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Peter Bowman Scott-Morgan (born Peter Bowman Scott on April 19, 1958) is a British/American organizational theorist, management consultant, author, and expert on the hidden inner workings of organizations and society. In the 1980s, he invented techniques that have since been widely applied to reveal how complex social systems behave and to highlight associated systemic risks. Since he pioneered their initial use in corporate change management, his approaches have been adopted by academics, consultants, and major organizations around the world. Based on data collated from the application of his techniques, he has published increasingly comprehensive analyses of how the world economy and international community in reality operate and the best ways to deal with in-built problems. From 2007 he has focused exclusively on addressing global threats. ==Career== Scott-Morgan was born in London, UK and educated at King's College School and The Imperial College of Science, Technology and Medicine where he gained the first PhD granted by a robotics faculty in the UK.〔(Dr. Peter Scott-Morgan ). ''Speaker Profiles''. Celebrity Speakers website.〕〔("A Technical and Managerial Methodology for Robotisation: An Approach to Cost-Effective Introduction of Robotics Technology into Industry with Particular Reference to Flexible Assembly Systems" ). ''The Library Catalogue'', Imperial College & Science Museum Libraries.〕 He subsequently joined the international management consulting firm Arthur D. Little. Building on the approach he had used for his PhD research (explained as "applying the rigor of 'hard' sciences like cybernetics, systems thinking and complexity theory to 'soft' sciences like sociology, economics, and political science")〔(Dr Peter B Scott-Morgan ), Scott-Morgan official website.〕 Scott-Morgan devised a methodology that his company later described as "turning conventional interviewing technique on its head" in order to uncover the logic behind the (often hidden) true behavior of organizations and society.〔Eagar, Rick (2006). ("A brief history of Arthur D Little" ) ''Prism / 120 years of Arthur D. Little'' p. 34. Arthur D. Little.〕 Lynda Gratton, a professor at London Business School, writes that in 1985 she became intrigued by these ideas when she first met Scott-Morgan "who at that time was beginning to develop a process which he called 'the unwritten rules of the game'."〔Gratton, Lynda (2000). ''Living Strategy: Putting People at the Heart of Corporate Purpose'', p. 48. Prentice Hall. ISBN 0 273 65015 7〕 From the early 1990s, Arthur D. Little was publishing articles about the successful application of Scott-Morgan's techniques.〔Scott-Morgan, Peter (1992). ("Removing the Barriers to Becoming a High Performance Business" ), ''Prism'', Issue 1, 1992. Arthur D. Little〕〔Scott-Morgan, Peter (1993). ("Removing Barriers to Change: The Unwritten Rules of the Game" ), ''Prism'', Issue 4, 1993. Arthur D. Little〕 Former colleagues have named two of these early examples as Philips Consumer Electronics〔Camrass, Roger ("Big Change – Beware the Unwritten Rules!" ), Business Leaders CIO Blog, 4 August 2011〕 and the Argentinian national oil company YPF.〔Ross, Christopher (1994). ("Recreating the Argentine National Oil Company: A Paradigm for Privatisation" ). ''Prism'', Issue 2, 1994. Arthur D. Little〕 The former-head of Process Review at British Petroleum has published that in 1992 his corporation's "search for best practice in the consulting world led to my meeting Peter Scott-Morgan and learning of his insights into understanding – and changing – the Unwritten Rules of the Game."〔Price, Ifryn (1993). ("Aligning People and Processes During Business-Focused Change in BP Exploration" ), ''Prism'', Issue 4, 1993. Arthur D. Little〕 He then describes how BP tested, and became convinced of, the validity of Scott-Morgan's technique and went on to apply it in several major operating centers. There are specific accounts of its early use at BP's Wytch Farm oilfield.〔〔Price, If et al. (1998). ''Shifting the Patterns: Breaching the Memetic Codes of Corporate Performance'', pp. 84-91. Management Books 2000. ISBN 1 85252 253 4〕 Arthur D. Little has subsequently revealed that from the mid-1990s conducting an Unwritten Rules assignment became something of a rite of passage amongst its 3000 consultants – on the theory that "once you've fed (sensitive results ) back to a CEO ... and survived ... then you can do anything."〔 In 1994, having by then moved to Cambridge, Massachusetts,〔McGovern, Patrick (1995) ("Learning from the Gurus: Managers' Responses to The Unwritten rules of the Game ), ''Business Strategy Review'', Volume 6, Issue 3, pp. 13-25. 23 September 1995.〕 and having successfully applied his technique in a wide variety of companies throughout North America, Europe, the Asia Pacific region, and Latin America,〔 Scott-Morgan published a bestselling book on his concepts entitled ''The Unwritten Rules of the Game''.〔〔Trap, Roger. ("Company Culture Key to Successful Change" ), ''The Independent'' newspaper, 8 May 1994.〕 He has subsequently followed parallel paths in academia and business,〔(Peter Scott-Morgan ), ''Speaker Profiles'', Group CSA Turkey.〕〔 occupying a variety of senior-executive positions and continuing to develop and publish his ideas.〔(Dr. Peter B. Scott-Morgan ), Celebrity Speakers Bulgaria, 5 August 2011〕〔〔 Since 2007, independent of any organization, he has chosen to focus exclusively on global systemic threats.〔 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Peter Scott-Morgan」の詳細全文を読む スポンサード リンク
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