Management decision making Books

Book SynopsisKen Banks, founder of global non-profit organization kiwanja.net, devotes himself to the application of mobile technology for positive social and environmental change in the developing world. He is a PopTech Fellow, a Tech Awards Laureate, an Ashoka Fellow and a National Geographic Emerging Explorer. He was appointed Entrepreneur in Residence at CARE International in 2015, elected a Fellow of the Royal Society of Arts in 2012, and in 2013 he was nominated for the prestigious TED Prize.Trade Review"Full of hope. A book that will inspire." * Peter Gabriel, Musician *"I believe this collection will inspire more than a few readers to explore their passions and translate them into incremental stories of meaningful change." * Alex Moen, Vice President of Explorer Programs, National Geographic *"This important, timely book gives the reader an invaluable insight into the workings of the world of social entrepreneurship. It is a must-read for students, practitioners, policy-makers and anyone with a passing interest in how to work for the greater good." * Professor Klaus Schwab, Founder of the World Economic Forum and Co-Founder of the Schwab Foundation for Social Entrepreneurship *"The world's most challenging problems are being taken on by people motivated by their personal passions, informed by their deep understanding of local realities and shaped by their frustration with inadequate solutions. Ken Banks and the other remarkable innovators here offer inspiration and insight into building practical solutions while calling into question established wisdom about social innovation." * Ethan Zuckerman, Director of the Centre for Civic Media, MIT *"This book is a refreshing antidote to pessimism about the potential of individuals influencing 'social change.' The author of each chapter has a personal story to tell, but each in such a way that it helps us to better understand the different ways it is possible to make that change happen." * Dr. Elizabeth Harrison, Head of International Development, University of Sussex *Table of Contents Chapter - 00: Introduction [Ken Banks of kiwanja.net]; Chapter - 01: Wonders of the Solar System: Reducing Maternal Mortality in Developing Regions [Laura Stachel of We Care Solar]; Chapter - 02: Closing Latin America's Digital Divide [Rodrigo Baggio of Centre for Digital Inclusion (CDI)]; Chapter - 03: Patent Wars: Fighting Big Pharma to Enable Access to Drugs for All [Priti Radhakrishnan of I-MAK]; Chapter - 04: Data Science, Technology and Design for Social Justice [Jessica Anderson and Joumana al Jabri of Visualizing Impact]; Chapter - 05: Bringing the Silicon Valley Revolution in Technology and Business to Global Healt [Joel Selanikio of Magpi]; Chapter - 06: Food Waste Meets Food Poverty: Closing the Loop [Kelvin Cheung and Michael Norton of Foodcycle]; Chapter - 07: Innovation in Africa's Silicon Savannah [Erik Hersman of Ushahidi]; Chapter - 08: Touch-Based Treatment for Autism [Louisa Silva of Qigong Sensory Training Institute (QSTI)]; Chapter - 09: Reconnecting the Disconnected: A Story of Technology, Refugees and Finding Lost Family [David and Christopher Mikkelsen of Refugees United]; Chapter - 10: Let a Billion Readers Bloom [Brij Kothari of Planet Read]; Chapter - 11: Keep Calm and Dream in Tunisia: Supporting Sustainable Development in Tunisia and North Africa Through Empowering Youth, Women and Farmers [Sarah Toumi of Dream in Tunisia]; Chapter - 12: The Reluctant Geneticist [Sharon Terry of Genetic Alliance]; Chapter - 13: Power to the People: Reengineering Democracy [Tarik Nesh Nash of Govright]

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Book SynopsisNigel Clark is a non-executive director of the Professional Services Marketing Group. He is also the editor and lead author of the Professional Services Marketing Handbook, published by Kogan Page.Ben Kent is the founder-director of insight-led consultancy Meridian West. Ben advises leading professional and financial services firms and provides strategic research, consultancy and training.Alastair Beddow is a director at Meridian West, working with firms of all sizes to develop engaging, differentiated and successful client leading strategies.Adrian Furner is Managing Director of Kommercialize, a practitioner-led advisory firm focused on commercial excellence.Trade Review"This eminently practical handbook guides successful professionals on how to build the additional personal competencies they need to stand out as effective leaders. Through a robust interview process with industry leaders, as well as their many years of collective consulting experiences, the authors present a series of thoughtful frameworks and a synthesis of well-constructed leadership lessons. It all amounts to a really useful companion for those who have committed themselves to making the challenging personal transitions ahead - tomorrow's leaders!" * David Bowerin, former Head of Strategic Marketing at Citigroup *"The Professional Services Leadership Handbook is an excellent tool for future and experienced leaders operating in a dynamic, and ever changing business-to-business environment, where differentiation is a critical success factor, and where leaders often misunderstand how to lead. This is a must read handbook." * Michelle Jones, Chief Communications and Investor Relations Officer, CH2M *"The authors successfully distinguish the difference between delivering projects and leading professional services firms...This book helps to guide anyone in the industry from project / delivery management to leading teams and businesses to optimise performance." * Marc Barone, AECOM Sector Leader, Water EMIA *"At last a professional services leadership guide that's based on well researched and real experiences, I would recommend this is read by anyone who seriously wants to gain an extra edge." * Dennis Markey, FRICS *"An essential read if you are either a leader or an adviser to the top team of a professional services firm." * Gail Jaffa, Managing Partner, PSMG *"The Professional Services Leadership Handbook is really interesting, hugely practical and a thoroughly good read. Professionals entering the unfamiliar world of leadership will find clear, readable and entertaining advice, peppered with insights from firm leaders. The "how to" approach to knotty issues such as strategy, profitability and client focus is particularly helpful, as is the focus on you as a leader and how you can develop the right skills and mind-set. If you are a leader, or you want to be one, keep this book close, as it will be an invaluable companion. I wish it had been written twenty years ago!" * Nick Holt, Partner at SR Search and former Managing Partner, KLegal *Table of Contents Section - ONE: Business Leadership; Chapter - 01: Vision – How to Create and Implement a Robust Strategic Plan; Chapter - 02: Innovation – How to Reap the Benefits of Innovation in your Firm; Chapter - 03: Performance – How to Improve the Profitability of Client Engagements; Section - TWO: Client Leadership; Chapter - 04: Understanding – How to Stay Attuned to the Changing Needs of your Clients and Markets; Chapter - 05: Connecting – How to Foster a Client-Focused Culture in your Firm; Chapter - 06: Sales – How to Improve your Firm’s Client Development Success; Section - THREE: People Leadership; Chapter - 07: "Future-Fit" – How to Foster a Commercial Mind-Set in your Firm; Chapter - 08: Motivate and Collaborate – How to Create High-Performing Teams; Chapter - 09: Performance – How to Establish a Culture of Continuous Improvement; Section - FOUR: Self Leadership; Chapter - 10: Forward Reflection – How to Assess your Leadership Potential; Chapter - 11: Capability – How to Develop the Skills, Competencies and Experiences to be a Successful Leader; Chapter - 12: Balance – How to Succeed as a Leader without Burning Out

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Book SynopsisAnthony Fitzsimmons is Chairman of Reputability LLP and an authority and leading thinker on reputational risk and the propensity of behavioural and organizational risks to cause reputational damage. Derek Atkins BSc PhD MIMMM CEng FCIM FCII Chartered Insurer was a visiting Professor at Cass Business School, London, teaching risk management, reputational risk, and insurance, and a partner in Reputability LLP. He was the co-author of a dozen books.Trade Review"An exceptional book for learning at every level - whether you are a business school student or a chief executive; Prime Minister or a new recruit into the civil service." * Lord Owen CH FRCP, Former UK Foreign Secretary and author of 'The Hubris Syndrome' *"The authors have examined trust in business through the lens of reputational risk and identified themes that really matter. Their well-illustrated commentary is good read for business leaders at all levels." * Dame Alison Carnwath, Company Chair, Audit Committee Chair, NED and Supervisory board member *"This book is written in the riveting style worthy of a subject often overlooked. The authors' discussion of collateral damage and guilt by association was especially intriguing." * Senator Bob Graham, Co-Chairman of the National Presidential Commission on the Deepwater Horizon Disaster *"The authors highlight the role of culture and conduct and of the wider responsibilities of organisations to their customers and to the public. I much endorse their recommendations to business leaders. It is instructive to see this subject handled with such conviction and clarity." * Sir Winfried Bischoff, Chairman, Financial Reporting Council *"The authors show why the most valuable core competence for leaders everywhere is the ability to understand how people actually feel, think and behave, and how to manage risks from people effectively. This is just as important for government and the public sector as for private sector organisations." * Richard Bacon MP, Deputy Chairman, House of Commons Public Accounts Committee *"This thoroughly enjoyable book is a must-read for leaders of all organizations at all levels, right up to the board and its leadership." * Dr Kiyoshi Kurokuwa, Chairman of the Independent Investigation Commission of Fukushima Nuclear Accident by the National Diet of Japan *"I very much welcome this book as a comprehensive and insightful study into one of the most critical but often neglected aspects of risk management - reputational risk." * John Hurrell, Chief Executive of AIRMIC *"Rethinking Reputational Risk is an excellent contribution to the understanding of reputation as a key indicator of the quality of a company's leadership, culture and material stakeholder relationships." * Colin Melvin, Head of Global Stewardship, Hermes Investment Management *"This book will be chastening reading for company board members. Other readers will be fascinated, and also horrified, by the systematic risk-blindness of those who oversee our largest and most powerful companies." * Professor Andrew Hopkins, author of 'Risky Rewards: How company bonuses affect safety’ *Table of Contents Section - ONE: Rethinking Chapter - 01: Introduction Chapter - 02: Reputation Basics Chapter - 03: How Reputations are lost Chapter - 04: What is Reputational Risk? Chapter - 05: The hole in Classical Risk Management Chapter - 06: Stakeholder Behaviour Chapter - 07: Risks from failing to communicate and learn Chapter - 08: Character, Culture and Ethos Chapter - 09: Incentives Chapter - 10: Complexity Chapter - 11: Board composition, Skill, Knowledge, Experience and Behaviour Chapter - 12: Risks from Strategy and Change Chapter - 13: Incubation and complacency Chapter - 14: The special role – and Risks – of leaders Section - TWO: Case studies Chapter - 15: BP: Texas City Explosion Chapter - 16: BP: Deepwater Horizon Chapter - 17: Tesco PLC Chapter - 18: American International Group (AIG) Chapter - 19: EADS Airbus A380 Chapter - 21: Volkswagen Chapter - 22: Mid Staffordshire NHS Foundation Trust (Stafford Hospital) Section - THREE: Practicalities Chapter - 23: The way forward Chapter - 24: System Basics – Getting to ‘go’ Chapter - 25: Setting up the Reputational Risk Management System Chapter - 26: Operating the Reputational Risk Management System

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Book SynopsisDomenic is a practicing Chief Risk Officer and senior risk, governance and compliance consultant. An Australian expatriate based in Dubai UAE, Domenic specializes in bringing organizations 'up the risk maturity curve' and building risk practitioner tools for implementing ERM, ISO 31000:2009 and COSO ERM. Formerly with Marsh Risk Consulting, Shell and Red Cross, he enjoys over 30 years experience in risk, strategic planning and business management across many sectors in Europe, Africa, Middle East, Asia and Australia-Pacific. A regular international conference presenter and author, he is the content author for various risk maturity model software releases. These include Benchmarker risk maturity model, the first tool to self-assess risk management effectiveness through a set of capabilities expected to be delivered by a head of risk and cross-walked to both ISO 31000 and COSO ERM. His book Risk Maturity Models is the first to focus on this important topic.Trade Review"We live and work in an increasingly complex, faster moving and connected world. The risk landscape faced by organisations today and in the future is increasingly one made up of intangible risks - risks typically more difficult to assess and control than more 'traditional' physical risks. Intangible risks demand an enterprise risk management ("ERM") approach - archaic risk silos have no place in this world - cyber is not just an IT risk, people are not just an HR risk. Risk management is at the top of the board room agenda and organisations are seeking ways in which they can evaluate and benchmark their ERM maturity. This authoritative book by Domenic Antonucci, a recognised international thought leader in the space of risk maturity is a welcome addition to every risk professional's tool kit. The book follows a logical approach and is packed with information designed to explain risk maturity and to help risk professionals use this technique in support of their position as risk leaders and trusted risk advisors." * Julia Graham, AIRMIC Ltd *"Risk management maturity models enable organizations to gauge the development and evolution of their risk management practices. Dominic Antonucci's Risk Maturity Models stands out from other risk management texts on this topic because it provides very practical guidance, supported by numerous case studies. The book brings to life the benefits of risk maturity models when effectively applied and is simple but effective in its approach." * Nicola Crawford, IRM UK Board member *"For years Domenic has been one of the leading thinkers on risk management maturity models. Now he's sharing his thoughts in a book that can help others use maturity models as a means to advance risk management maturity. Risk Maturity Models should be in the library of every risk management practitioner who's looking to advance their risk management capabilities." * Paul Sobel, IA ex Chairman, Vice President/Chief Audit Executive IIA Global *"Risk maturity models are useful to organizations that want to compare their current state of risk management capability to an appropriate target level. With his book, Domenic Antonucci offers risk practitioners not only a comprehensive review of existing risk maturity models, but also a method to build one that will satisfy the specific needs of any organization." * Ghislain Giroux Dufort, President at Baldwin Global Risk Strategies Inc. *"Risk Maturity is currently a hot topic within the Risk Management discipline, being mentioned in various books, standards as well as being discussed at length in conferences across the globe. Up until this book however, there have been a lack of publications on the topic. Domenic Antonucci provides a detailed insight into the history of Risk Maturity Models and their benefits. The book is relevant to all organizations implementing risk management who are seeking more information on risk maturity models, whether they believe themselves to be "best in class", and looking for a way to measure their risk maturity, or having only recently started their Risk Management Journey and looking for a roadmap to help guide them to increased levels of maturity." * Alexander Larsen BHRM, FIRM Risk & Controls Co-Ordinator – West Qurna Project *"Risk management is often portrayed as a subject impenetrable to those who work outside the discipline, with jargon and techniques obscuring the real value that risk-based decision making can bring to organisations. Domenic Antonucci's book changes all this. Through a wealth of practical experience and accessible examples, Dom shows how anyone can measure, review and indeed improve the level of risk maturity in their organisation. With techniques that can be used both in commercial businesses and in public and third sector organisations anywhere in the world, this book is relevant to you. Indeed, whether you manage risk directly, or influence the way it's exploited, you'll find this guide of real and lasting value." * Steve Fowler, Managing Director at Amarreurs Consulting Ltd, Ex-CEO at the Institute of Risk Management *Table of Contents Section - 01: Background to risk maturity models; Section - 02: The case for a risk maturity model; Section - 03: Comparing risk maturity models against each other; Section - 04: Tailoring and benchmarking a risk maturity model; Section - 05: Designing a tailored risk maturity model; Section - 06: How risk, audit and board functions benefit from risk maturity; Section - 07: Summary of risk maturity models from practitioner perspectives;

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Book SynopsisMatthew Whalley has a unique blend of practical experience and strategic insight into legal risk management and law department operations. He created the UK's first and only Legal Risk Consultancy in 2012, and has helped FTSE 100 and Fortune 500 clients take their first steps to develop a structured approach to legal risk. He was short-listed for the Laurie Young Memorial Global Thought Leadership award in 2014 for his papers on legal risk management.Chris Guzelian is an Associate Professor at Thomas Jefferson Law School in San Diego, California, USA, where he teaches business, criminal, and American constitutional law courses. Previously he was a state prosecutor, a civilian officer with the U.S. Department of Defense, and a lawyer with the U.S. bankruptcy courts. Chris advises a number of corporate, non-profit, and government authorities on risk-related matters.Trade Review"The Legal Risk Management Handbook contains a wealth of information useful for any company involved in international business to consider when managing legal risk. What sets this book apart is that it translates complex legal principles into practical operating tools that business managers and the lawyers who work with them can use on a day-to-day basis. An indispensable compendium for the legal and compliance team, the executive suite and the boardroom who must work hard to ensure that legal risk management is at the top of the agenda in every organization." * Professor Stuart Weinstein, Faculty of Business and Law, Coventry University *"A must-read for in-house lawyers and new general counsels. I particularly like the simple and practical guides to implement what are quite advanced legal risk management techniques." * Simon Nasta, General Counsel, FBN UK *"Legal risk management needs to become fully integrated with the practice of law. With this book, Matthew Whalley and Chris Guzelian enable in-house lawyers to get to grips with one of the least understood areas of legal practice. A must-read for General Counsel who want to articulate the value their team delivers, for Chief Compliance Officers who want to work more effectively with legal colleagues to deliver effective regulatory compliance programmes, and for any legal practitioner who operates within or delivers services to a risk-managed environment." * Neil Braakenburg, EMEA Head of Compliance, AIG Europe (and former UK Head of Legal, AIG Europe) *"This book challenges all organizations to review legal risk management strategy and provides practical suggestions on how to flex their approach to enhance legislative and regulatory compliance. All those in leadership or front line advisory roles will relate to the issues raised and can benefit from the proposed solutions to manage their forward exposures to legal loss." * Matthew Kellett, EY UK Law Leader, FSO *"Easy to read and dares to delve not just into the practical application of the law but the world of ethics and conduct and the role of lawyers to manage such. A valuable addition to the literature on legal risk." * Prof. Richard Moorhead, Professor of Law and Professional Ethics, Director of the Centre for Ethics and Law, UCL *"Legal risk management is often still seen as a niche discipline, but I believe it has great potential once it is adopted more broadly. One of the problems is that many practitioners do not even know what this nascent discipline entails and what they should learn to start practising it. This book is a very good starting point because it offers useful practical guidelines and illustrating cases. Thanks to their professional experiences with practising legal risk management, the authors are uniquely qualified for offering such guidance." * Professor Tobias Mahler, Norwegian Research Center for Computers and Law, Faculty of Law, University of Oslo *"In-house legal teams are facing major challenges. We need more books like this." * Ashley Gordon, Head of Legal, EMEA *Table of Contents Section - 01: A general guide to legal risk management and reporting; Chapter - 01: The business case for legal risk: How to articulate legal risk to your business; Chapter - 02: Big picture legal risk management: Corporate governance, values and policy; Chapter - 03: Evidence you’re in control: How to identify, quantify and report legal risk; Section - 02: An in-depth review of legal risk and how to mitigate it; Chapter - 04: Legislative/regulatory risk and the role of legal and compliance; Chapter - 05: Non-contractual obligations: Ethics, conduct and duty of care; Chapter - 06: Contract risk; Chapter - 07: Dispute risk; Chapter - 08: Non-contractual rights risk: Intellectual property: the gateway to your customer;

