HyperThinking: Creating a New Mindset for the Age of Networks

by Philip Weiss

Overview

Over the last 14 years of advising leading global companies, author Philip Weiss developed a unique approach designed for the modern executive to adapt and thrive in this age of vast networks, digital communications and perpetual change. The Hyperthinking model is predicated on the assumption that the most important skill required to help you and your organization grow is the mind-set of individuals. Using the techniques in this book, practitioners will be able to continuously alter their perceptions and discover how to adapt to this new business world.

Product Details

ISBN-13:	9781409484561
Publisher:	Ashgate Publishing Ltd
Publication date:	12/28/2012
Sold by:	Barnes & Noble
Format:	eBook
File size:	2 MB

About the Author

Whilst studying Philosophy, Politics and Economics at Oxford, Philip Weiss launched two college magazines, started the first student radio station on a full FM licence in the UK, and received the Young Achievers Award from HM the Queen. In Brussels he set up ZN a leading eCommunications agency working with companies, political institutions like the European Commission and Parliament and organisations on how to use the Internet to integrate and transform communication. He works with such household names as Toyota, Microsoft, Sony, Sanofi Pasteur, UCB and various industry associations. His Hyperthinking model was developed to enable the ZN team and their clients manage rapid change and innovation to adapt their strategies and structures to the age of networks. In 2009, Philip helped co-found TEDxBrussels. He is now Chairman of IABC Europe (International Association of Business Communicators).

Table of Contents

Contents: Hyperthinking: executive summary; Part 1 The Beginning of the End of Business as Usual: Flying high; Risks or opportunities?; Meet Paul. Part 2 Defining a New Language: Shifting your perspective; A new word...a new concept. Part 3 The Four Dimensions of Hyperthinking: Hypershifting; Hyperlearning; Hyperlinking; Hyperacting; Collaboration. Part 4 Becoming a Hyperthinker: Embarking on the journey; (Almost) the final word. Part 5 Stories of Hyperthinking: Meet the real hyperthinkers; Catching up with Paul; Index.

Editorial Reviews

’Networks don’t just change the way we interact with each other; they change the way we think, we learn and how we make decisions. Philip Weiss’ HyperThinking captures the essence of these changes convincingly and provides you with a clear route to the thinking processes you will need to survive and thrive in this radically new and fast-changing business environment. Thomas Power, CEO and founder Ecademy ’Shifting your thinking patterns is the key to embracing change. HyperThinking is the kind of book you should read when you are in the middle of change, of a conflict, when you're managing a difficult project, when you just changed jobs, when you had your first child, when you just retired. It's a book about the way we think, or rather the way we think we think, and what this means for the rest of our lives. What this book taught me is that we have to live in a world where we cannot rely on traditional thinking patterns - these must be continuously challenged if we want to adapt to the ever-changing environment we live in. This is called hyperthinking, and it is giving people who want to make an impact on the world we live in a competitive edge. Some are natural-born hyperthinkers, others will have to learn it the hard way. This book will give you a headstart and will provide for an enjoyable and thought-provoking read. I'm proud to be a hyperthinker. Soon, you will feel the same way too.’ Aurelie Valtat, Digital Communications Manager, European Council ’HyperThinking reminds us that we live in a constant flux of ideas and events, propelled along by the economics, technology and politics of our time. But Phil Weiss takes us beyond Heraclitus as he explores the tools for navigating the ever-changing river. By embracing the four modes of hyperthinking, everyone can move beyond convention and the fear of failure, and flex their thinking-muscles for innovative outcomes. In spite of the proven results over 100 years of the Montessoris and Steiners and Neil

From the Publisher