Baker, E. M. 1999. Scoring a Whole in One: People in Enterprise Playing in Concert (Best Management Practices). Crisp Publications.

Note By James R. Martin

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CONTENTS

I. When Human Enterprise is a System
        Relevance of mental maps.
        There is no accounting for the cost of provincialism.
        What cost accounting misses.
        A system is a map.
        A system operates over time and place.
        A system is not a collection; System means interdependence.
        Systems are contained within systems.
        The whole emerges through interaction of its parts.
        Human relationships that fit: The Economics of cooperation.
        Competitors are part of the system.

II. When Human Enterprise is a Social Ecology
        Lessons from systems behaving naturally.
        Whole in a whole.
        The enterprise-in-the-individual.
        The individual-in-the-enterprise.

III. Leading the Enterprise in Concert
        Leadership that connects.
        Practice is necessary, but doesn't make perfect.
        Scoring without numbers: Enterprise can't live by figures alone.

IV. A Framework to Score a Whole in One
        Two individuals make a relationship.
        Orchestrating interactions in manufacturing.
        Interactions matrix.

V. A Retail Furniture Business in Concert
        Constraints on performance become obvious.
        First a hop of faith, then a leap.
        People see the business as a whole system.
        Interactions matrix.
        A leap of performance.
        Ongoing learning of individuals and evolution of the enterprise.

VI. A Custom Job Shop in Concert
        Production tooling: The system in focus.
        Interactions matrix.

VII. A Corporate Staff in Concert
        Interactions matrix.
        Hidden critical interdependencies are revealed.
        Partnerships are formed.
        Learning continues.