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Book SynopsisChristopher Bones is co-founder of GoodGrowth, He is an established thought leader in organizational strategy and change management in companies such as Diageo, Cadbury, Schweppes and Shell. He is Professor of Creativity and Leadership at Alliance Manchester Business School.James Hammersley is a co-founder of GoodGrowth whose clients include Bupa, The Open University, Barclays Connector and O2.Nick Shaw is Director of Digital for Good Growth. He has over 10 years of experience in leading and helping a variety of organizations to improve their sales effectiveness and innovation performance.Trade Review"Optimizing Digital Strategy successfully challenges the perception that more and more technology is the always answer - the organization is often the biggest barrier to online success and this book explores why and what to do about it. It's a commercial and engaging book that shows leaders how to improve performance. Full of useful frameworks and case examples, it sets out a structure with which leaders can assess their business and then focus on what needs to change to drive growth online." * Anna Rawling, Managing Director, Product and Portfolio Strategy, The Economist *"Every retail leader should read this book. What the authors have written will help today's leaders navigate the maze of the digital world. They remove the mask of mystery to help understand where a business should focus its energy, people and capital. Optimizing Digital Strategy perfectly illustrates that technology alone is not the answer - the answer of course is the customer." * Darren Topp, Chairman, Retail Executives Limited, and experienced retail CEO *"Optimizing Digital Strategy gives business leaders a practical toolkit for thinking about and executing their digital strategy. The Good Growth team have condensed years of research and experience into a genuinely useful handbook." * Alex Murray, Digital Director, Lidl UK *"A practical handbook on running an online business, this is a must-read for the online practitioner through to the executive. Clear models, simple language, with plenty of examples across sectors make this an invaluable asset - it sits permanently on my desk! Importantly, Optimizing Digital Strategy offers good insights, perspective and practical advice on leadership and organizational challenges as a business develops." * Ann Steer, Chief Customer Officer, N Brown Group plc *"An informative and insightful book that should be read by all directors and business leaders. The distinction between good and best practice in this fast-moving area is a point well made. The case studies add richness and amplify the content." * Helen Pitcher OBE, Chairman, Advanced Boardroom Excellence; President, INSEAD Directors Network; Chairman, pladis; Chairman, KidsOut *"It would be hard to imagine a more authoritative guide to the pitfalls and opportunities of multichannel transformation." * Ian Shepherd, former COO, Odeon Cinemas Group *"An essential read for any executive seeking to leverage the opportunities and mitigate the risks posed by digital transformation. This is a book that lays out a clear road map for how organizations can deliver on their digital strategies." * Professor Michael Hartmann, Executive Director, EMBA in Digital Transformation, McMaster University *"This is a compelling guide to the creation and execution of business growth strategy in a high-rate-of-change digital age. It takes a systems-thinking approach and draws out the criticality of active and accountable business leadership, culture, ethics and, above all, the need for ruthless customer-, consumer- and marketplace-centricity." * Stuart Fletcher, Portfolio Director and angel investor, former Global CEO, Bupa, and President International, Diageo plc *"An excellent guide, full of insight, for those of us working in digital leadership. Whether you're starting your journey in digital leadership or have a few years under your belt, this book is a must-read." * Tom Weeks, Sales Director UK, AB Tasty *"The rate of change in this area continues exponentially, but there are some universal truths the book points out that you need to hang on to. Everyone should have a copy in their favourites." * Andraea Dawson-Shepherd, Senior leader, global consumer goods, Coty, Carlsberg, Reckitt Benckiser, Cadbury Schweppes *Table of Contents Chapter - 01: Building digital strategy that works; Chapter - 02: Why digital strategies fail and how to recognize failure; Chapter - 03: Levers for digital growth and how to use them; Chapter - 04: The importance of innovation in driving success; Chapter - 05: The dark side of digital; Chapter - 06: Emerging digital business models; Chapter - 07: The e-commerce system; Chapter - 08: Building a customer-centric culture; Chapter - 09: Making digital choices that differentiate success from failure; Chapter - 10: This is the business of transformation

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Book SynopsisA terrific book! --David A. Nadler, chairman, DeltaConsulting Group Tackle the organizational issues related to implementing teams.Learn new designs to support the knowledge work components oforganizations. Drawing on over fifteen years of research andconsulting with such companies as Honeywell, Hewlett-Packard,Pacific Bell, General Mills, Pratt and Whitney, Pfizer, and TexasInstruments, the authors shows you how to create new organizationdesigns that empower teams so that they make a real difference. You''ll discover how to: * Design new work teams * Identify new roles and responsibilities * Manage team performance * Create an empowering team environment Over 50 tables, figures, and exhibits reinforce the practical text.Even if teams already exist at your organization, you''ll use thiswell-researched guide to push your teams to higher levels ofperformance!Trade Review"A terrific book! It makes a tremAndous contribution by movingforward the state of the art in organization design." (David A.Nadler, chairman, Delta Consulting Group Inc.) "In an era when competitive forces demand that corporations movetoward a team-based organization, this book is must reading forexecutives. Based on careful research, it provides the best andmost comprehensive road map I have seen for designing andimplementing the paradigm shift companies must make to survive andprosper in the decades ahead." (Michael Beer, professor of businessadministration, Graduate School of Business Administration, HarvardUniversity) "This book is enormously important and timely. It is a scholarly,yet highly practical, guide to the future design of the 21stcentury organization--where organizations will be predominantlyteam-based and designed for high performance knowledge management."(Stuart S. Winby, director, Product Processes Change Management,Hewlett-Packard Company)Table of ContentsORGANIZATIONS AND TEAMS. Designing Organizations for Knowledge Work. Exploring the Contours of a Team-Based Organization. THE DESIGN SEQUENCE. Step One: Identifying Work Teams. Step Two: Specifying Integration Needs. Step Three: Clarifying Management Structure and Roles. Step Four: Designing Integration Processes. Step Five: Managing Performance. IMPLEMENTATION CONCERNS. Identifying New Responsibilities and Skills. Defining Empowerment for the Team Environment. Developing Organizational Support Systems. Making the Transition to Team-Based Design. Facing the Challenges Ahead.

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Book SynopsisIn this exciting activity, participants face a simulated jungle survival. They must reach agreement in this imaginary setting in order to succeed, and they learn why consensus produces the best decisions. You are a volunteer on an expedition to South America to study the tropical flora. Your base camp is a small village near the river city of Manaus, Brazil. Today is a free day and you and a few other expedition members have decided to visit, unannounced, a mutual friend who is working as a medical assistant in a remote village in the Amazon. Because there is no road, you hire a small plane to fly you over the rain forest jungle to reach your destination and return. Before you left the airport in Manaus, the pilot filed details of your flight plan with local authorities, as required. The plane took off as soon as the rain had stopped early this morning....excerpted from Adventure in the Amazon When the plane makes an emergency landing in the jungle, participants need to decTable of ContentsAdventure in the Amazon. The Situation. Your Task. Guidelines for Reaching Consensus. Group's Task. Answers and Rationale.

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Book SynopsisA Guide For Managers Of Team-Based Organizations One of few books to address the management issues of team-basedcompanies, this work shows how to build an organizationalinfrastructure conducive to superior team performance. The workdispenses with the usual one-model-fits-all approach to identifysix distinct types of teams?production, service, management,project, action, and advisory?and explain in detail how to design,implement, and manage the unique systems, policies, and practicesthat support each. The contributors?all leading consultants andresearchers?draw from important case studies to present the bestmanagement practices of team-based organizations. Covers everynuance from management structuring to team staffing to informationsystems. Even shows how to create a physical facility that''s rightfor teams.Table of ContentsPreface. Ackowledgements. The Authors. Part One: Laying the Foundation for High-Performance WorkTeams. 1. The Challenges of Supporting Work Team Effectiveness. 2. Organizing Teams for Success. 3. Selection and Staffing for Team Effectiveness. Part Two: Leading, Training, Measuring, and Rewarding Teams. 4. The Roles of Leaders in High-Performance Teams. 5. Training for Team Effectiveness. 6. Measurement and Feedback Systems for Teams. 7. Creating Effective Pay Systems for Teams. Part Three: Infrastructure for Team Effectiveness. 8. Information Technology and High-Performance Teams. 9. Communication Technologies for Traditional and VirtualTeams. 10. Facility Design for High-Performance Teams. Part Four: Best Management Practices for High-PerformanceTeams. 11. Supporting Work Team Effectiveness: Best Practices. Appendix. Chapter. Notes. References. Index.

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Book SynopsisEngaging Resistance provides a new empirical framework for understanding the nature of resistance to organizational change. This book points the way towards strategies that can be successfully employed by change champions as they work to engage less enthusiastic colleagues.Trade Review"Engaging Resistance meaningfully builds an emergent theory in an engaging style. Anderson grounds his framework well, illustrating how two institutions of higher education overcome resistance to change. The stories of these institutions include exemplary detail, so that students can easily transfer the lessons-learned to other organizational settings. This book makes a welcome addition to the reading list for my Strategies for Institutional Change course."—Sharon F. Rallis, University of Massachusetts, Amherst, author of Learning in the Field: An Introduction to Qualitative Research"In a refreshingly clear voice, Anderson presents powerful ideas on transformational change and resistance in an easy-to-understand format. Engaging Resistance serves as a template that may be used by change agents anywhere who are committed to making a positive difference in for profit, non-profit, and governmental settings."—Jane C. Edmonds, Senior Fellow, Northeastern University College of Professional Studies

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Book SynopsisOffers methods and tools that teams and leaders can use to ratchet up their performance level. This book argues that making good decisions involves expansive group conversation that leads to sound conclusions and swift execution.Trade Review"A must read for any leader or team that's trying to make the right decisions! Jana M. Kemp's insightful and thought-provoking book provides an excellent roadmap for reaching the right destination through collaborative effort." -- Richard Chang"We've all been in that place where the deliberative process grinds to a halt, decisions can't get made personalities usually supplant process, and frustration feeds a downward spiral. In Moving Out of the Box, Jana M. Kemp sheds new light on these dynamics and cleverly arms you with an array of useful tools and perspectives to combat them. These are important tactics at any level, and this book is fun to read." -- Gregory Casey, President & CEO * Business-Industry Political Action Committee *"Whether you are inexperienced at attending and running meetings or have been around the block hundreds of times—Jana M. Kemp's book will be a wonderful and useful addition to your toolbox. It clearly explains underlying theory and concepts, while providing powerful and practical suggestions for successful and committed decision making." -- Jamie and Maren Showkeir

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Book SynopsisRather than acts of God or random acts of nature, The Social Roots of Risk argues that hazards, disasters, and crises of all sorts are produced by the social order itself-that the routine activities of institutions, organizations, and groups invite risk into our lives and put us in harms way.Trade Review"The book is a tour de force, covering the major scholarly debates and sources of academic contention related to the evolution of risks through organization and institutional actions, community development, and political economy . . . Social Roots of Disaster makes an important contribution tot he literatures on risk, resilience, and disasters. The book is well written, jargon free, compelling, and sophisticated and brings revealing insights into the processes of risk construction and proliferation."—Kevin Fox Gotham, American Journal of Sociology"The origins of disaster lie in 'the ordinary everyday workings of society', avers sociologist Kathleen Tierney in this brilliant treatise. Drawing on a trove of timely case studies, Tierney analyses how factors such as speculative finance an rampant development allow natural and economic blips to tip more easily into catastrophe."—Barbara Kiser, Nature"The beginning of the 21st century has been distinguished by a large number of devastating disasters . . . Sociologist Tierney analyzes how to understand the social risks of such disasters as well as the resilience that makes it possible for some communities to better cope with the results of such events . . . The author argues that confronting risk and generating resilience must inevitably involve confronting the powerful and the social arrangements that benefit them . . . Summing Up: Highly Recommended."—E. L. Hirsch, CHOICE"The origins of disaster lie in 'the ordinary everyday workings of society', avers sociologist Kathleen Tierney in this brilliant treatise. Drawing on a trove of timely case studies, Tierney analyses how factors such as speculative finance and rampant development allow natural and economic blips to tip more easily into catastrophe."—Nature"If this book is taken seriously, hazards and disaster recovery research and practice will never be the same and we all will be better off for it. I am amazed at the depth and breadth of the research that went into it. Among other things, it is a great history. But what really makes this book critical is that it lays out new directions for how to approach disasters everywhere."—Richard Krajeski, Board Member, Natural Hazards Mitigation Association"This graceful, but frightening, account is grounded in exemplary research. A masterful examination of the social and institutional basis of risk in our world. It lies neither in nature nor technologies, but is enacted by culture, economics, and political power."—Charles Perrow, Emeritus Professor of Sociology, Yale University"The Social Roots of Risk is a brilliant synthetic work on risk and disaster. It is a masterful accomplishment that will appeal to expert and lay audiences. I hope policy makers read it, and take its messages to heart, because our world can be safer and fairer, as a result. This promises to be an instant classic, penned by one of the world's foremost scholars of risk and disaster. I wish I'd written this book."—Lee Clarke, Rutgers University and author of Acceptable Risk?, Mission Improbable, and Worst Cases"Kathleen Tierney has things to say that will make your eyes widen and your worldview rearrange itself. She says them with magisterial grounding in scholarship and fieldwork, and in calm, clear language. This book about risk and disaster—and how they get amplified—is fascinating and hugely important as we face an ever-more-turbulent world. A huge influence on my own writing about disaster, Tierney's work doesn't only deserve to but needs to be more widely read."—Rebecca Solnit, author of A Paradise Built in HellTable of ContentsThe Social Roots of Risk: Producing Disasters, Promoting ResilienceAuthor(s): Kathleen Tierney book abstractRather than being acts of God or random acts of nature, risks and disasters are produced by the social order itself—that is, by the activities of institutions and organizations that push for economic growth, oppose risk-reducing regulations, and succeed in transferring disaster losses to other parties. The forces that drive the social production of risk at the community level include influence wielded over governmental entities to permit development in hazardous areas and patterns of environmental injustice that make some groups more vulnerable than others. At the organizational level, risks proliferate as a result of organizational cultures that prioritize production over safety; regulatory capture; and factors such as organizational size and complexity, which inhibit effective risk management. The profits that come from risk-producing activities are privatized, while the costs are borne by disaster victims, taxpayers, and future generations. Like risk, disaster resilience also emerges from the social order. Inherent resilience, or the ability to resist disaster-related damage and disruption, is a property of both physical and social systems. Adaptive resilience comes into play after disasters, as social systems improvise and adapt. Social capital is an important contributor to both inherent and adaptive resilience. Groups that otherwise would be considered vulnerable to disasters can become more resilient when they develop networks of support and when they can access needed resources, including political power. However, intervening in the processes that generate risk and produce disasters will be difficult because powerful political and economic interests drive those processes. 1Risking More, Losing More: Thinking About Risk and Resilience chapter abstractThis chapter begins with the observation that major disasters are becoming more frequent and severe worldwide, particularly since the dawn of the twenty-first century. In the last few years, the world has experienced a proliferation of disasters of catastrophic proportions, including Hurricane Katrina, the 2010 Haiti earthquake, the BP oil spill disaster, and the 2011 earthquake, tsunami, and nuclear plant meltdowns in Japan. The organizing principle of the book is introduced, which is that the forces driving the production of ever-larger disasters are embedded in the social order itself, rather than in nature or technology. The chapter introduces the concept of disaster resilience, noting that like risk, resilience is the outcome of social structure and social processes. 2Looking Back: The Evolution of How We Talk About Risk chapter abstractThe chapter opens with a discussion of three key concepts: risk, hazard, and vulnerability. It moves to a discussion of trends and themes in risk research, which has focused mostly on risk perception. The study of risk perception has gone through several stages. Research on the cognitive heuristics that play a role in risk perception was followed by studies on attributes of different risks that affect public perceptions, such as their unfamiliarity and the fact that some risks are imposed, rather than voluntarily assumed. Later, researchers focused on social factors that affect risk perception, such as race and gender, as well as on the manner in which emotions influence views on risk. Flaws have been identified in this "psychometric" approach. While concentrating extensively on the perception of risk, earlier scholarship has neglected the important question of how risk is socially produced. 3A Different Perspective: The Social Production of Risk chapter abstractThis chapter moves from considering how risks are perceived to how risks are produced. Discussions first consider Ulrich Beck's "risk society" thesis, which ties the expansion of risk to societal conditions associated with late modernity. Beck's research has invited criticism, in part because of his assumption that present-day risks are historically unique and construed as the consequence of human decision making, while earlier disasters were seen as attributable to God or nature. The idea that disasters are socially produced—as opposed to being caused by natural forces—is a foundational principle of contemporary disaster research. Risk buildup resulting in disasters is the consequence of social forces that operate at global, national, institutional, network, and smaller-scale levels of analysis. Cultural factors are also important in shaping both views on risk and subsequent behaviors. Explaining how disasters occur requires attention to factors that operate at interrelated levels of analysis. 4Culture and the Production of Risk chapter abstractScholars from various fields have analyzed the cultural dimensions of risk. Social constructionism provides a lens through which to view how societies perceive and deal with risks, as do analyses of frames. Pierre Bourdieu's scholarship also offers insights into how taken-for-granted cultural systems operate, which can be applied to the study of risk. Cultural assumptions contributing to risk buildup include taken-for-granted ideas about the importance of growth and job creation—ideas that are virtually impossible to challenge. The role of cultural assumptions in promoting risky behavior is discussed in case studies focusing on massively tall skyscrapers in different cities and on financial engineering. 5Organizations, Institutions, and the Production of Risk chapter abstractThis chapter focuses primarily on organizations, networks, and their contributions to risk buildup. Following sociologist Charles Perrow's work, risks expand in part because of concentrations of various kinds: of hazardous activities; of populations in hazardous areas; and of political and economic power that enables those who possess it to operate with impunity. Forces that contribute to the occurrence of disasters include regulatory capture and rent seeking. Following Perrow's "normal accidents" theory, the chapter highlights the role of structural features like tight coupling and interactive complexity in disasters. The immense complexity of many industrial and bureaucratic organizations and the distortion of communication processes it engenders militate against sensemaking in everyday operations but especially during crises. The production pressures that characterize industrial operations in contemporary societies constitute another source of danger. Organizational size and complexity make it difficult to detect precursors of impending disaster. 6Communities and Societies at Risk chapter abstractThis chapter focuses on risk production at the community, societal, and global scale. At the community level, sources of escalating risks and disasters include "growth machine" politics; rent seeking; lax enforcement of building codes; and efforts to lift restrictions on development in high-hazard areas. At all levels of analysis, political and economic forces shape levels of disaster vulnerability. Such forces include poverty and income inequality, social marginalization, and lack of political power. Socially-structured vulnerabilities within the world system are responsible for large-scale life loss in less developed countries. Such vulnerabilities are the result of political-economic forces that include rapid urbanization, the growth of slums, poverty, environmental degradation, and governance failures. Discussions focus on risk buildup in various settings: South Dade County (FLA), Natomas (CA), Caracas, Manila, and other communities. 7Defining Resilience in Relation to Risk chapter abstractThe concept of disaster resilience has achieved prominence and has been incorporated into discourses on disaster loss reduction, international and national policies, and research agendas. With origins in diverse academic disciplines, the concept of resilience is applicable to natural, physical, and social systems. The chapter reviews the concept's origins and efforts to measure it within the disaster arena. Resilience is generally conceptualized as including both properties that create resistance to disaster, and such that enable affected structures and systems to bounce back or adapt following disasters. Those properties are termed inherent and adaptive resilience, respectively. The chapter discusses sources of inherent resilience, emphasizing it can be measured, and its contribution to "community capitals," particularly social capital. The community of Grand Bayou, LA is discussed as an example of how otherwise vulnerable communities can build up social capital and enhance their resilience. 8Adaptive Resilience in the Face of Disasters chapter abstractAdaptive resilience represents a blending of planned and unplanned activities that seek to overcome the surprises disasters generate. Disasters always contain unexpected elements, calling for agility and innovation. Resilient social responses include the convergence of personnel and resources into stricken areas, structural and task-related changes in organizations responding to disasters, and the emergence of new groups and networks. The chapter discusses the activities of emergent groups and networks in a number of major disaster events. Also discussed are post-disaster improvisational activity and the conditions that make it possible for organizations to improvise. Insights into the roots of adaptive resilience also come from research on jazz improvisation and on high-reliability organizations. The chapter closes with discussions on the ways in which social capital contributes to resilient disaster recovery, the importance of the ability to adapt following disasters, and how the "critical civic infrastructure" contributes to disaster resilience. 9Looking Ahead: A Move Toward Safety, or More of the Same? chapter abstractThis chapter recapitulates arguments made in preceding chapters. It also explores a conundrum that risk researchers must consider: while efforts are made to increase resilience to hazards, the forces that cause risks to proliferate are also resilient. It asks whether efforts to increase disaster resilience are too incremental and come at the expense of the genuine societal transformations. Risk and power are related; powerful actors have the ability to create and exacerbate risks with impunity. Because disaster-related risks are produced by broader societal dynamics, efforts to reduce disaster impacts originating from within the disaster loss-reduction establishment will ultimately have little effect. Confronting hegemonic power will necessitate changes in legislation, stronger sanctions against entities that contribute to disasters, the application of economic sanctions against those responsible for risk buildup, naming and shaming violators, and action on the part of social movements.

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Book SynopsisBreakthrough Problem Solving with Action Learning explores why and how action learning groups have been so successful and creative in solving complex problems.Trade Review"At last, we have a thinking person's guide to action learning. Michael Marquardt and Roland Yeo have written a much-needed book that goes beyond conventional checklist thinking. Importantly, they examine 31 global case studies, pinpointing success factors and documenting organizational and economic impacts. This is an ambitious book, well researched, deeply relevant to practitioners and academics."—J.M. Ryan, Wharton Executive Education and President and Founder, True North Advisory Group"I've been fortunate enough to experience the breakthrough problem solving power of Action Learning countless times. The Action Learning coach, through questions, unlocks the full power and creativity of the team, leading to the truly breakthrough solutions. This book explores numerous examples of teams reaching this extraordinarily level of processing."—Bea Carson, Director of Certification and Education, World Institute for Action Learning

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Book SynopsisTrade Review"Professional competence in the practice of evaluation now requires a thorough understanding of the most widely used trio of evaluation models—participatory, collaborative, and empowerment evaluation. This means more than—though it must include—their definitions and differences. It means an understanding of the great range of practical details and difficulties that each involve. This book is the best way to get that essential understanding of collaborative evaluation, which is, in my view, the most sensible of the three approaches: It's well-organized, clearly written, interesting, and comprehensive—really earning the title of a handbook."—Michael Scriven, Professor of Psychology, Claremont Graduate University and Past President, American Evaluation Association and American Educational Research Association"This book is a powerful and essential tool for community-based organizations preparing to increase service delivery and program outcomes. Decreased funding has caused many leaders to shift their focus to new approaches to stakeholder involvement. National centers are raising funding accountability. This book is the #1 guide for leaders."—Debra E. Thrower, Professor of Social Work, Saint Leo University"Collaborative Evaluations is a practical guide which demystifies evaluation with a user-friendly language and simple descriptions of its purpose and the process. Through the Model for Collaborative Evaluations, the book offers experienced practitioners, as well as neophytes, a tool that builds on what evaluation is all about: managing human relationships. I would recommend this improved second edition to all who believe that effective stakeholder engagement is key to the usefulness of evaluations."—Dieudonné Mouafo, Chief, Evaluation Unit, United Nations Volunteers"For too long, evaluation has been viewed as something done to programs rather than with programs. This book demonstrates how evaluators and program operators can work together more closely and productively. It offers practical advice on how to clarify roles and expectations, ensure open communications, and engage people in the evaluation process."—Thomas Brock, Director, Young Adults and Postsecondary Education, MDRC"This engaging book is a must read for anyone who cares about making the evaluation process more useful and inclusive. The Model for Collaborative Evaluations is a refreshing, new framework from two noted scholars that provides helpful tools to build relationships that strengthen the process and involve stakeholders at every stage."—Caroline Altman Smith, Senior Program Officer, The Kresge Foundation"To read this book is to enter into collaboration with recognized experts in this approach to evaluation. The reader gains access to the authors' wealth of experience in the field, as well as their enthusiasm for collaborative evaluation. This book inspires as well as it instructs."—Michael Nokes, Michigan Department of Corrections"Collaborative Evaluations is a map for the novice and seasoned alike. The landmarks in it are easily recognizable—from stakeholders to logic models and summative evaluation to standards. The guidelines are both creative and insightful. However, the authors' truly unique contribution is how they weave together these ingredients to help ensure full participation and collaboration."—David M. Fetterman, President and CEO, Fetterman & Associates and Past President, American Evaluation Association and American Anthropological Association"This book should be in the toolbox of every evaluator! Bringing the lessons from their experiences to the masses, the authors demonstrate how to use the Model for Collaborative Evaluations, providing a succinct set of guidelines for the process of evaluation. This book makes MCE palatable for users with any level of evaluation expertise."—LaShonda Coulbertson, President and CEO, Nia Research Consulting and Evaluation, LLC"A sound and insightful guide to help evaluators systematically navigate the intricacies of conducting collaborative evaluations. The straightforward, pragmatic steps of the Model for Collaborative Evaluations are supported by theoretical underpinnings and lead to a standardized, yet flexible, framework for users to apply to a wide cross section of evaluands."—Wes Martz, Vice President, Kadant Inc. and President, American Marketing Association, Southwest Michigan"Collaborating during an evaluation can be a challenging experience, riddled with pitfalls and potholes. An evaluation will sink or swim based on the communication skills of the evaluator. Collaborative Evaluations presents a comprehensive framework for working with stakeholders who have a vested interest in the evaluation. This book provides bedrock principles for smooth and collaborative evaluation project management."—Willis H. Thomas, Chief Learning Officer, lessonslearned.info and Past Vice President, Project Management Institute Grand Rapids, Michigan Chapter

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Book SynopsisTrade Review"Adaptive Action offers new ways to think about the limitations in traditional planning: it enables you to name and explore the uncertainty in your systems; it promotes shorter cycles of action and feedback, enabling you to respond to unexpected events and take corrective action more quickly."—Leadership Excellence"Adaptive Action does an excellent job of building on the theories and methods that underlie our current thinking about complexity. Eoyang and Holladay provide an introduction to practical tools that, before now, have not been gathered into one volume. They organize these resources in a way that takes the reader progressively deeper into the application of adaptive action and brings complexity into greater focus. This book demonstrates how a powerful, but simple framework can uncover deeper meanings and influence change."—Maya Townsend, Founder and Principal Consultant, Partnering Resources"Adaptive Action takes a giant leap forward. It moves us closer to understanding how complexity impacts us, our organizations, and society. Then, it reveals how we can be proactive in managing today and influencing tomorrow."—David W. Jamieson, University of St. Thomas and Past President, American Society for Training & Development"Staying a step ahead is very difficult, but Adaptive Action provides the tools and questions that every leader should ask at work and at home. Presenting a simple, flexible, and iterative approach that includes inquiry, discovery, shifts, and action, this book provides a blueprint for everyone looking to increase organizational capacity and creative thinking."—Cindy Elkins, Vice President, IT Americas at Genentech

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Book SynopsisTrade Review"An in-depth overview of the evaluation profession, framed around its central concepts, values, and issues, and rendered in beautifully clear prose. Schwandt's impassioned argument is that evaluation should move beyond technical competence towards professional, ethical, and moral commitment. This book is an excellent guide to understanding the field and the direction it should take." -- Ernest R. House, University of Colorado * Boulder *"Evaluation Foundations Revisited exemplifies and instructs. This exceptional book puts into practice the critical and analytic skills essential for evaluators in every paragraph. Schwandt presents the complex often subtle reasoning involved in evaluation's notable variability with great understanding. His thinking is never simplistic, and he explores the most complex ideas in elegant writing of the highest order. This book is a must-read for everyone who want to see how the best evaluative thinking works in practice." -- Lois-ellin Datta, President"This wonderful book elegantly demonstrates the centrality of judgment and argumentation which is fundamental to all aspects of evaluation. Schwandt summarizes what we know, and then adds his original explanation of why there is and should be pluralism in evaluation. Both accessible and profound, this book is highly recommended for both students of evaluation and experienced practitioners." -- Peter Dahler-Larsen * University of Copenhagen *"Thomas Schwandt's new book is important and timely. Driven by widely-shared concerns that ongoing technical trends could result in an increasingly arid, tool-obsessed evaluative enterprise, the book presents (1) an eloquent, beautifully researched framework for cementing the fundamental relationship between theory and practice, and (2) a reminder of the central role that evaluation—so conceived and so integrated—plays in the progress of a democratic society." -- Eleanor ChelimskyTable of ContentsContents and Abstracts1Variability in Evaluation Practice chapter abstractThis chapter introduces the idea of variability in professional evaluation practice. It provides an overview of four primary sources of variation: how evaluation is defined, what methods an evaluator ought to employ, how the professional evaluator relates to and interacts with parties to an evaluation, and how the purpose of the practice is understood. It concludes by suggesting that methodological and theoretical pluralism in evaluation requires more careful investigation. 2Evaluation Theory and Practice chapter abstractThis chapter argues that notions of "applying" theory to practice are mistaken and explains how theoretical knowledge (as a body of knowledge composed of concepts, principles, insights, etc.) serves as resource for practical decision making. It discusses several bodies of knowledge and their relevance for evaluation practice including evaluation theory, program theory, theory of use, causal theory, political theory, and theory of change. 3Values and Valuing chapter abstractThis chapter begins with a short introduction to the difference between objectivist and subjectivist approaches to valuing. That is followed by a discussion of several issues involved in viewing evaluation as a judgment-oriented practice, grasping the relationship between values and criteria, using criteria as the basis for evaluative judgment, judging value when using multiple criteria, and determining the evaluator's role in making judgments. 4Reasoning, Evidence, and Argument chapter abstractThe chapter first discusses judgment making in evaluation as a process of critical thinking that is guided by principles of scientific reasoning, method and evidence as well as ethical principles. It then turns to a discussion of evidence—its definition, sources, and properties—which forms the basis of judgments of value. That is followed by an examination of three salient issues surrounding the use of evidence in evaluation: (1) the controversy surrounding evidence-based policy and practice, (2) debates about establishing evidence of the causal effect of programs and policies, and (3) ensuring the use of adequate measures (i.e., sources of evidence) for determining program processes and outcomes. The chapter concludes with a discussion of key considerations involved in making evaluative arguments. 5Politics and Policymaking chapter abstractThis chapter examines several distinct, but interrelated, ways of understanding the political character of evaluation. The discussion is organized from micro to macro-level considerations beginning with an "interior" look at politics in the conduct of evaluation planning and execution, then to assumptions evaluators hold about the politics of policymaking or the "politics of interaction," from there to considering evaluation as a means of governance, and finally to exploring the political point of view of evaluation itself. 6Use chapter abstractThis chapter draws on the considerable literature in both knowledge utilization and use of evaluation to identify prominent issues surrounding how use might be defined, the factors and circumstances that affect use, and the way in which different evaluation approaches position the idea of use in practice. The chapter concludes by arguing that the explanatory value of much the literature on use is meager although we can make several empirical generalizations about the phenomenon of knowledge use. 7Professionalism and Professionalization chapter abstractEvaluation practitioners face two important, interrelated issues. The first is what the trend toward professionalization of evaluation means for the practice in a global or international perspective. The second is what characterizes professionalism or professional conduct in evaluation. This chapter engages these two issues by first examining efforts aimed at developing competencies for what comprises a "good evaluator" and what might be involved in providing evidence that one who self identifies as an evaluator possesses them. It then examines criteria for determining what counts as a "good evaluation" and what it might mean for evaluation as a profession to offer some assurance that it engages in processes for quality assurance. The chapter ends with a discussion of the ethics of professional conduct.

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Book SynopsisTrade Review"Clear, digestible writing paired with the most up-to-date scholarship and illustrative examples invite even those with no prior knowledge of creativity or the science behind it into this outstanding book."—Roni Reiter-Palmon, University of Nebraska at Omaha"I have not seen another book that skillfully disseminates this knowledge to readers who are not pure researchers. Based on some of the most cutting-edge work in business and management, Cronin and Loewenstein provide actionable practices for the entire creative process."—Jing Zhou, Rice University"This book won't just convince you that everyone has the potential to be creative. It will show you how. It's a rare read on creativity that's engaging, evidence-based, and entirely useful."—Adam Grant, New York Times bestselling author of Originals, Give And Take, and Option B with Sheryl Sandberg"The Craft of Creativity completely changed my thinking about creativity. It not only provides deep insights, but useful skill-building exercises, examples, and tools you can use on the job. A must-read for those eager for a new perspective on creativity and innovation."—Jennifer Mueller, author of Creative Change: Why We Resist ItHow We Can Embrace It"Matthew Cronin and Jeffrey Loewenstein show that creativity is more than you think: more practical, more transformational, and more learnable. Today's fast-paced, unpredictable world simply demands that you develop and use creativity—and this book helps you do it."—Heidi K. Gardner, Harvard Law SchoolTable of Contents1. Perspectives on Creativity 2. Getting Insight 3. Turning Potential into Inventions 4. Enlightenment as a Creative Product 5. Cues as Clues to the Process 6. Thinking Tools for the Road 7. The Value of Persistence 8. Developing the Craft of Creativity

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Book SynopsisRather than acts of God or random acts of nature, The Social Roots of Risk argues that hazards, disasters, and crises of all sorts are produced by the social order itself-that the routine activities of institutions, organizations, and groups invite risk into our lives and put us in harms way.Trade Review"The book is a tour de force, covering the major scholarly debates and sources of academic contention related to the evolution of risks through organization and institutional actions, community development, and political economy . . . Social Roots of Disaster makes an important contribution tot he literatures on risk, resilience, and disasters. The book is well written, jargon free, compelling, and sophisticated and brings revealing insights into the processes of risk construction and proliferation."—Kevin Fox Gotham, American Journal of Sociology"The origins of disaster lie in 'the ordinary everyday workings of society', avers sociologist Kathleen Tierney in this brilliant treatise. Drawing on a trove of timely case studies, Tierney analyses how factors such as speculative finance an rampant development allow natural and economic blips to tip more easily into catastrophe."—Barbara Kiser, Nature"The beginning of the 21st century has been distinguished by a large number of devastating disasters . . . Sociologist Tierney analyzes how to understand the social risks of such disasters as well as the resilience that makes it possible for some communities to better cope with the results of such events . . . The author argues that confronting risk and generating resilience must inevitably involve confronting the powerful and the social arrangements that benefit them . . . Summing Up: Highly Recommended."—E. L. Hirsch, CHOICE"The origins of disaster lie in 'the ordinary everyday workings of society', avers sociologist Kathleen Tierney in this brilliant treatise. Drawing on a trove of timely case studies, Tierney analyses how factors such as speculative finance and rampant development allow natural and economic blips to tip more easily into catastrophe."—Nature"If this book is taken seriously, hazards and disaster recovery research and practice will never be the same and we all will be better off for it. I am amazed at the depth and breadth of the research that went into it. Among other things, it is a great history. But what really makes this book critical is that it lays out new directions for how to approach disasters everywhere."—Richard Krajeski, Board Member, Natural Hazards Mitigation Association"This graceful, but frightening, account is grounded in exemplary research. A masterful examination of the social and institutional basis of risk in our world. It lies neither in nature nor technologies, but is enacted by culture, economics, and political power."—Charles Perrow, Emeritus Professor of Sociology, Yale University"The Social Roots of Risk is a brilliant synthetic work on risk and disaster. It is a masterful accomplishment that will appeal to expert and lay audiences. I hope policy makers read it, and take its messages to heart, because our world can be safer and fairer, as a result. This promises to be an instant classic, penned by one of the world's foremost scholars of risk and disaster. I wish I'd written this book."—Lee Clarke, Rutgers University and author of Acceptable Risk?, Mission Improbable, and Worst Cases"Kathleen Tierney has things to say that will make your eyes widen and your worldview rearrange itself. She says them with magisterial grounding in scholarship and fieldwork, and in calm, clear language. This book about risk and disaster—and how they get amplified—is fascinating and hugely important as we face an ever-more-turbulent world. A huge influence on my own writing about disaster, Tierney's work doesn't only deserve to but needs to be more widely read."—Rebecca Solnit, author of A Paradise Built in HellTable of ContentsThe Social Roots of Risk: Producing Disasters, Promoting ResilienceAuthor(s): Kathleen Tierney book abstractRather than being acts of God or random acts of nature, risks and disasters are produced by the social order itself—that is, by the activities of institutions and organizations that push for economic growth, oppose risk-reducing regulations, and succeed in transferring disaster losses to other parties. The forces that drive the social production of risk at the community level include influence wielded over governmental entities to permit development in hazardous areas and patterns of environmental injustice that make some groups more vulnerable than others. At the organizational level, risks proliferate as a result of organizational cultures that prioritize production over safety; regulatory capture; and factors such as organizational size and complexity, which inhibit effective risk management. The profits that come from risk-producing activities are privatized, while the costs are borne by disaster victims, taxpayers, and future generations. Like risk, disaster resilience also emerges from the social order. Inherent resilience, or the ability to resist disaster-related damage and disruption, is a property of both physical and social systems. Adaptive resilience comes into play after disasters, as social systems improvise and adapt. Social capital is an important contributor to both inherent and adaptive resilience. Groups that otherwise would be considered vulnerable to disasters can become more resilient when they develop networks of support and when they can access needed resources, including political power. However, intervening in the processes that generate risk and produce disasters will be difficult because powerful political and economic interests drive those processes. 1Risking More, Losing More: Thinking About Risk and Resilience chapter abstractThis chapter begins with the observation that major disasters are becoming more frequent and severe worldwide, particularly since the dawn of the twenty-first century. In the last few years, the world has experienced a proliferation of disasters of catastrophic proportions, including Hurricane Katrina, the 2010 Haiti earthquake, the BP oil spill disaster, and the 2011 earthquake, tsunami, and nuclear plant meltdowns in Japan. The organizing principle of the book is introduced, which is that the forces driving the production of ever-larger disasters are embedded in the social order itself, rather than in nature or technology. The chapter introduces the concept of disaster resilience, noting that like risk, resilience is the outcome of social structure and social processes. 2Looking Back: The Evolution of How We Talk About Risk chapter abstractThe chapter opens with a discussion of three key concepts: risk, hazard, and vulnerability. It moves to a discussion of trends and themes in risk research, which has focused mostly on risk perception. The study of risk perception has gone through several stages. Research on the cognitive heuristics that play a role in risk perception was followed by studies on attributes of different risks that affect public perceptions, such as their unfamiliarity and the fact that some risks are imposed, rather than voluntarily assumed. Later, researchers focused on social factors that affect risk perception, such as race and gender, as well as on the manner in which emotions influence views on risk. Flaws have been identified in this "psychometric" approach. While concentrating extensively on the perception of risk, earlier scholarship has neglected the important question of how risk is socially produced. 3A Different Perspective: The Social Production of Risk chapter abstractThis chapter moves from considering how risks are perceived to how risks are produced. Discussions first consider Ulrich Beck's "risk society" thesis, which ties the expansion of risk to societal conditions associated with late modernity. Beck's research has invited criticism, in part because of his assumption that present-day risks are historically unique and construed as the consequence of human decision making, while earlier disasters were seen as attributable to God or nature. The idea that disasters are socially produced—as opposed to being caused by natural forces—is a foundational principle of contemporary disaster research. Risk buildup resulting in disasters is the consequence of social forces that operate at global, national, institutional, network, and smaller-scale levels of analysis. Cultural factors are also important in shaping both views on risk and subsequent behaviors. Explaining how disasters occur requires attention to factors that operate at interrelated levels of analysis. 4Culture and the Production of Risk chapter abstractScholars from various fields have analyzed the cultural dimensions of risk. Social constructionism provides a lens through which to view how societies perceive and deal with risks, as do analyses of frames. Pierre Bourdieu's scholarship also offers insights into how taken-for-granted cultural systems operate, which can be applied to the study of risk. Cultural assumptions contributing to risk buildup include taken-for-granted ideas about the importance of growth and job creation—ideas that are virtually impossible to challenge. The role of cultural assumptions in promoting risky behavior is discussed in case studies focusing on massively tall skyscrapers in different cities and on financial engineering. 5Organizations, Institutions, and the Production of Risk chapter abstractThis chapter focuses primarily on organizations, networks, and their contributions to risk buildup. Following sociologist Charles Perrow's work, risks expand in part because of concentrations of various kinds: of hazardous activities; of populations in hazardous areas; and of political and economic power that enables those who possess it to operate with impunity. Forces that contribute to the occurrence of disasters include regulatory capture and rent seeking. Following Perrow's "normal accidents" theory, the chapter highlights the role of structural features like tight coupling and interactive complexity in disasters. The immense complexity of many industrial and bureaucratic organizations and the distortion of communication processes it engenders militate against sensemaking in everyday operations but especially during crises. The production pressures that characterize industrial operations in contemporary societies constitute another source of danger. Organizational size and complexity make it difficult to detect precursors of impending disaster. 6Communities and Societies at Risk chapter abstractThis chapter focuses on risk production at the community, societal, and global scale. At the community level, sources of escalating risks and disasters include "growth machine" politics; rent seeking; lax enforcement of building codes; and efforts to lift restrictions on development in high-hazard areas. At all levels of analysis, political and economic forces shape levels of disaster vulnerability. Such forces include poverty and income inequality, social marginalization, and lack of political power. Socially-structured vulnerabilities within the world system are responsible for large-scale life loss in less developed countries. Such vulnerabilities are the result of political-economic forces that include rapid urbanization, the growth of slums, poverty, environmental degradation, and governance failures. Discussions focus on risk buildup in various settings: South Dade County (FLA), Natomas (CA), Caracas, Manila, and other communities. 7Defining Resilience in Relation to Risk chapter abstractThe concept of disaster resilience has achieved prominence and has been incorporated into discourses on disaster loss reduction, international and national policies, and research agendas. With origins in diverse academic disciplines, the concept of resilience is applicable to natural, physical, and social systems. The chapter reviews the concept's origins and efforts to measure it within the disaster arena. Resilience is generally conceptualized as including both properties that create resistance to disaster, and such that enable affected structures and systems to bounce back or adapt following disasters. Those properties are termed inherent and adaptive resilience, respectively. The chapter discusses sources of inherent resilience, emphasizing it can be measured, and its contribution to "community capitals," particularly social capital. The community of Grand Bayou, LA is discussed as an example of how otherwise vulnerable communities can build up social capital and enhance their resilience. 8Adaptive Resilience in the Face of Disasters chapter abstractAdaptive resilience represents a blending of planned and unplanned activities that seek to overcome the surprises disasters generate. Disasters always contain unexpected elements, calling for agility and innovation. Resilient social responses include the convergence of personnel and resources into stricken areas, structural and task-related changes in organizations responding to disasters, and the emergence of new groups and networks. The chapter discusses the activities of emergent groups and networks in a number of major disaster events. Also discussed are post-disaster improvisational activity and the conditions that make it possible for organizations to improvise. Insights into the roots of adaptive resilience also come from research on jazz improvisation and on high-reliability organizations. The chapter closes with discussions on the ways in which social capital contributes to resilient disaster recovery, the importance of the ability to adapt following disasters, and how the "critical civic infrastructure" contributes to disaster resilience. 9Looking Ahead: A Move Toward Safety, or More of the Same? chapter abstractThis chapter recapitulates arguments made in preceding chapters. It also explores a conundrum that risk researchers must consider: while efforts are made to increase resilience to hazards, the forces that cause risks to proliferate are also resilient. It asks whether efforts to increase disaster resilience are too incremental and come at the expense of the genuine societal transformations. Risk and power are related; powerful actors have the ability to create and exacerbate risks with impunity. Because disaster-related risks are produced by broader societal dynamics, efforts to reduce disaster impacts originating from within the disaster loss-reduction establishment will ultimately have little effect. Confronting hegemonic power will necessitate changes in legislation, stronger sanctions against entities that contribute to disasters, the application of economic sanctions against those responsible for risk buildup, naming and shaming violators, and action on the part of social movements.

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Book SynopsisThe Design of Insight is a personal problem-solving platform that will enable readers to break out of familiar thought models and create innovative solutions for impactful change at any level in their business.Trade Review"Moldoveanu and Leclerc introduce business students and faculty to a personal problem-solving platform, an integrative approach toward thinking about complex problem solving as well as innovative ways of generating solutions . . . Recommended."—J.P. Miller, CHOICE"The Design of Insight is a tour de force in the craft and discipline of problem solving. It points to both new solutions and new ways of generating solutions—which is the crux of the problem solver's skill. Read it once for fun and insight, and a second and third time for discipline and practice."—Dominic Barton, Global Managing Director, McKinsey & CompanyTable of ContentsContents and Abstracts1What Is This All About? chapter abstractBusiness problem solving is hard not only because problems feature a lot of uncertain, volatile elements, but also because they are loosely defined or undefined. We introduce the basic craft of problem shaping and definition, and show how models and modeling languages help us turn ill-defined, ill-structured problems into well-defined problem statements we can solve. We also show how using several different problem solving languages to define the same problem can increase the span of possible solutions and the probability of finding and unexpectedly optimal ('innovative') solution, once it is defined. We introduce five problem solving languages – which we call Flexons - drawn from the natural and social sciences that provide lenses for representing and defining problems, and which are powerful enough to help us frame problems at any level at which we may choose to intervene: individuals, dyads, groups, teams, organizations, markets and institutions. 2The Networks Flexon chapter abstractWe introduce and elaborate the Networks Flexon – a problem solving language that uses graphs to represent entities as varied as social interactions in an executive team, deal flows in an investment syndicate, modules in a software platform or value-linked activity chains in an industry. We show how problems at multiple levels of analysis can be defined, shaped, structured and simplified using this language, which supplies not only a basic representation scheme – nodes and links – but also a set of performance measures at the level of the network as a whole (density, connectivity, clustering, path length) and at the level of individual nodes (centrality measures). The Networks Flexon has been used in fields as varied as statistical mechanics, industrial organization economics, sociology, psychology, neuroscience and information theory to solve problems across many different disciplines. 3The Decision Agent Flexon chapter abstractWe introduce and elaborate the Decision Agent Flexon – a problem solving language that uses agents, decisions, outcomes and payoffs or incentives to define and structure business problems at any level of analysis. The Flexon also uses concepts such as decision rights, and information and expertise to model the complex landscape of relationships in a hierarchical or non-market organization – and offers a set of performance metrics – such as agency costs, communication costs and coordination costs – that problem solvers using the flexon can use to define their objective functions. This flexon – used broadly across the fields of economics - decision sciences, game theory, agency theory – can be flexibly deployed to define business problems at any level of analysis. 4The System Dynamics Flexon chapter abstractWe introduce and elaborate the System Dynamics Flexon – a problem solving language that uses causal maps and stocks and flows of money, matter and information to define and structure business problems at any level of analysis. The Flexon also supplies a set of performance metrics for business problem solving, such as desired transient and steady state responses of a dynamically evolving system – to supply objectives to the problem solver. This modeling language has been broadly used and developwed to datre in fields as diverse as classical mechanics, mechanical, chemical and electrical engineering, psychology, neuroscience and macroeconomic modeling to supply tight and precise problem formulation at any level of analysis. 5The Evolutionary Flexon chapter abstractWe introduce and elaborate the Evolutionary Flexon – a problem solving language that uses the basic concepts of populations and variation, selection and retention mechanisms to supply models of the evolution of entities ranging from deliberations within a group, to the evolution of organizations, product modules, technologies, and markets. The Flexon also supplies a set of outcome measures – like fitness maximization and the speed and accuracy of convergence in variation-selection-retention processes to allow problem solvers to define and sharpen their problem solving objectives. The Evolutionary Flexon has been used in fields as diverse as theoretical and experimental biology, biological archaeology and anthropology, industrial organization economics, sociology, psychology, theoretical computer science and the theory of algorithms to both explain and predict a large number of phenomena in multiple domains of experience. 6The Information Processing Flexon chapter abstractWe introduce and elaborate the Information Processing Flexon – a problem solving language that uses the basic concepts of problems, solutions, solution search spaces, problem solving agents and the complexity of various problem statements to represent business processes at any level. It also supplies a set of performance measures like accuracy, reliability and speed of convergence that will help problem solvers define objective functions for the problems they are solving. The Information Processing Flexon has been used in fields as diverse as information theory, theoretical computer science, the theory of algorithms, organizational theory and statistical mechanics to address a large number of diverse problems. 7Recombinant Problem Solving and the Design of Insight chapter abstractThis chapter shows how the five Flexons can be used, serially and in parallel, to define, structure and solve loosely articulated business difficulties, predicaments and situations. Through examples, it highlights the value of the flexons in both supplying the requisite depth and precision required for solving real business problems in practical amounts of time, and the value of diversity and heterogeneity of models and modeling languages in solving any business problem.

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Book SynopsisThis book on agricultural management and decision making differs from other texts which tend to describe production economics followed by the presentation of analytical approaches. Instead, the processes of agricultural production and their management are couched in terms of activity analysis, since this permits greater integration of theory with practical evaluations. Analytical tools developed in the book involve the construction of spreadsheet models, and readers are able to construct their own PC spreadsheets from the book's examples and case studies. Economic principles are presented that will assist in improving the design of agricultural processes and technologies, in guiding their appropriate combination in a business setting, and with the making of decisions through time and in recognition of noncertainty. Activity analysis models that allow the design and combination of agricultural activities to be optimized are also discussed. These include single versus multiple objective Table of Contents1: Activity analysis and the process of agricultural production 2: A spreadsheet framework for activity analysis 3: Economic principles for activity design 4: Evaluation of activity combinations 5: Determining the optimum combination of activities 6: Linear programming techniques for agricultural decision making 7: Intertemporal decision making 8: International activity analysis 9: Management and noncertainty 10: Probabilistic activity analysis

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Book SynopsisIntends to present advanced studies in the application of forecasting methodologies to such areas as sales, marketing, and strategic decision making. This title includes topics such as: sales and marketing, forecasting, new product forecasting, judgmentally-based forecasting, the application of surveys to forecasting, and sales response models.Table of ContentsList of Contributors. EDITORIAL BOARD. Removing Systematic Bias from Demand Forecasts. Seasonal Influences on Electricity Demand in the Mid-Atlantic Region. Propane Demand Modeling for Residential Sectors: A Regression Analysis. A Multiobjective Model for Warranty Policies Integrating Product Quality, Market Share, and R&D Expenditures. Forecasting Bank Solvency: An Emphasis on Loan Quality. An Evaluation of Financial Analysts and Naïve Methods in Forecasting Long-Term Earnings. Short-Term Predictions of the Total Medical Costs of California Counties. Estimating Admissions and Discharges for Planning Purposes – Case of an Academic Health System. Simulation to Forecast the Impact of Electronic Medical Records and Inventory (Patient) Postponement in Developing Efficient Heath Care Supply Chains. Forecasting with Information from the Future. Prediction Markets as a Forecasting Tool. Forecasting, Control, and Management of a Production System Using Predictive Visual Interactive Simulation. Percentage Forecasting Error: A New Forecasting Performance Measure – How Accurate is it?. Advances in business and management forecasting. Advances in business and management forecasting. Advances in business and management forecasting. Copyright page.

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Book SynopsisGraham Room argues that conventional approaches to the conceptualisation and measurement of social and economic change are unsatisfactory. As a result, researchers are ill-equipped to offer policy advice. This book offers a new analytical approach, combining complexity science and institutionalism.Trade Review'Theoretical work on complex phenomena is beginning to have a major impact on several disciplines. Graham Room gives a clear summary of many of these insights and shows how this work can help guide public policy.' --Geoffrey M. Hodgson, University of Hertfordshire, UK'This is a very important book. Graham Room gives a very detailed, accurate and accessible review of complexity theory as it applies to social policy. It will be of interest to academics who really want to understand the implications of complexity theory for policy making in complex and fast-changing situations and to those undertaking advanced courses in politics, economics and sociology.' --Jean Boulton, University of Cranfield, UKTable of ContentsContents: Preface 1. Introduction Part I: Concepts 2. The Complexity Paradigm 3. Complex Adaptive Systems 4. The Economy as a Complex Adaptive System 5. Institutional Settings and Architectures 6. Institutional Dynamics 7. The Struggle for Positional Advantage 8. Conceptualising Social Dynamics Part II: Methods 9. Attractors and Orbits in Dynamic Systems 10. Patterns in Time and Space 11. Connections and Networks 12. Mobility on Social Landscapes 13. Towards a Generic Methodology Part III: Policies 14. Agile Policy-Making 15. Poverty and Social Exclusion 16. Social Dynamics of the Knowledge Economy 17. Global Turbulence and Crisis Postscript: Tools for Policy-Makers References Index

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Book SynopsisGraham Room argues that conventional approaches to the conceptualisation and measurement of social and economic change are unsatisfactory. As a result, researchers are ill-equipped to offer policy advice. This book offers a new analytical approach, combining complexity science and institutionalism.Trade Review'Theoretical work on complex phenomena is beginning to have a major impact on several disciplines. Graham Room gives a clear summary of many of these insights and shows how this work can help guide public policy.' --Geoffrey M. Hodgson, University of Hertfordshire, UK'This is a very important book. Graham Room gives a very detailed, accurate and accessible review of complexity theory as it applies to social policy. It will be of interest to academics who really want to understand the implications of complexity theory for policy making in complex and fast-changing situations and to those undertaking advanced courses in politics, economics and sociology.' --Jean Boulton, University of Cranfield, UKTable of ContentsContents: Preface 1. Introduction Part I: Concepts 2. The Complexity Paradigm 3. Complex Adaptive Systems 4. The Economy as a Complex Adaptive System 5. Institutional Settings and Architectures 6. Institutional Dynamics 7. The Struggle for Positional Advantage 8. Conceptualising Social Dynamics Part II: Methods 9. Attractors and Orbits in Dynamic Systems 10. Patterns in Time and Space 11. Connections and Networks 12. Mobility on Social Landscapes 13. Towards a Generic Methodology Part III: Policies 14. Agile Policy-Making 15. Poverty and Social Exclusion 16. Social Dynamics of the Knowledge Economy 17. Global Turbulence and Crisis Postscript: Tools for Policy-Makers References Index

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Book SynopsisRoberta s Rules for collective decision making Does your organization strugle with the collective decision--making process? If the answer is yes, this book is for you.Table of ContentsIntroduction. 1. Collective Decision Making. 2. Overview of the Consensus Meeting. 3. Preconsensus Process. 4. The Consensus Process and Rules. 5. Tips for Facilitators. 6. Consensus Management. Index. About the Authors.

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Book SynopsisDigital transformation has accelerated nearly tenfold in recent years as both a business and technology journey. Yet, most how-to guides still focus solely on the business side, rather than include methods for optimizing the technology behind it. This handbook shows CIOs, IT directors, and architects how to balance these two concerns successfully.

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Book SynopsisUncertainty is present in every managerial decision, and Managerial Economics: A Mathematical Approach effectively demonstrates the application of higher-level statistical tools to inform and clarify the logic of problem solving in a managerial environment. While illuminating managerial decision-making from all possible angles, this book equips readers with the tools and skills needed to recognize and address uncertainty. The book also explores individual, firm, and market-level decisions; discusses all possible risks and uncertainties encountered in the decision-making process; and prepares readers to deal with both epistemic and aleatory uncertainty in managerial decisions. Managerial Economics features: An emphasis on practical application through real-life examples and problems An accessible writing style that presents technical theories in a user-friendly way A mathematical and statistical point of view that reveals the presence of uncertaTable of ContentsPREFACE xix UNIT I METHODOLOGICAL PRELIMINARIES 1 Qualitative Fundamentals 3 1.1 Economic Theory and Managerial Economics 3 1.2 Some Methodological Fallacies 5 1.3 Paradigms, Models, and the Scientific Method 6 1.4 The Descriptive and Prescriptive Treatments 8 1.5 The Profit Function: Accounting versus Economics 8 1.6 Entrepreneurship, Management, and Leadership 9 Summary 11 Key Terms 12 Exercises 12 2 Quantitative Fundamentals 13 2.1 Introduction 13 2.2 Functions 14 2.3 Exponents 16 2.4 Logarithms and the Number e 18 2.5 Differential Calculus 19 2.6 Multivariate and Equality Constrained Optimization 22 2.7 Inequality Constrained Optimization: Linear Programming 30 2.8 Selected Statistical Concepts 30 2.9 Maximum Likelihood Estimation 36 2.10 Ordinary and Nonlinear Least Squares Estimation 37 Summary 38 Key Terms 40 List of Formulas 40 Exercises 42 UNIT II DECISIONS AT THE CONSUMER LEVEL 3 Theory of Consumer Choice 47 3.1 Consumer Preferences 47 3.1.1 Indifference Curve 50 3.1.2 Marginal Rate of Substitution (MRS) 52 3.1.3 Nontypical Indifference Curves 55 3.2 Consumer’s Affordability 58 3.2.1 Budget Line 58 3.2.2 Slope of the Budget Line 60 3.2.3 Shift, Swing, and Kink of the Budget Line 60 The Shift 60 The Swing 63 The Kink 64 3.2.4 Three-Dimensional Budget 66 3.3 The Optimal Choice 68 3.3.1 Interior and Corner Solutions 69 3.3.2 Utility and Its Measurability 71 3.3.3 Utility Maximization 76 3.4 Effects on the Optimal Choice 81 3.4.1 Change in Income 81 Normal and Inferior Commodities 82 Income–Consumption Curve 83 Engel Curve: Nominal and Real 83 Engel Curve and Income–Consumption Curve for Homothetic and Quasi-Linear Preferences 85 Income Elasticity of Demand 86 3.4.2 Change in Prices 88 Giffen and Non-Giffen Commodities 90 Price–Consumption Curve 90 Price Change and the Demand Curve 91 Price Elasticity of Demand 91 Substitutes and Complements 93 Cross-Price Elasticity of Demand 94 3.5 Income and Substitution Effects 95 3.6 Slutsky Equation 96 Summary 98 Key Terms 99 List of Formulas 99 Exercises 101 4 Consumer Demand: Theoretical Analysis 103 4.1 Demand and Supply: Functions and Laws 103 4.2 Deriving a Demand Function from Utility Maximization 105 4.3 Homogeneity and the Numeraire 109 4.4 Inverse Demand Function 111 4.5 Demand and Supply: Table and Curves 111 4.6 Market Equilibrium 114 4.7 From Individual to Market Demand 120 4.8 Demand and Network Externalities 122 4.8.1 The Case of the Bandwagon Effect 122 4.8.2 The Case of the Snob Effect 124 4.9 Deriving a Market Demand Function under Externalities 126 4.10 Changes in QD and QS versus Changes in D and S 129 4.11 Changes in Equilibrium 131 4.11.1 The Case of Thanksgiving Turkey 132 4.11.2 The Case of Sales and Excise Taxes 134 4.12 Market Disequilibrium 138 4.12.1 The Case of a Price Ceiling 139 4.12.2 The Case of a Price Floor 142 4.13 Marshallian versus Hicksian Demand Curves 144 4.13.1 Shephard Lemma and the Expenditure Function 145 4.14 Deriving the Hicksian (Compensated) Demand Curve 147 4.15 Revealed Preferences 149 4.16 Interdependent Demand 152 Summary 155 Key Terms 157 List of Formulas 157 Exercises 157 5 Consumer Demand: Empirical Estimation 160 5.1 Simple Market Experimentation 160 5.2 Linearity of the Demand Function: From Visual to Regression 163 5.3 Reliability of the Estimation 168 5.4 Quality of Fitting 170 5.5 Fitting by Computerized Regression 172 5.6 Demand Estimation by the Multiple Regression Method 174 5.6.1 Results and Interpretation 179 5.6.2 Goodness of Fit 181 5.6.3 The Overall Explanatory Power of the Model 182 5.6.4 Major Problems to Check On 183 Multicollinearity 183 Autocorrelation 184 Heteroscedasticity 185 5.7 Nonregression Approaches to Estimation 186 5.7.1 Market Experimentation 186 5.7.2 Observational Studies 187 5.7.3 Micromarketing and Virtual Shopping 187 5.8 Advanced Demand Estimation: The Pad Model 188 5.8.1 Model Specification 188 Desired Demand 188 Adjustment Equation 188 Estimating Equation 189 5.8.2 Graph of the Linear PAD Model 189 Summary 196 Key Terms 196 List of Formulas 196 Exercises 198 6 Consumer Demand: Economic Forecasting 200 6.1 Forecasting Models 201 6.1.1 Quantitative Models 201 6.1.2 Qualitative Models 202 6.2 Time Series Analysis 202 6.2.1 Secular Trends 202 6.2.2 Seasonal Variations 202 6.2.3 Cyclical Fluctuations 203 6.2.4 Random Changes 203 6.3 From Symbolic to Numeric Fitting 203 6.4 Adjusting for Seasonality 207 6.4.1 The Simple Average of Errors Method 208 6.4.2 The Actual-to-Forecast (A/F) Ratio Method 210 6.4.3 The Dummy Variables Method 212 6.5 Smoothed Forecasts 214 6.5.1 Simple Moving Average Method 214 The RMSE Check 217 6.5.2 The Weighted Moving Average 218 6.5.3 Exponential Smoothing 219 Mean Absolute Deviation (MAD) 223 6.6 Barometric Forecasting 224 6.7 Econometric Models 226 6.7.1 Single-Equation Model 227 6.7.2 Multiple-Equation Model 229 6.8 Input–Output Matrix 231 6.9 Judgmental Models 233 6.9.1 Opinions and Polls 233 6.9.2 Surveys and Market Research 233 6.10 Forecasting Accuracy and Reliability 234 Summary 235 Key Terms 236 List of Formulas 236 Exercises 238 UNIT III MANAGERIAL DECISIONS AT THE FIRM LEVEL 7 Production Theory 243 7.1 Variability of Inputs throughout Time 243 7.2 Production Function 244 7.3 Graphical Representation of the Production Function 246 7.4 Short-Run, One Variable Input Function 250 7.5 Dynamic Relations among Production Curves 252 7.6 Law of Diminishing Marginal Returns 260 7.7 Long-Run, Two Variable Input Function 261 Isoquants 261 7.8 Marginal Rate of Technical Substitution (MRTS) 263 7.9 The Economically Efficient Region of Production 266 7.10 Returns to Scale 267 7.11 Elasticity of Substitution 269 7.11.1 Elasticity of the Cobb–Douglas Production Function 270 7.11.2 Elasticity of the Leontief Production Function 271 7.11.3 Leontief Technology and Linear Programming 272 7.11.4 Elasticity of the Linear Production Function 273 7.11.5 Elasticity of the CES Production Function 274 7.11.6 Graphical Representation of CES 275 7.12 Optimal Employment of an Input 277 7.13 Technological Progress, Invention, and Innovation 278 7.14 Technological Progress and Production Function 280 Summary 282 Key Terms 283 List of Formulas 283 Exercises 285 8 Cost Theory 287 8.1 Cost Concepts and Categories 287 8.2 Short-Run Costs 289 8.3 The Optimal Combination of Inputs 297 8.3.1 Isocost 297 8.4 Minimizing Input Cost and Maximizing Output 298 8.5 Long-Run Costs 301 8.6 Short-Run and Long-Run Average Costs: Economies of Scale 303 8.7 Derivation of the Cost Function 306 8.8 Economies of Scope: Basic Concept and Cost Complementarities 311 8.9 Economies of Scope: Synergy and Input Indivisibility 313 8.10 The Learning Curve 316 8.11 Cost–Volume–Profit Analysis and Operating Leverage 321 8.11.1 Break-Even Quantity and Break-Even Revenue 322 Fixed Cost 323 Variable Cost 323 Contribution Margin 324 8.11.2 Cash Break-Even Technique 326 8.11.3 The Break-Even Point and Target Profit 327 8.11.4 An Algebraic Approach to the Break-Even Point 329 8.11.5 Break-Even Time 330 8.11.6 The Dual Break-Even Points 334 8.12 Leverage 337 8.12.1 Operating Leverage 338 8.12.2 Operating Leverage, Fixed Cost, and Business Risk 341 Summary 342 Key Terms 344 List of Formulas 344 Exercises 347 9 Production and Cost: Estimation and Forecasting 349 9.1 Estimation of the Production Function 350 9.2 Estimation of the Cost Function 352 9.3 Forecasting Output 355 9.4 Forecasting Cost 359 9.5 Meeting Obligations through Decisions with Probabilistic Results 360 Summary 361 Key Terms 361 List of Formulas 361 Exercises 363 UNIT IV MANAGERIAL DECISIONS AT THE MARKET LEVEL 10 Market Structure and Business Organization 367 10.1 Perfect Competition 368 10.1.1 Characteristics of Perfect Competition 368 10.1.2 Profit Maximization for Competitive Firms 369 10.1.3 The Decision to Shut Down 373 10.1.4 The Competitive Firm in the Long Run 377 10.2 Monopoly 381 10.2.1 Monopoly’s Equilibrium in the Short Run 381 10.2.2 Monopoly’s Equilibrium in the Long Run 385 10.2.3 Monopoly Power and the Lerner Index 388 10.3 Monopolistic Competition 389 10.3.1 Monopolistic Competition Equilibrium in the Short Run 390 10.3.2 Monopolistic Competition Equilibrium in the Long Run 391 10.4 Oligopoly 393 10.4.1 The Concentration Ratio and the Herfindahl Index 394 10.4.2 Models of Oligopoly 395 Cournot Model 395 Stackelberg Model 399 Bertrand Model 403 Sweezy Model 407 Summary 410 Key Terms 411 List of Formulas 411 Exercises 412 11 Pricing Decisions and Practices 414 11.1 Basics of Price Setting 414 11.2 The Markup Rule 415 11.3 Multiproduct Pricing Strategies 418 11.4 Joint Products with Independent Demands 419 11.4.1 Product Set of Fixed Proportions 419 11.4.2 Product Set of Variable Proportions 421 11.5 Transfer Pricing 423 11.5.1 The Intermediate Product in a Perfectly Competitive Market 424 11.5.2 The Intermediate Product in an Imperfectly Competitive Market 429 11.6 Pricing Strategies and Practices 430 11.7 Price Discrimination 433 11.7.1 First-Degree Price Discrimination 434 11.7.2 Second-Degree Price Discrimination 436 11.7.3 Third-Degree Price Discrimination 437 Summary 445 Key Terms 446 List of Formulas 446 Exercises 447 UNIT V MANAGERIAL DECISIONS IN THE LONG RUN 12 Capital Budgeting and Investment Project Evaluation 451 12.1 What is Capital Budgeting? 451 12.2 Basic Model of Capital Budgeting 453 12.3 Selection Process and Project Evaluation 454 12.4 Methods of Evaluation for Proposed Investment Projects 455 12.4.1 Net Present Value 455 12.4.2 Internal Rate of Return 459 12.4.3 NPV versus IRR for Mutually Exclusive Projects 462 12.4.4 NPV Profile, Crossover Rate, and the Ranking Reversal 465 12.5 Profitability Index and Capital Rationing 467 12.6 Payback Method 469 12.7 Cost of Capital 471 12.7.1 Cost of Debt Capital 472 12.7.2 Cost of Equity Capital 473 The CAPM Estimation 473 The Dividend Valuation Estimation 474 12.7.3 The Weighted Marginal Cost of Capital 476 12.7.4 Capitalization and Capitalized Cost 478 12.7.5 Last Words on the Cost of Capital 481 Summary 481 Key Terms 483 List of Formulas 483 Exercises 485 13 Risk Analysis and Managerial Decisions under Uncertainty 487 13.1 Risk and Uncertainty 487 13.2 Sources of Risk 488 13.2.1 Economic Sources 488 13.2.2 Political Sources 488 13.2.3 Social Sources 489 13.2.4 International Sources 489 13.3 Measurement of Risk 489 13.3.1 The Absolute Measure 490 13.3.2 The Relative Measure 495 13.4 Risk Aversion 495 13.5 Risk Attitudes and Utility of Money 496 13.6 Expected Utility of Money versus Expected Monetary Return 498 13.7 Risk Discount and Certainty Equivalent 501 13.8 Risk Impact on the Valuation Model 503 13.8.1 Risk Premium Adjustment 503 13.8.2 Certainty-Equivalent Adjustment 506 13.9 Diversifiable versus Nondiversifiable Risk 509 13.10 Portfolio Risk 510 13.11 Risk of Two-Asset Portfolio 518 13.12 Lending and Borrowing at the Risk-Free Rate of Return 520 13.13 Measuring the Systematic Risk by Beta (β) 522 13.14 The CAPM Model 525 13.15 The Security Market Line (SML) 526 13.15.1 SML Shift by Inflation 527 13.15.2 SML Swing by Risk Aversion 528 13.16 Managerial Decision Tree 532 13.17 Mathematical Simulation and Sensitivity Analysis 533 13.18 Advanced Choice under Risk, Ambiguity, and Uncertainty 536 13.18.1 Stochastic Dominance 536 Assumptions 537 Expected Utility 537 First-Degree Stochastic Dominance 537 Interpretation of FSD Conditions 538 Second-Degree Stochastic Dominance 538 Interpretation of FSD Conditions 538 Applications of SSD Conditions 539 13.18.2 Choice under Ambiguity 539 13.18.3 Choice under Uncertainty 539 Summary 541 Key Terms 542 List of Formulas 543 Exercises 544 14 Management Consultants and Information 546 14.1 Measuring Information and Its Impact on Uncertainty 546 14.2 Perfect Management Information 548 14.3 Valuing Perfect Management Information 549 14.4 Valuing Less-than-Perfect Management Information 549 Summary 556 Key Terms 557 List of Formulas 557 Exercises 558 APPENDIX 560 FURTHER READING 569 INDEX 573

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Book SynopsisWith a simple and clear exposition, Breakthroughs in Decision Science and Risk Analysis details recent advances in the theory, methods, and applications of decision and risk analysis that can significantly change and improve how we learn from important practical decisions.Trade Review"Dr. Louis Anthony Cox and 14 contributors have written a valuable text that describes the current state and recent advances in decision and risk analysis. Besides addressing breakthroughs in the psychology and brain science of risky decisions, it also includes methods for deciding what actions to take when information is sparse and useful probabilities cannot be determined." (Ben Rothke, May 2016)Table of ContentsForeword vii Preface ix Contributors xi 1. Introduction: Five Breakthroughs in Decision and Risk Analysis 1Louis Anthony (Tony) Cox, Jr. 2. The Ways We Decide: Reconciling Hearts and Minds 19Edward C. Rosenthal 3. Simulation Optimization: Improving Decisions under Uncertainty 59Marco Better, Fred Glover, and Gary Kochenberger 4. Optimal Learning in Business Decisions 83Ilya O. Ryzhov 5. Using Preference Orderings to Make Quantitative Trade-Offs 123Chen Wang and Vicki M. Bier 6. Causal Analysis and Modeling for Decision and Risk Analysis 149Louis Anthony (Tony) Cox, Jr. Copyrighted Material 7. Making Decisions without Trustworthy Risk Models 189Louis Anthony (Tony) Cox, Jr. 8. Medical Decision-Making: An Application to Sugar-Sweetened Beverages 235Andrea C. Hupman and Ali E. Abbas 9. Electric Power Vulnerability Models: From Protection to Resilience 259Sinan Tas and Vicki M. Bier 10. Outthinking the Terrorists 287Jason Merrick, Philip Leclerc, Hristo Trenkov, and Robert Olsen Index313

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Book SynopsisInvestment in any new project invariably carries risk but the construction industry is subject to more risk and uncertainty than perhaps any other industry.Table of ContentsPreface ix Author’s Biographies xi Acknowledgements xiii 1 Projects and Risk 1 1.1 Construction projects 1 1.2 Decision making 2 1.3 Risk management strategy 4 1.4 Project planning 5 1.5 Summary 6 2 The Project Environment 8 2.1 Projects 8 2.2 The project constitution 9 2.3 Project organisation 11 2.4 Project phases 13 2.5 Effect of project phase on risk 16 2.6 Project appraisal 17 2.7 Summary 19 3 Understanding the Human Aspects 21 3.1 Risk management – context 21 3.2 Risk management – organisations 22 3.3 The risk management process 23 3.4 Some guidelines to the risk management process 24 3.5 The risk workshop 26 3.6 Communication 29 3.7 Summary 30 Reference 30 4 Qualitative Methods and Soft Systems Methodology 31 4.1 Qualitative risk assessment 31 4.2 Review of project programmes and budgets 32 4.3 The risk log 33 4.4 Using a risk log to formulate risk management strategy 35 4.5 Qualitative methods 37 4.6 Soft systems methodology 38 4.7 Case study: SSM in use in the procurement of construction projects 40 4.8 Summary 48 5 Risk and Value Management 49 5.1 Introduction 49 5.2 Approaches to the management of risk 50 5.3 The standard risk management model 52 5.4 Applying risk and value management 53 5.5 Value management processes 55 5.6 Understanding the project risk 56 5.7 Applying value and risk management 62 5.8 Iteration of the process 65 5.9 Summary 66 References 66 6 Quantitative Methods for Risk Analysis 67 6.1 Sanction 67 6.2 Project appraisal and selection 69 6.3 Project evaluation 71 6.4 Engineering risks 72 6.5 Risk management 75 6.6 Probabilistic analysis 76 6.7 Response to risks 79 6.8 Successful risk management 80 6.9 Principles of contingency fund estimation 81 Appendix 6.A: Alternative methods of risk analysis 82 7 The Contribution of Information Technology to Risk Modelling and Simulation 87 7.1 Purpose of RMS 88 7.2 When to use RMS 88 7.3 Requirements of the analyst 90 7.4 Modelling and simulation 90 7.5 Modelling using RMS 91 7.6 Data management 92 7.7 Analytical mechanisms 93 7.8 Classification of RMS 94 7.9 Selection of RMS 95 7.10 Modelling a project for risk management 96 7.11 Data requirements for realistic modelling 98 7.12 Choice of variable distribution 100 7.13 Case study 101 7.14 Case study simulations 107 7.15 Analysis of the result 109 7.16 Discussion of findings 115 7.17 Summary 115 8 Risk Allocation in the Contracting and Procurement Cycle 117 8.1 Typical contracting and procurement processes 117 8.2 Value planning case study 121 8.3 Known and unknown risks in contracts 123 8.4 Risk allocation strategies 125 8.5 Risk allocation according to payment mechanism 135 8.6 Contract award 138 8.7 Summary 140 Reference 141 9 Managing Financial Risks in Major Construction and PFI / PPP Projects 142 9.1 Project financing 142 9.2 Types of finance 143 9.3 Appraisal and validity of financing projects 148 9.4 Typical financial risks 151 9.5 Promoter 152 9.6 Financial risk in concession contracts 153 9.7 Global and elemental risks in concession contracts 155 9.8 Summary 160 10 Risks in International Construction Project Joint Ventures 161 10.1 Background 161 10.2 Concept of joint venture 162 10.3 Motives for joint venture formation 162 10.4 Assessing joint venture success 163 10.5 Case study 165 10.6 Summary 169 Acknowledgement 169 References 169 11 Risk Management at Corporate, Strategic Business Unit and Project Levels 171 11.1 Risk in organisations 171 11.2 Risk management 173 11.3 The risk management process 173 11.4 Benefits of risk management 174 11.5 Recognising risks 175 11.6 Why risk management is used 176 11.7 Risk management actions at different levels 177 11.8 Summary 182 References 183 12 Case Studies 184 12.1 Introduction 184 12.2 Heavy lift vessel design and fabrication programme risk assessment 185 12.3 Risk identification 186 12.4 High Speed 1 189 12.5 Brief history of HS1 190 12.6 The risk management process 193 12.7 Risk assessment, analysis and response 198 12.8 Summary of the preliminary schedule risk analysis results 205 13 Risk Management in a Multi-Project Environment 209 13.1 Introduction 209 13.2 Drivers for the multi-project approach to project delivery 209 13.3 A conceptual model of the multi-project environment 211 13.4 Risks that are unique to or amplified in multi-project environments 213 13.5 The change in mindset required to manage risk in multi-project environments 214 13.6 Summary 217 References 217 Further reading 217 14 Key Issues and Guidance in Practical Risk Management 218 14.1 Decision making 218 14.2 Preparation for risk management 219 14.3 Risk management process 220 14.4 Models 224 14.5 Uncertainty 226 14.6 Socio-technical approach to risk 226 14.7 Summary 228 References 229 Index 231

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Book SynopsisHigh-value talent management must be relevant to today's workplace Misplaced Talent takes a hard look at the cluttered field of Talent Management, and offers a clear guide to making better people decisions in any organization.Trade Review[The book] provides the best theory and practice as a foundation for you to refocus and redesign your own strategy so as to make better people decisions. (B2B Marketing, October 2015)Table of ContentsForeword ix Preface xiii Chapter 1. Frameworks 1 Origins of Job Analysis 2 The Art and Science of Job Analysis 8 Behavioral Simplicity 13 The Tradeoffs 17 The Good and Bad of Frameworks 21 Chapter 2. Talent Acquisition 27 More Than a Single Brand 29 Let’s Be Realistic 35 Compelling Themes 40 From Message to Market 46 How It’s Done 50 Chapter 3. Capability Assessment 57 Evaluating Value and Risk 59 Legal Requirements 66 Assessment by Interview 68 Knowledge, Skills, and Abilities 77 Work Simulations 88 Where to from Here? 94 Chapter 4. Psychometric Assessment 97 But First, an Experiment 98 Employee Needs 101 Personality Traits 104 Shared Values 112 Motivated Employees Are Engaged Employees 115 Changes in Motivation with Age and Generations 118 Restoring the Balance with Person-Environment Fit 122 Chapter 5. Employee Development 127 Psychological Contract 129 Assessment for Development 133 Developmental Challenges 140 Support Through Coaching and Mentoring 146 Moving Together or Apart 151 Chapter 6. Change 155 Breaking the Psychological Contract 157 Succession Planning 159 High Potentials and the Learning Agile 163 Driving Performance 168 Big Data and Monitoring Change 173 From a Balanced to a Transactional Contract 175 Conclusion 177 About the Author 181 Acknowledgments 183 Resources 185 Index 195

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Book SynopsisRemove built-in supply chain weak points to more effectively balance supply and demand Demand-Driven Inventory Optimization and Replenishment shows how companies can support supply chain metrics and business initiatives by removing the weak points built into their inventory systems. Beginning with a thorough examination of Just in Time, Efficient Consumer Response, and Collaborative Forecasting, Planning, and Replenishment, this book walks you through the mathematical shortcuts set up in your management system that prevent you from attaining supply chain excellence. This expanded second edition includes new coverage of inventory performance, business verticals, business initiatives, and metrics, alongside case studies that illustrate how optimized inventory and replenishment delivers results across retail, high-tech, men''s clothing, and food sectors. Inventory optimization allows you to avoid out-of-stock situations without impacting the bottom line with excessTable of ContentsPreface xi Acknowledgments xiii About the Author xv Chapter 1 Creating Demand-Driven Supply 1 Chapter 2 Achieving Timely and Accurate Responses to Customer Demand 19 Chapter 3 Just-in-Time and Enterprise Resource Planning Rise Together 43 Chapter 4 How Does Days of Supply Wreak Havoc on the Supply Chain? 67 Chapter 5 What Will You Accomplish with Inventory Optimization? 87 Chapter 6 Shifting the Focus from an Algorithm Discussion to a Business Discussion 109 Chapter 7 Fitting Unlimited Optimization into a Constraining World 139 Chapter 8 Reviewing the Three Proof of Value Engagements 159 Chapter 9 Inventory Optimization in the Real World: Matas A/S 193 Chapter 10 The Strategic Value Assessment 217 Chapter 11 A View of an Inventory Optimization Installation 233 Chapter 12 Inventory Optimization in Supply Chain Verticals 253 Chapter 13 Pulling It All Together 275 Epilogue 291 Index 295

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Book SynopsisFor years, organizations have struggled to make sense out of their data. IT projects designed to provide employees with dashboards, KPIs, and business-intelligence tools often take a year or more to reach the finish line...if they get there at all. This has always been a problem. Today, though, it''s downright unacceptable. The world changes faster than ever. Speed has never been more important. By adhering to antiquated methods, firms lose the ability to see nascent trendsand act upon them until it''s too late. But what if the process of turning raw data into meaningful insights didn''t have to be so painful, time-consuming, and frustrating? What if there were a better way to do analytics? Fortunately, you''re in luck... Analytics: The Agile Way is the eighth book from award-winning author and Arizona State University professor Phil Simon. Analytics: The Agile Waydemonstrates how progressive organizations such as Google, NextdTable of ContentsPreface: The Power of Dynamic Data xvii List of Figures and Tables xxvii Introduction: It Didn’t Used to Be This Way 1 A Little History Lesson 2 Analytics and the Need for Speed 5 Book Scope, Approach, and Style 9 Intended Audience 12 Plan of Attack 13 Next 14 Notes 14 Part One Background and Trends 17 Chapter 1 Signs of the Times: Why Data and Analytics Are Dominating Our World 19 The Moneyball Effect 20 Digitization and the Great Unbundling 22 Amazon Web Services and Cloud Computing 24 Not Your Father’s Data Storage 26 Moore’s Law 28 The Smartphone Revolution 28 The Democratization of Data 29 The Primacy of Privacy 29 The Internet of Things 31 The Rise of the Data-Savvy Employee 31 The Burgeoning Importance of Data Analytics 32 Data-Related Challenges 40 Companies Left Behind 41 The Growth of Analytics Programs 42 Next 43 Notes 43 Chapter 2 The Fundamentals of Contemporary Data: A Primer on What It Is, Why It Matters, and How to Get It 45 Types of Data 46 Getting the Data 52 Data in Motion 61 Next 63 Notes 63 Chapter 3 The Fundamentals of Analytics: Peeling Back the Onion 65 Defining Analytics 66 Types of Analytics 69 Streaming Data Revisited 72 A Final Word on Analytics 74 Next 75 Notes 75 Part Two Agile Methods and Analytics 77 Chapter 4 A Better Way to Work: The Benefits and Core Values of Agile Development 79 The Case against Traditional Analytics Projects 80 Proving the Superiority of Agile Methods 82 The Case for Guidelines over Rules 84 Next 88 Notes 88 Chapter 5 Introducing Scrum: Looking at One of Today’s Most Popular Agile Methods 89 A Very Brief History 90 Scrum Teams 91 User Stories 94 Backlogs 97 Sprints and Meetings 98 Releases 101 Estimation Techniques 102 Other Scrum Artifacts, Tools, and Concepts 109 Next 112 Chapter 6 A Framework for Agile Analytics: A Simple Model for Gathering Insights 113 Perform Business Discovery 115 Perform Data Discovery 117 Prepare the Data 118 Model the Data 120 Score and Deploy 127 Evaluate and Improve 128 Next 130 Notes 130 Part Three Analytics in Action 131 Chapter 7 University Tutoring Center: An In-Depth Case Study on Agile Analytics 133 The UTC and Project Background 134 Project Goals and Kickoff 136 Iteration One 139 Iteration Two 140 Iteration Three 145 Iteration Four 146 Results 147 Lessons 148 Next 148 Chapter 8 People Analytics at Google/Alphabet: Not Your Father’s HR Department 149 The Value of Business Experiments 150 PiLab’s Adventures in Analytics 151 A Better Approach to Hiring 153 Staffing 156 The Value of Perks 158 Results and Lessons 162 Next 162 Notes 163 Chapter 9 The Anti-Google: Beneke Pharmaceuticals 165 Project Background 166 Business and Data Discovery 167 The Friction Begins 168 Astonishing Results 169 Developing Options 171 The Grand Finale 172 Results and Lessons 173 Next 174 Chapter 10 Ice Station Zebra Medical: How Agile Methods Solved a Messy Health-Care Data Problem 175 Paying Nurses 176 Enter the Consultant 178 User Stories 179 Agile: The Better Way 182 Results 183 Lessons 183 Next 184 Chapter 11 Racial Profiling at Nextdoor: Using Data to Build a Better App and Combat a PR Disaster 185 Unintended but Familiar Consequences 187 Evaluating the Problem 188 Results and Lessons 193 Next 195 Notes 195 Part Four Making the Most Out of Agile Analytics ..........197 Chapter 12 The Benefits of Agile Analytics: The Upsides of Small Batches 199 Life at IAC 200 Life at RDC 203 Comparing the Two 206 Next 206 Chapter 13 No Free Lunch: The Impediments to—and Limitations of—Agile Analytics 209 People Issues 210 Data Issues 212 The Limitations of Agile Analytics 216 Next 219 Chapter 14 The Importance of Designing for Data: Lessons from the Upstarts 221 The Genes of Music 222 The Tension between Data and Design 226 Next 229 Notes 229 Part Five Conclusions and Next Steps 231 Chapter 15 What Now?: A Look Forward 233 A Tale of Two Retailers 234 The Blurry Futures of Data, Analytics, and Related Issues 239 Final Thoughts and Next Steps 242 Notes 243 Afterword 245 Acknowledgments 247 Selected Bibliography 249 Books 249 Articles and Essays 251 About the Author 253 Index 255

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Book SynopsisTable of ContentsForeword by Marshall Goldsmith xiii Introduction: In search of the Golden Ratio of Vision xvii Part I Creation 1 1 Making the Unconscious Conscious, or Why Vision Is Important 3 2 What Lies Behind the ‘Aha’ Moment 23 3 Fighting Anti-Visionary Me 43 Part II Making Vision Strong 63 4 The Six Criteria of a Strong Vision 65 5 Communication: The Seventh Element of a Compelling Vision 83 Part III Execution 97 6 Aligning Execution with Vision 99 7 Quality and Metrics of Vision Management 115 8 Growth: From Uncertainty to Uncertainty 121 9 Decisions, Decisions, Decisions 129 10 Vision as a Business Tool 139 Part IV Visionary You 155 11 Fifteen Commandments of Visionaries 157 12 I Believe That. . . 165 Acknowledgements 171 References 173 Index 175

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Book SynopsisWhat do you do whenthealgorithm doesn't have the answer? Countlesstoolsand frameworks claim to make decisionsobjectiveand bias-free.But in reality, thedefiningdecisionsthat leaders face are complex ones with subjective information sources and conflicting courses of action. That's why thetoughest choicesare left to the leaders, and that's whyformulaswon'tanswerthem. InDifficult Decisions:How Leaders Make the Right Call with Insight, Integrity, and Empathy,leadership expert andCEO of YSC Consulting,Eric Pliner,delivers a set of practical toolsfor readers tomake sense of these complex, subjective decisions quickly and with integrity. It presents a path tounderstandingyourown subjectivity, and howyourmorals, ethics, and responsibilities affect howleadersmakethe most important decisions. Difficult Decisionsis ideal for executives, managers, and business leaderstoexaminetheir own intuition and navigate the most conflictedchoicesthey make. It's achTable of ContentsPreface: Writing Wrong xi Chapter 1 Difficult Decisions 1 Making Difficult Decisions 8 How We Make Decisions Now 11 Key Points 22 Chapter 2 The Moral–Ethical–Role Responsibility Triangle 23 Morals versus Ethics: Election 27 Jean and Paula 29 Win as Much as You Can 32 Do the Right Thing 41 Key Points 42 Chapter 3 Morals 43 Communicating Your Morality and Asking about Morality 47 Knowing the Sources of Your Morality 54 Reflecting on the Sources of Your Morality 55 Understanding the Parameters and Boundaries of Your Morality 56 A Moral Exercise 67 Exercise: Morality and Your Leadership Narrative 70 Key Points 73 Chapter 4 Ethics 75 Characteristics of Ethics 77 Ethics Are Contextually Dependent and Are, Therefore, Not Uniform 77 Ethics Can Change over Time 81 Ethics Are about Shared Social Acceptability, but They Are Not about Popularity 83 The Ethics of Leading Politically 92 Waiving Ethics 95 An Exercise in Exceptions 98 Ethics and Judgment 100 An Ethics Exercise 102 Key Points 111 Chapter 5 Role Responsibilities 113 Who You Are Charged to Serve 117 Stakeholder Mapping 118 Socioemotional Role 121 Understanding Dynamic Roles 128 A Role Exercise 137 Key Points 145 Chapter 6 Using the Triangle to Make Difficult Decisions 147 Decision-Making Ecosystem and Its Associated Expectations 148 Thoughtful Learning and Development for the Leader 149 The Importance of Deep Consideration of What Truly Matters to Us 149 What and How to Communicate to Audiences with Varied Needs and Perspectives 150 The Tissue Test 153 Key Points 161 Chapter 7 I Think I Know What I Think; Now What? 163 A Decision-Making Process 164 A View, a Voice, a Vote, or a Veto 180 A View 181 A Voice 182 A Vote 182 A Veto 183 Delegating 184 Facts versus Feelings 186 Tools and Muscles 187 Key Points 190 Afterword 191 Acknowledgments 193 About the Author 197 Index 199

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Book SynopsisTable of ContentsPreface vii 1 Not knowing 1 2 Beyond book knowledge 19 3 Wisdom and sorrow 37 4 The Golden Rule 51 5 Forgiveness 61 6 Envy 73 7 Greed 85 8 Listening 95 9 Choose your battles wisely 109 10 Courage 121 11 Happiness 135 12 Conclusion 151 About the Author 159 Index 163

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Book SynopsisDecoded in one volume are the five simple steps that everyone can master to succeed in negotiation.

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Book SynopsisDiscover the next major revolution in data science and AI and how it applies to your organization In Causal Artificial Intelligence: The Next Step in Effective, Efficient, and Practical AI, a team of dedicated tech executives delivers a business-focused approach based on a deep and engaging exploration of the models and data used in causal AI. The book's discussions include both accessible and understandable technical detail and business context and concepts that frame causal AI in familiar business settings. Useful for both data scientists and business-side professionals, the book offers: Clear and compelling descriptions of the concept of causality and how it can benefit your organization Detailed use cases and examples that vividly demonstrate the value of causality for solving business problems Useful strategies for deciding when to use correlation-based approaches and when to use causal inference An enlightening and easTable of ContentsForeword xix Preface xxiii Introduction xxix Chapter 1 Setting the Stage for Causal AI 1 Why Causality Is a Game Changer 2 Causal AI in Perspective with Analytics 7 Analytical Sophistication Model 8 Analytics Enablers 10 Analytics 10 Advanced Analytics 11 Scope of Services to Support Causal AI 11 The Value of the Hybrid Team 13 The Promise of AI 14 Understanding the Core Concepts of Causal AI 15 Explainability and Bias Detection 15 Explainability 17 Detecting Bias in a Model 17 Directed Acyclic Graphs 18 Structural Causal Model 19 Observed and Unobserved Variables 20 Counterfactuals 21 Confounders 21 Colliders 22 Front- Door and Backdoor Paths 23 Correlation 24 Causal Libraries and Tools 25 Propensity Score 25 Augmented Intelligence and Causal AI 26 Summary 27 Note 27 Chapter 2 Understanding the Value of Causal AI 29 Defining Causal AI 30 The Origins of Causal AI 33 Why Causality? 34 Expressing Relationships 37 The Ladder of Causation 38 Rung 1: Association, or Passive Observation 40 Rung 2: Intervention, or Taking Action 40 Rung 3: Counterfactuals, or Imagining What If 42 Why Causal AI Is the Next Generation of AI 43 Deep Learning and Neural Networks 43 Neural Networks 44 Establishing Ground Truth 45 The Business Imperative of a Causal Model 46 The Importance of Augmented Intelligence 51 The Importance of Data, Visualization, and Frameworks 52 Getting the Appropriate Data 52 Applying Data and Model Visualization 55 Applying Frameworks After Creating a Model 56 Getting Started with Causal AI 57 Summary 58 Notes 59 Chapter 3 Elements of Causal AI 61 Conceptual Models 62 Correlation vs. Causal Models 63 Correlation- Based AI 63 Causal AI 63 Understanding the Relationship Between Correlation and Causality 64 Process Models 66 Correlation- Based AI Process Model 67 Causal- Based AI Process Model 69 Collaboration Between Business and Analytics Professionals 72 The Fundamental Building Blocks of Causal AI Models 75 The Relations Between DAGs and SCMs 76 Explaining DAGs 76 Causal Notation: The Language of DAGs 78 Operationalizing a DAG with an SCM 79 The Elements of Visual Modeling 81 Nodes 83 Variables 83 Endogenous and Exogenous Variables 83 Observed and Unobserved Variables 84 Paths/Relationships 84 Weights 86 Summary 88 Notes 89 Chapter 4 Creating Practical Causal AI Models and Systems 91 Understanding Complex Models 92 Causal Modeling Process: Part 1 94 Step 1: What Are the Intended Outcomes? 95 Step 2: What Are the Proposed Interventions? 97 Step 3: What Are the Confounding Factors? 99 Step 4: What Are the Factors Creating the Effects and Changes? 102 Common/Universal Effects in a Causal Model 102 Refined Effects in a Causal Model 103 Step 5: Creating a Directed Acyclic Graph 105 Step 6: Paths and Relationships 105 Types of Paths 106 Path Connecting an Unobserved Variable 107 Front- Door Paths 108 Backdoor Paths 108 Modeling for Simplicity to Understand Complexity 109 Step 7: Data Acquisition 110 Causal- Based Approach: Part 2 112 Step 8: Data Integration 113 Step 9: Model Modification 114 Step 10: Data Transformation 115 Step 11: Preparing for Deployment in Business 118 Summary 121 Notes 122 Chapter 5 Creating a Model with a Hybrid Team 125 The Hybrid Team 126 Why a Hybrid Team? 127 The Benefits of a Hybrid Team 128 Establishing the Hybrid Team as a Center of Excellence 129 How Teams Collaborate 131 But Why? 132 Defining Roles 134 Leaders and Business Strategists 137 Subject- Matter Experts 138 Data Experts 140 Software Developers 142 Business Process Analysts 143 Information Technology Expertise 143 Project Manager(s) 144 The Basics Steps for a Hybrid Team Project 145 An Overview of Model Creation 146 It Depends on Your Destination 150 Understanding the Root Cause of a Problem 151 Understanding What Happened and Why 153 The Importance of the Iterative Process 154 Summary 155 Chapter 6 Explainability, Bias Detection, and AI Responsibility in Causal AI 157 Explainability 158 The Ramifications of the Lack of Explainability 159 What Is Explainable AI in Causal AI Models? 161 Black Boxes 162 Internal Workings of Black-Box Models 162 Deep Learning at the Heart of Black Boxes 163 Is Code Understandable? 163 The Value of White-Box Models 166 Understanding Causal AI Code 167 Techniques for Achieving Explainability 169 Challenges of Complex Causal Models 169 Methods for Understanding and Explaining Complex Causal AI Models 171 The Importance of the SHAP Explainability Method 172 Detecting Bias and Ensuring Responsible AI 175 Bias in Causal AI Systems 176 Responsible AI: Trust and Fairness 178 How Causal AI Addresses Bias Detection 180 Tools for Assessing Fairness and Bias 182 The Human Factor in Bias Detection and Responsible AI 183 Summary 184 Note 184 Chapter 7 Tools, Practices, and Techniques to Enable Causal AI 185 The Causal AI Pipeline 187 Define Business Objectives 190 Model Development 193 Data Identification and Collection 195 Data Privacy, Governance, and Security 197 Synthetic Data 198 Model Validation 199 Deployment/Production 201 Monitor and Evaluate 203 Update and Iterate 205 Continuous Learning 208 The Importance of Synthetic Data 210 Why Create Synthetic Data? 210 Overcoming Data Limitations 211 Enhancing Data Privacy and Security 211 Model Validation and Testing 211 Expanding the Range of Possible Scenarios 212 Reducing the Cost of Data Collection 212 Improving Data Imbalance 213 Encouraging Collaboration and Openness 213 Streamlining Data Preprocessing 213 Supporting Counterfactual Analysis 213 Fostering Innovation and Experimentation 214 Creating Synthetic Data 214 Generative Models 214 Agent-Based Modeling 215 Data Augmentation 215 Data Synthesis Tools and Platforms 215 Conditional Synthetic Data Generation 216 Synthetic Data from Text 216 The Limitations of Synthetic Data 217 Current State of Tools and Software in Causal AI 218 The Role of Open Source in Causal AI 218 Commercial Causal AI Software 221 CausaLens 221 Geminos Software 223 Summary 223 Chapter 8 Causal AI in Action 225 Enterprise Marketing in a Business- to- Consumer Scenario 226 DDCo Marketing Causal Model: Annual Pricing Review and Update Cycle 228 Incorporating Internal and External Factors in the Model and DAG 230 Easily Enabling Iterating 231 End-User-Driven Exploration 232 Bench Testing 234 DDCo Marketing Causal Model: Semiannual Product Planning Cycle 236 Always Consider Model Reuse 237 Give and Take in Building a New Model 239 Typical Model and Process Operation: Iterating 239 Keeping the Process/Model Scope Manageable and Understandable 240 Moving from Strategy to Building and Implementing Causal AI Solutions 241 Agriculture: Enhancing Crop Yield 242 Key Causal Variables 244 Creating the DAG 246 Moving from the DAG to Implementing the Causal AI Model 247 Commercial Real Estate: Valuing Warehouse Space 250 Key Causal Variables 251 Implementing the Causal AI Model 253 Video Streaming: Enhancing Content Recommendations 254 Key Causal Variables 255 Implementing the Causal AI Model 256 Healthcare: Reducing Infant Mortality 258 Key Causal Variables 259 Implementing the Causal AI Model 261 Retail: Providing Executives Actionable Information 263 Key Causal Variables 264 Implementing the Causal Model 265 Summary 267 Chapter 9 The Future of Causal AI 271 Where We Stand Today 271 Foundations of Causal AI 273 The Causal AI Journey 274 Causal AI Today 274 What’s Next for Causal AI 276 Integrating Causal AI and Traditional AI 278 The Imperative for Managing Data 279 Ensembles of Data 279 Generative AI Is Emerging as a Game Changer for Causal AI 281 The Future of Causal Discovery 282 The Emergence of Causal AI Reinforcement Learning Will Accelerate Model Training 284 Causal AI as a Common Language Between Business Leaders and Data Scientists 284 The Emergence of Probabilistic Programming Languages 286 The Predictable Model Evolution Cycle 286 The Emergence of the Digital Twin 287 Improving the Ability to Understand Ground Truth 289 The Development of More Sophisticated DAGs 289 Visualizing Complex Relationships in the DAGs 290 The Merging of Causal and Traditional AI Models 291 The Future of Explainability 291 The Evolution of Responsible AI 292 Advances in Data Security and Privacy 293 Integration Will Be Between Models and Business Applications 294 Summary 295 Glossary 299 Appendix 313 Selected Resources 329 Acknowledgments 331 About the authors 335 About the contributor 339 Index 341

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Book SynopsisLearn how to make decisions in the face of increasingly complex and multifaceted challenges In A Symphony of Choices: How Mentorship Taught a Manager Decision-Making, Project Management and Workplace Engagement -- and Saved a Concert Season, workplace culture and strategy expert Gerald Leonard delivers a fascinating narrative following one Jerry Hall, the new Symphony Orchestra manager at a prestigious symphony concerned about the challenging plans for an upcoming season. In the book, you'll watch Jerry connect with a former college professor and learn the skills necessary to successfully manage his way through these unprecedented times in his business and personal life. Does he have all skills necessary for effective decision-making and managing a major symphony's portfolio of projects? Will his fear of succumbing to daunting challenges prevent him from succeeding? The author answers these questions, and more. You'll also find: Hands-on strategies for dTable of ContentsForeword xi Preface xv Chapter 1 The Right People and the Right Time 1 Chapter 2 Choosing Your Portfolio 11 Chapter 3 Selecting Your Projects 27 Chapter 4 Choosing Your Portfolio Processes 41 Chapter 5 Choosing Your Strategy 57 Chapter 6 Choosing Your Rules of Engagement 79 Chapter 7 Choosing Your Performance Metrics 101 Chapter 8 Choosing Your Communication Strategy 123 Chapter 9 Choosing Your Risks Strategy 143 Chapter 10 Choosing Your Implementation Strategy 163 Chapter 11 Reaping the Benefits of Your Choices 181 Epilogue 191 Implementation Guide 197 Dr. Richard’s Lessons 209 Recommended Reading and Resources 215 Bibliography 221 Acknowledgments 223 About the Author 225 Index 227

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Book SynopsisChris Griffiths is founder and CEO of OpenGenius, and world-leading expert on the application of innovation and Mind Mapping. He has helped drive business growth for thousands worldwide, including teams and individuals from Fortune 500 and FTSE 100 companies, the United Nations and Nobel Laureates. His is based in Cardiff, Wales.Melina Costi is a professional business writer with a background in marketing management. She has co-authored several books. She is based in Cheshire, UK.Caragh Medlicott is a full-time freelance writer and a Senior Editor at Wales Arts Review, based in Cardiff, Wales.Trade Review"Chris Griffiths and his work to help support creativity and neurodiversity is making a difference to the lives of many. This book sheds light on how important neurodivergent thinking is in team creativity. Neurodiversity in Business knows that bringing your authentic self to work allows for improved diversity of thought and that's better client outcomes." * Dan Harris, CEO, Neurodiversity in Business *Table of Contents Chapter - 00: Introduction; Section - ONE: Thinking About Your Thinking; Chapter - 01: The Decision Radar; Chapter - 02: Common thinking errors - Selective thinking; Chapter - 03: Common thinking errors - Reactive thinking; Chapter - 04: Common thinking errors - Assumptive thinking; Section - TWO: The Solution Finder; Chapter - 05: The context for creative problem solving; Chapter - 06: The Solution Finder Step 1 - Understanding; Chapter - 07: The Solution Finder Step 2 - Ideation; Chapter - 08: The Solution Finder Step 2 - Ideation toolkit; Chapter - 09: The Solution Finder Step 3 - Analysis; Chapter - 10: The Solution Finder Step 4 - Direction; Section - THREE: The End of the Beginning; Chapter - 11: Commit to ‘thinking differently’; Chapter - 12: Creative leadership; Chapter - 13: Conclusion - Where do you go from here?

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Book SynopsisJérôme Barthélemy is Executive Vice-President, Dean for Post Experience Programs, Corporate Programs and Relations and Professor of strategy and management at ESSEC Business School, Paris, France. He has been a visiting professor and visiting research scholar at New York University (NYU), Stanford University and Cambridge University.His book, Unleash your company's competitive spirit, received France's best management book award in 2017.Trade Review"Myths of Strategy will surprise you. Backed by deep research and packed with rich nuggets of insight, this book serves up a potpourri of smart ideas. A clever, practical and fun read!" * Kathleen Eisenhardt, Professor, Stanford University, co-author of Simple Rules *"A great book and a must read for strategists and CEOs altogether. Jérôme Barthélemy's analysis of 35 strategic myths is full of great stories quickly read which often defy conventional wisdom." * Pierre-André de Chalendar, Chairman of the Board, Saint-Gobain *"The business world abounds with claims about what it takes to achieve high performance. In Myths of Strategy, Jérôme Barthélemy considers many popular claims and, by drawing on empirical research, reveals them to be at best partially right - and often downright wrong. An insightful, entertaining, and thought-provoking read!" * Phil Rosenzweig, Professor, IMD, author of The Halo Effect *"Far from the linear structure of classic studies on business strategy, Myths of strategy is a book to explore with curiosity and enthusiasm. Senior managers may not agree with the author on all points, but this lively and solidly researched essay with its many insightful examples will doubtless open up some relevant avenues for making strategy a powerful force in leveraging performance!" * Benoît Coquart, CEO, Legrand *"Grounded on findings from decades of research, Jérôme Barthélemy's book reveals the limitations of strategy recommendations and tools by debunking myths about business strategy. A compelling read that presents powerful lessons for anyone seeking to develop an effective business strategy." * Laurence Capron, Professor, INSEAD *Table of Contents Chapter - 00: Introduction; Chapter - 01: You should look to the best for inspiration; Chapter - 02: Strategy is very different from the sciences; Chapter - 03: The most successful strategies are carefully planned; Chapter - 04: Success is essentially about talent; Chapter - 05: It is impossible to think strategically in an environment of volatility, uncertainty, complexity and ambiguity; Chapter - 06: Direct aim is the best way to attain goals; Chapter - 07: Firms achieve higher performance when they adopt a raison d’être; Chapter - 08: Having a corporate social responsibility strategy is bad for performance; Chapter - 09: The best strategy is to set up an attractive business and try to beat competitors; Chapter - 10: In most firms, costs are too high; Chapter - 11: In the digital era, having the best or cheapest product is enough for success; Chapter - 12: A firm must address its weaknesses before it develops its strengths; Chapter - 13: Business success depends primarily on a firm’s capabilities; Chapter - 14: The best business leaders are visionaries; Chapter - 15: Businesses benefit from hiring stars; Chapter - 16: Interviews are the best technique for selecting new employees; Chapter - 17: A good strategy is enough for success; Chapter - 18: It’s easy to drop a strategy that has failed to deliver; Chapter - 19: Boards of directors are willing to challenge bad strategy decisions; Chapter - 20: Innovation requires state-of-the-art technologies; Chapter - 21: To innovate, businesses need experts; Chapter - 22: Always listen to customers; Chapter - 23: Innovating means offering customers new products or services; Chapter - 24: Businesses innovate more when they have more resources; Chapter - 25: Business leaders have a long-term outlook; Chapter - 26: It is impossible to reconcile the long term and the short term; Chapter - 27: A firm that’s improving is headed for success; Chapter - 28: Change is always good for businesses; Chapter - 29: The first thing to do in a recession is cut costs; Chapter - 30: Process management improves performance; Chapter - 31: Mergers and acquisitions create value for shareholders; Chapter - 32: Outsourcing is good for firms; Chapter - 33: Adopting management fads is pointless; Chapter - 34: Financial analysts like firms that have an original strategy; Chapter - 35: Consultants always help improve performance

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Book SynopsisJo Owen is a best-selling and multi-award winning leadership author, keynote speaker and social entrepreneur. He is a founder of eight charities, including the UK's largest graduate recruiter Teach First. His books The Mindset of Success, The Leadership Skills Handbook and Management Stripped Bare, all published by Kogan Page, have been translated into eight different languages.Table of Contents Chapter - 00: Introduction; Section - ONE: We Know What Leadership Is; Chapter - 01: Myth 1 - We Know What Leadership Is; Chapter - 02: Myth 2 - The Perfect Leader; Chapter - 03: Myth 3 - Leadership is About Your Rank, Title or Position; Chapter - 04: Myth 4 - Managers are Leaders; Chapter - 05: Myth 5 - Leaders Know What Leadership Is; Chapter - 06: Myth 6 - The Founder is the Leader; Chapter - 07: Myth 7 - Leadership is Universal; Section - TWO: We Know What Leaders Do; Chapter - 08: Myth 8 - We Know What Leaders Do - Top Level Leaders; Chapter - 09: Myth 9 - We Know What Leaders Do - Your Leadership Journey; Chapter - 10: Myth 10 - Leaders Motivate their Followers; Chapter - 11: Myth 11 - Leaders Communicate Well; Chapter - 12: Myth 12 - Leaders are Decisive; Chapter - 13: Myth 13 - Leaders Set Goals and Give Directions; Chapter - 14: Myth 14 - Great Leaders Build Great Teams; Chapter - 15: Myth 15 - The Leader Knows What’s Going On; Section - THREE: We Know What Leaders are Like - Character and Traits; Chapter - 16: Myth 16 - Leaders are Born, not Bred; Chapter - 17: Myth 17 - Leaders are Visionary; Chapter - 18: Myth 18 - Leaders are Charismatic and Inspirational; Chapter - 19: Myth 19 - Leaders are Honest; Chapter - 20: Myth 20 - Leaders are Brave; Chapter - 21: Myth 21 - The Leader is the Smartest Person in the Room; Chapter - 22: Myth 22 - The Best Leaders are Clever; Chapter - 23: Myth 23 - Male and Female Leaders are Different; Chapter - 24: Myth 24 - Psychopaths Succeed as Leaders; Chapter - 25: Myth 25 - Leaders are Reasonable; Chapter - 26: Myth 26 - An Effective Leader is a Skilled Leader; Section - FOUR: We Know How Leaders Succeed; Chapter - 27: Myth 27 - Leaders Succeed on Merit; Chapter - 28: Myth 28 - Leadership is About Survival of the Fittest; Chapter - 29: Myth 29 - It’s Not What You Know But Who You Know; Chapter - 30: Myth 30 - Power Comes from Your Position; Chapter - 31: Myth 31 - Leaders Need Experience; Chapter - 32: Myth 32 - The First 90 Days; Chapter - 33: Myth 33 - You Have to Manage Before You Can Lead; Chapter - 34: Myth 34 - Sporting Heroes Show Us How to Lead; Chapter - 35: Myth 35 - You Can Teach Leadership; Chapter - 36: Myth 36 - Leaders Know When to Move On; Section - FIVE: We Have a Theory of Leadership; Chapter - 37: Myth 37 - The Great Man Theory of Leadership; Chapter - 38: Myth 38 - Servant Leadership; Chapter - 39: Myth 39 - The Humble Leader; Chapter - 40: Myth 40 - Distributed Leadership; Chapter - 41: Myth 41 - Transactional and Transformational Leadership; Chapter - 42: Myth 42 - Authentic Leadership; Chapter - 43: Myth 43 - Leadership is a Team Sport; Chapter - 44: Myth 44 - Leadership and Money - The Dog That Didn’t Bark; Chapter - 45: Myth 45 - Leaders are Like Tea Bags; Section - SIX: We Have Beliefs About Leadership; Chapter - 46: Myth 46 - It’s Lonely at the Top; Chapter - 47: Myth 47 - The Buck Stops Here; Chapter - 48: Myth 48 - It’s Tough at the Top; Chapter - 49: Myth 49 - The Leader Makes a Difference; Chapter - 50: Myth 50 - The Leader is In Control; Chapter - 51: Myth 51 - Leaders are Role Models; Chapter - 52: Myth 52 - Leaders are Popular; Chapter - 53: Myth 53 - Leaders Deserve Exceptional Rewards; Section - SEVEN: Conclusions; Chapter - 54: Myths, Fads and Theories; Chapter - 55: Leaders Take People Where They Would Not Have Got By Themselves; Chapter - 56: I Have the Answer - Myth or Reality?

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Book SynopsisJordan Morrow is known as the "Godfather of Data Literacy", having helped pioneer the field by building one of the world's first data literacy programs. He is the founder and CEO of Bodhi Data, served as the Chair of the Advisory Board for The Data Literacy Project and has helped companies and organizations around the world, including the United Nations, build and understand data literacy. Morrow is the author of three books: Be Data Literate, Be Data Driven, and Be Data Analytical, all published by Kogan Page. He is based near Salt Lake City, Utah.Trade Review"A must-read for anyone looking to harness the power of data. Be Data Analytical stands out as a comprehensive guide that empowers readers to unlock the hidden potential within their data, driving innovation and growth in any field." * Bernard Marr, Founder & CEO, Bernard Marr & Co *"If you're looking for a practical guide to learn about the four levels of analytics, look no further than Be Data Analytical. Jordan Morrow's hands-on approach to teaching data analytics makes the book an invaluable resource for anyone who wants to learn the skills needed to succeed in the field. The clear explanations, practical examples and content breakdown make this book an excellent choice for both beginners and experienced professionals." * Chandra Donelson, Washington D.C. Chapter Lead, Women in Data *"Jordan's passion and enthusiasm for data shines through. Breaking down analytics into four accessible levels means this book is for everyone. Its real-life examples and analogies bring to life the importance of understanding and implementing good analytics." * Susan Walsh, Founder & Managing Director, The Classification Guru Ltd *"This book provides an excellent framework for data-driven decision-making in organizations. By framing the analytics implementations progressively through the four levels of analytics, Be Data Analytical is easy to follow as an analytics guidebook. At each stage, the book covers key definitions, roles of the different enterprise players, numerous business examples and strategy suggestions to get the analytics job done." * Kirk Borne, Founder, Data Leadership Group *"Data Analytics is a crucial aspect of decision-making in the modern business landscape, and this book provides a comprehensive guide to understanding its nuances. The author's expertise and passion for the subject is present in every chapter, making this book a must-read for anyone seeking to improve their data literacy and enhance their decision-making skills. I highly recommend this book to anyone looking to unlock the power of data analytics in their organization." * Esther Munyi, Chief Data and Analytics Officer, Sasfin *"Be Data Analytical is a book about leadership, decision making, staying ahead and having your own built-in systems. A consummate storyteller, Jordan speaks to those who know this space and those who perhaps need to. The data environment has changed forever and the complexity and challenge for leaders means the rule book we used to follow, and our previous frames of reference, are redundant. New ways of thinking and improving decision making are therefore vital." * Mike Roe, CEO, Tensense.ai *"Ingenious! Jordan's engaging work propels the reader from data literacy to data analysis." * Major General Dustin Shultz *Table of Contents Chapter - 00: Introduction; Section - ONE: Data and analytics; Chapter - 01: Defining data and analytics; Chapter - 02: Defining the four levels of analytics; Chapter - 03: The power of analytics in decision making; Section - TWO: The four levels of analytics - define, empower, understand and learn; Chapter - 04: Descriptive analytics; Chapter - 05: How are descriptive analytics used today?; Chapter - 06: How individuals and organizations can improve in descriptive analytics; Chapter - 07: Diagnostic analytics; Chapter - 08: How are diagnostic analytics used today?; Chapter - 09: How individuals and organizations can improve in diagnostic analytics; Chapter - 10: Predictive analytics; Chapter - 11: How are predictive analytics used today?; Chapter - 12: How individuals and organizations can improve in predictive analytics; Chapter - 13: Prescriptive analytics; Chapter - 14: How are prescriptive analytics used today?; Chapter - 15: How individuals and organizations can improve in prescriptive analytics; Section - Three: Bringing it all together; Chapter - 16: Using all four levels of analytics to empower decision making; Chapter - 17: Conclusion;

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Book SynopsisJordan Morrow is known as the "Godfather of Data Literacy", having helped pioneer the field by building one of the world's first data literacy programs. He is the founder and CEO of Bodhi Data and the Senior Vice President of Data and AI Transformation for AgileOne, helping to utilize data and AI in the total talent management space. He served as the Chair of the Advisory Board for The Data Literacy Project and has helped companies and organizations around the world, including the United Nations, build and understand data literacy. Morrow is the author of four books: Be Data Literate, Be Data Driven, Be Data Analytical, and Business 101 for the Data Professional all published by Kogan Page. He is based near Salt Lake City, Utah.

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Book Synopsis* The definitive up--to--date guide to the field. * Original contributions by the leading scholars of Organizational Learning and Knowledge Management world--wide. * Editors internationally recognised authorities. * Handbook shows links between a knowledgea and a learninga literatures.Trade Review"The handbook shows perfectly what has been achieved in the field of KM and OL, but also clearly demonstrates the gaps in our research and the need to start a dialogue, to fight and unite, to build bridges between old and emerging management disciplines." Organization StudiesTable of ContentsList of Figures. List of Tables. List of Contributors. Foreword: Karl E. Weick. Part I: Disciplinary Perspectives:. Introduction: Watersheds Of Organizational Learning And Knowledge Management: Mark Easterby-Smith (Lancaster University)and Marjorie A. Lyles (Indiana University). 1. Psychological Perspectives Underlying Theories of Organizational Learning: Robert Defillippi (Suffolk University) and Suzyn Ornstein (Suffolk University). 2. Social Learning Theory: Learning As Participation In Social Processes: Bente Elkjaer (Danish University of Education). 3. The Role of Information and Communication Technologies In Knowledge Management Initiatives: Niall Hayes (Lancaster University) and Geoff Walsham (University of Cambridge). 4. Knowledge Management: What Can Organizational Economics Contribute? Nicolai J. Foss (Copenhagen Business School) and Volker Mahnke (Copenhagen Business School). 5. Knowledge Management: The Information Technology Dimension: Maryam Alavi (Emory University) and Amrit Tiwana (Emory University). Part II: Learning And Knowledge In Organizations:. 6. Organizational Learning And Knowledge Management: Toward An Integrative Framework: Dusya Vera (University of Western Ontario) and Mary Crossan (University of Western Ontario). 7. Organizations As Learning Portfolios: Anthony J. Dibella (East Greenwich and Worcester Polytechnic Institute). 8. Framework For The Development of Communities Of Practice In A Corporate Environment: Josh Plaskoff (Eli Lilly and Company). 9. Understanding Outcomes Of Organizational Learning Interventions: Amy C. Edmondson (Harvard Business School) and Anita Williams Woolley (Harvard Business School). 10. The Impact Of Intercultural Communication On Global Organizational Learning: Sully Taylor (Portland State University), Joyce S. Osland (Portland State University) and Dr Robert B. Pamplin. 11. Knowledge Seeking FDI And Learning Across Borders: Shige Makino (Chinese University of Hong Kong) and Andrew C. Inkpen (American Graduate School of International Management). 12. Beyond Alliances: Towards A Meta-Theory Of Collaborative Learning: Jane E. Salk (University of Texas at Dallas)and Bernard L. Simonin (Tufts University). 13. Knowledge Management And Competitive Advantage: Bala Chakravarthy (IMD), Sue McEvily (University of Pittsburgh), Yves Doz (INSEAD) and Devaki Rau (Northern Illinois University). 14. Absorptive Capacity: Antecedents, Models, And Outcomes: Frans A. J. Van Den Bosch (Erasmus University Rotterdam), Raymond Van Wijk (Erasmus University Rotterdam), and Henk W. Volberda (Erasmus University Rotterdam),. 15. Narrative Knowledge In Action: Adaptive Abduction As A Mechanism For Knowledge Creation And Exchange In Organizations: Caroline A. Bartel (New York University) and Raghu Garud (New York University). Part III: Organizational Knowledge And KM:. 16. Dominant Logic, Knowledge Creation, And Managerial Choice: Richard A. Bettis (University of North Carolina at Chapel Hill) and Sze-Sze Wong (Duke University). 17. Innovation And Knowledge Management: Scanning, Sourcing, And Integration: Paul Almeida (Georgetown University), Anaupama Phene (University of Utah), David Eccles & Rob Grant (Georgetown University). 18. Knowledge Sharing And The Communal Resource: Georg Von Krogh (University of St Gallen). 19. Organizational Forgetting: Pablo Martin De Holan (University of Alberta) and Faculté Saint-Jean. 20. Do We Really Understand Tacit Knowledge? Haridimos Tsoukas. 21. Knowledge And Networks: Raymond Van Wijk (Erasmus University Rotterdam), Frans A. J. Van Den Bosch (Erasmus University Rotterdam), Henk W. Volberda (Erasmus University Rotterdam). 22. The Political Economy Of Knowledge Markets In Organizations: Rob Cross (University of Virginia) and Laurence Prusak (IBM Institute for Knowledge-based Organizations). 23. Barriers To Creating Knowledge: Mikelle A. Calhoun (New York University) and William H. Starbuck (New York University). Part IV: Problematizing OL And Knowledge:. 24. Discourses of Knowledge Management And The Learning Organization: Their Production And Consumption: Harry Scarbrough (University of Warwick). 25. Stickiness: Conceptualizing, Measuring, And Predicting Difficulties To Transfer Knowledge Within Organizations: Gabriel Szulanski (University of Pennsylvania) & Rossella Cappetta (Bocconi University). 26. Social Identity And Organizational Learning: John Child (University of Birmingham) and Suzana Rodrigues (University of Birmingham). 27. Emotionalizing Organizational Learning: Stephen Fineman (University of Bath). 28. Learning From Organizational Experience: John S. Carroll (MIT Sloan School of Management), Jenny W. Rudolph (Boston College) and Sachi Hatakenaka (MIT Sloan School of Management). 29. Deliberate Learning And The Evolution Of Dynamic Capabilities: Maurizio Zollo (INSEAD)and Sidney G. Winter (University of Pennsylvania). 30. Semantic Learning As Change Enabler: Relating Organizational Identity & Organizational Learning: Kevin G. Corley (Penn State University) & Dennis A. Gioia (Penn State University). 31. Organizational Learning And Knowledge Management: Agendas For Future Research: Marjorie A. Lyles (Indiana University) and Mark Easterby-Smith (Lancaster University). Index

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Book SynopsisHandbook of Decision Making presents a wide range of theoretical and empirical approaches to the understanding of strategic decisions. Written by leading international experts from North America, Canada and Europe, this guidebook is a tour de force of understanding decisionmaking from a variety of perspectives and contexts.Trade Reviewrecommended to those interested in the field of strategic decision making. It offers a diverse set of topics and provides many ideas and applications InterfacesTable of ContentsNotes on the Contributors ix About the Editors xxi Part I Introduction 1 1 Crucial Trends and Issues in Strategic Decision Making 3 Paul C. Nutt And David C. Wilson 2 Research on Strategic Decisions: Taking Stock and Looking Ahead 31 Vassilis Papadakis, Ioannis Thanos, and Patrick Barwise Part II Key Theoretical Perspectives 71 3 Decision Making: It’s Not What You Think 73 Henry Mintzberg And Frances Westley 4 Organizing and the Process of Sensemaking 83 Karl E. Weick, Kathleen M. Sutcliffe, And David Obstfeld 5 The Political Aspects of Strategic Decision Making 105 John Child, Said Elbanna, and Suzana Rodrigues 6 Organizational Identity and Strategic Decision Making 139 Aimee L. Hamilton And Dennis A. Gioia Part III Conceptualizing Strategic Decision Making 153 7 Building a Decision-making Action Theory 155 Paul C. Nutt 8 A Decision Process Model to Support Timely Organizational Innovation 197 Andre L. Delbecq, Terri L. Griffith, Tammy L. Madsen, And Jennifer L. Woolley 9 Decision Making in Groups: Theory and Practice 231 Colin Eden And Fran Ackermann Part IV Factors and Considerations That Impinge On Decision Making 273 10 Decision Making in Professional Service Firms 275 Tim Morris, Royston Greenwood, and Samantha Fairclough 11 Risk Taking and Strategic Decision Making 307 Philip Bromiley And Devaki Rau 12 Decision Errors of the 4th, 5th, and 6th Kind 327 Kim Boal And Mark Meckler 13 Decision Making in Public Organizations 349 Hal G. Rainey, John C. Ronquillo, And Claudia N. Avellaneda 14 Strategic Decision Making and Knowledge: A Heideggerian Approach 379 Haridimos Tsoukas 15 Challenges of Using IT to Support Multidisciplinary Team Decision Making 403 Michael Barrett and Eivor Oborn Part V Recent Empirical Findings That Support Theories And Views 431 16 The Bradford Studies: Decision Making and Implementation Processes and Performance 433 Susan Miller 17 Comparing the Merits of Decision-making Processes 449 Paul C. Nutt 18 Of Baseball, Medical Decision Making, and Innumeracy 501 Lori Ferranti, Steven Cheng, and David Dilts 19 The Dimensions of Decisions: A Conceptual and Empirical Investigation 517 Lori S. Franz and Michael W. Kramer Part VI Methodology for The Study Of Decision Making 541 20 Empirical Methods for Research on Organizational Decision-Making Processes 543 Marshall Scott Poole and Andrew H. Van De Ven 21 On the Study of Process: Merging Qualitative and Quantitative Approaches 581 Paul C. Nutt 22 The Bradford Studies: Issues Raised by These and Other Studies for the Understanding of Decision Making 619 David C. Wilson Part VII Directions and Perspectives 643 23 Discussion and Implications: Toward Creating a Unified Theory of Decision Making 645 Paul C. Nutt and David C. Wilson Index 679

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Book SynopsisUsing original empirical data, this book explores how local government officers and politicians negotiate 'difficult subjects' linked with community cohesion policy: diversity, inequality, discrimination, extremism, migration, religion, class, power and change. Winner of the BSA Philip Abrams Memorial Prize 2014Trade Review"A beautifully written book that gets right to the heart of negotiations over community relations in contemporary Britain." Ben Rogaly, University of Sussex"Provides original insights into the challenges of negotiating multiculturalism and diversity in the U.K. context." American Journal of Sociology"This book provides an original and critical analysis with significant implications for public policy and will be essential reading for those concerned with cohesion, inequality and social change." Marjorie Mayo, Emeritus Professor, Goldsmiths, University of London"Focusing on the how rather than the what, this incisive and challenging account explores community cohesion policy as practice, exploring how it is embedded in particular places and in the narratives and emotional biographies of its practitioners." Claire Alexander, University of Manchester"Reading this book is rewarding…compelling account of how policy is translated through negotiations and narrative frames" Public AdministrationJones draws on a range of methods – participant observation, interviews, and documentary analysis – to produce a rich and detailed ethnography of community cohesion policy and practice in particular places and specific moments." Critical Social Policy"The rich details of this book, in which interviews and in situ accounts are integrated with a national imperative to engage with and direct the diversification of society, are compelling, and the book should be widely read by academics, policy makers and policy enactors." LSE Review of Books blog"Hannah Jones sympathetically and persuasively brings the politics of local government to life far beyond the mechanics of service delivery, showing how politicians and bureaucrats make up places as they make policy." Allan Cochrane, The Open University"This important book delivers fresh thinking on cohesion as a policy approach to complex, diverse communities. It elegantly extends our understandings of emotion and policy work and makes a significant contribution to public sociology debates." Dr Sarah Neal, University of SurreyTable of ContentsIntroduction: Getting Uncomfortable; Negotiating cohesion, inequality and change; Contradictory narratives of cohesion; 'Is there anything the council did that distracted you from extremism?'; I Love Hackney/Keep It Crap; 'We spent a lot of time trying to be known for other things'; 'You need to be totally objective, but you can't be'; Thinking Inside the Box.

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Book SynopsisUsing original empirical data, this book explores how local government officers and politicians negotiate 'difficult subjects' linked with community cohesion policy: diversity, inequality, discrimination, extremism, migration, religion, class, power and change. Winner of the BSA Philip Abrams Memorial Prize 2014Trade Review"A beautifully written book that gets right to the heart of negotiations over community relations in contemporary Britain." Ben Rogaly, University of Sussex"Provides original insights into the challenges of negotiating multiculturalism and diversity in the U.K. context." American Journal of Sociology"This book provides an original and critical analysis with significant implications for public policy and will be essential reading for those concerned with cohesion, inequality and social change." Marjorie Mayo, Emeritus Professor, Goldsmiths, University of London"Focusing on the how rather than the what, this incisive and challenging account explores community cohesion policy as practice, exploring how it is embedded in particular places and in the narratives and emotional biographies of its practitioners." Claire Alexander, University of Manchester"Reading this book is rewarding…compelling account of how policy is translated through negotiations and narrative frames" Public AdministrationJones draws on a range of methods – participant observation, interviews, and documentary analysis – to produce a rich and detailed ethnography of community cohesion policy and practice in particular places and specific moments." Critical Social Policy"The rich details of this book, in which interviews and in situ accounts are integrated with a national imperative to engage with and direct the diversification of society, are compelling, and the book should be widely read by academics, policy makers and policy enactors." LSE Review of Books blog"Hannah Jones sympathetically and persuasively brings the politics of local government to life far beyond the mechanics of service delivery, showing how politicians and bureaucrats make up places as they make policy." Allan Cochrane, The Open University"This important book delivers fresh thinking on cohesion as a policy approach to complex, diverse communities. It elegantly extends our understandings of emotion and policy work and makes a significant contribution to public sociology debates." Dr Sarah Neal, University of SurreyTable of ContentsIntroduction: Getting Uncomfortable; Negotiating cohesion, inequality and change; Contradictory narratives of cohesion; 'Is there anything the council did that distracted you from extremism?'; I Love Hackney/Keep It Crap; 'We spent a lot of time trying to be known for other things'; 'You need to be totally objective, but you can't be'; Thinking Inside the Box.

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Book SynopsisDive inside this textbook for an accessible guide to the discipline of public services; explore core public service topics and understand the fundamental elements of working in the public services.Table of ContentsIntroduction: Defining and understanding public services - Elizabeth Cookingham Bailey and E.K. Sarter Part 1: Public services and the welfare state 1. Public services and public policies - E.K. Sarter 2. Mixed economy - Elizabeth Cookingham Bailey 3. Public services and the law - Simon Read Part 2: The internal dynamics of public services 4. Organisations and institutions - Elizabeth Cookingham Bailey 5. Strategy and strategic management - Jennifer Law 6. Leadership and management - David Phillips and Simon Read Part 3: Achieving social and environmental impact 7. Public services and the challenge of sustainability - E.K. Sarter 8. Public services and equality - E.K. Sarter, Wendy Booth and Vida Greaux 9. Public services and the environmental crisis - E.K. Sarter 10. Adapting organisations: public services, climate change and the energy transition - Filippos Proedrou Conclusion: Current developments and the future of public services - Elizabeth Cookingham Bailey, E.K. Sarter, Wendy Booth, Vida Greaux, Stuart Jones, Jennifer Law, David Phillips, Filippos Proedrou and Simon Read

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