Despite it?s title I did not find this a simple book to read, which is unfortunate because the tools and ideas are of great value. If you feel pulled in many directions, that the urgent is replacing what is important, and you yearn for a clear and simpler times, this book is for you. A central message is how to make the complex clear by being user and need centered. Our advice is that the reader uses this book selectively, focusing only on the relevant chapters for their needs.

In order of importance the top four causes of work complexity are:

1. Lack of integration of change. Interconnection are missing, e.g., the intranet content isn?t linked to quarterly projects with aren?t connected to the performance management system which don?t jibe with compensation design, which doesn?t match our department goals, which are not supported by training, etc., etc. The solution, bring together all the information an employee needs in one place so they can make a decision that leads to success.

2. Unclear goals and objectives. The greater the amount of change, the more work has to be put into ensuring that every individual knows what success looks like. Study participants said their goals were unclear simply because there were too many of them.

3. Ineffective communications. There is a lack of discipline behind most communication. Very few people know how to use it?sharing and using performance-based work information. The solution, communications designed for decision making.

4. Knowledge management. Useful information, knowledge and wisdom are hidden within a sea of data. E.g., 80 percent of front-line employees said they couldn?t find what they needed or couldn?t translate the available information into a decision. The solution, make knowledge management user and needs centered.

But how do you compete on clarity? We need to use time differently by changing how we organize and share what we know?understand what other people need to work smarter, then changing how we communicate so we can all focus on the right things. There are a number of useful tools and models to help the reader use time differently.

One that I found useful was the "5 Building Blocks for Using People?s Time". These building blocks will more likely let you use their time. They are:

Know: Knowing which few things are important. If you?re going to use others time you need to answer "What are the three or four thinks I want people to know, understand, learn or question?"

                    Feel: How do you want people to feel?

Use: What tools and resources are to be used? One survey found 57 percent of American workers said they didn?t have the tools, training, or information they needed to help meet company goals.

Do: Create and manage expectations. People have far too many things to do what is needed is crystal clarity of expectations.

Succeed: What does success look like? Any definition of success must have three measures: Results, Milestones, and What Successful Behaviors Will Look Like.

Several examples follow of using these building blocks to develop a plan for using people time. This plan is about designing our conversations with others.

A second tool was the Behavioral Communication Model. The author found that everyone everywhere for the most junior person to the most senior had just five questions they needed to take action. Focus on getting these questions answered and conversations quickly and easily transform into action:

1. How is this relevant to what I do?

2. What, specifically, should I do?

3. How will I be measured, and what are the consequences?

4. What tools and support are available?

5. WIIFM?What?s in it for me? For us?

These are illustration of the simple yet useful tools contained in this book. The next section focuses on Simpler Companies. Without getting into the details the central theme is to work backwards from what people need. Simpler companies are user centered. They adapt to the needs of day-to-day decision-makers. For the reader charged with macro organization structure and information systems designs this section has some useful tools and ideas.

In conclusion, this is not a simple book to read, you have to have patience to get to the meat and think about how these tools can be translated into your world of work. Don?t let this discourage you from tackling it, the rewards are greater than the effort.