In a fresh and engaging style, Stevenson sounds the alarm on behalf of predictability. He shows how the deep need to predict and shape the future drives most of human behavior. Now, he argues, predictability is imperiled. This is true especially in business organizations, which undermine predictability when they arbitrarily dismiss employees and use self-interest as the basis for all decision making.
In fact, the organization that embraces predictability enhances its own effectiveness; by contrast, the company that thrives on unpredictability is not only inhumane, but also incompetent. Explaining that predictability and change are not mutually exclusive, Stevenson analyzes popular change programs like reengineering, continuous improvement, and restructuring as he makes a powerful case for understanding and preparing for the consequences of change before setting it in motion.
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Do lunch or be lunch: the power of predictability in creating your future
1998, Harvard Business School Press
in English
0875847978 9780875847979
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Includes bibliographical references (p. 280-284) and index.
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{{cite book|author=Howard H. Stevenson |date=1998 |title=Do lunch or be lunch |publication-place=Boston, Mass |publisher=Harvard Business School Press |isbn=0-87584-797-8 |lccn=97012470 |oclc=36672067 |ol=666780M}}