever Nails, assorted types and sizes Pry bar Reciprocating saw Screw gun Screws, assorted sizes Screws, one-way

Stephen Mitchell is a modern translator of the Tao Te Ching, the founding text of philosophical Taoism. Mitchell says that many people mistakenly think that its author, Lao Tzu, was a hermit or a dropout from society. He thinks that this misperception might come from Lao Tzu s insistence on wei wu wei, which means doing-not-doing. You might think that s passivity. But to Mitchell, Nothing could be further from the truth. 20 To explain, Mitchell cites this verse from the Tao Te Ching:

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Less and less do you need to force things Until finally you arrive at non-action When nothing is done Nothing is left undone

Access Controls Corp.)

Mitchell points to t ai chi and aikido as powerful examples of wei wu wei in action. T ai chi is an exercise routine, whereas aikido is a martial art a weapon. In On War, von Clausewitz describes the same thing for the military strategist: There is only one cause which can suspend the action . . . which is, that he waits for a more favorable moment for action. So when you wait for the right moment, the right action, you are doing everything, not nothing. Wei wu wei is another angle on von Clausewitz s presence of mind, where you expect the unexpected. Yet wei wu wei feels even more active. Instead of waiting, you re doing. And von Clausewitz offered no help in developing your presence of mind, whereas Tao and its younger cousin, Zen, offer a world of theory, practice, and expert advisers for wei wu wei. Some guides apply Tao and Zen directly to business, like The Tao at Work, by Stanley Herman, and Zen at Work, by Les Kaye.21

Figure 18.41 Preso-Matic push-

Such guides are especially helpful in dealing with the emotional ills of modern business life: stress, conflict, frustration, and disappointment. When you succumb to these ills, you waste effort on the wrong action instead of waiting for the right one. And they cloud your eyes, so that you miss the right action when it comes along. Stress might spring from impossible deadlines. Mean or incompetent bosses and coworkers may spark conflict or frustrate your worthy ideas or activities. Or you may meet disappointment instead of just rewards, as when you don t advance the way you should or you even lose your job. These are all daily fare in many companies around the world. Wei wu wei can help. It keeps you from battles you cannot win. You are the one who decides when something becomes a battle. Everything else is just circumstance, beyond your control. By cutting out stress, conflict, frustration, and disappointment, you concentrate on your expertise, your strategy, the content of your profession. You get better at what you do. So even when you have setbacks, you know that you are still better off. In addition to martial arts, sports offer a good example. Mitchell explains: