Organizational theory and behaviour Books

Book SynopsisThe classic book on systems thinking, with more than half a million copies sold worldwide! This is a fabulous book. This book opened my mind and reshaped the way I think about investing. Forbes Perfect for fans of Kate Raworth, Rutger Bregman and Daniel Kahneman! The co-author of the international best-selling book Limits to Growth, Donella Meadows is widely regarded as a pioneer in the environmental movement and one of the world's foremost systems analysts . Her posthumously published Thinking in Systems, is a concise and crucial book offering insight for problem solving on scales ranging from the personal to the global. This essential primer brings systems thinking out of the realm of computers and equations and into the tangible world, showing readers how to develop the systems-thinking skills critical for 21st-century life. Some of the biggest problems facing the world―war, hunger, poverty, and environmental degradation―are essentially system failures. They cannot be solved by fixing one piece in isolation from the others, because even seemingly minor details have enormous impact. While readers will learn the conceptual tools and methods of systems thinking, the heart of the book is grander than methodology. Donella Meadows reminds readers to pay attention to what is important, not just what is quantifiable, to stay humble, and to stay a learner. No matter what industry or career you’re in, Thinking In Systems will bring clarity to the complicated, crowded and interdependent networks that make up the world today. Thinking in Systems helps readers avoid confusion and helplessness, the first step toward finding proactive and effective solutions.Trade ReviewPublishers Weekly, Starred Review- Just before her death, scientist, farmer and leading environmentalist Meadows (1941-2001) completed an updated, 30th anniversary edition of her influential 1972 environmental call to action, Limits to Growth, as well as a draft of this book, in which she explains the methodology-systems analysis-she used in her ground-breaking work, and how it can be implemented for large-scale and individual problem solving. With humorous and commonplace examples for difficult concepts such as a "reinforcing feedback loop," (the more one brother pushes, the more the other brother pushes back), negative feedback (as in thermostats), accounting for delayed response (like in maintaining store inventory), Meadows leads readers through the increasingly complex ways that feedback loops operate to create self-organizing systems, in nature ("from viruses to redwood trees") and human endeavor. Further, Meadows explicates methods for fixing systems that have gone haywire ("The world's leaders are correctly fixated on economic growth ...but they're pushing with all their might in the wrong direction"). An invaluable companion piece to Limits to Growth, this is also a useful standalone overview of systems-based problem solving, "a simple book about a complex world" graced by the wisdom of a profound thinker committed to "shaping a better future."When I read Thinking in Systems I am reminded of the enormity of the gap between systemic thinkers and policy makers. If this book helps narrow the gap, it will be Dana's greatest contribution."--Lester Brown, founder and President, Earth Policy Institute"Dana Meadows' exposition in this book exhibits a degree of clarity and simplicity that can only be attained by one who profoundly and honestly understands the subject at hand--in this case systems modeling. Many thanks to Diana Wright for bringing this extra legacy from Dana to us."--Herman Daly, Professor, School of Public Policy, University of Maryland at College Park"Reading Thinking in Systems evokes the wisdom and even the voice of Dana Meadows. We are reminded of how she was not only one of the great systems thinkers, but also one of our greatest teachers. This is modestly called a primer, and indeed it is, but unlike most books with that title, this one quickly takes one from the elementary into deep systems thinking about issues as critical today as they were when Dana wrote these words. The discussion of oil use and the interaction of its extraction pattern with economic decision making should be required reading for all energy policy makers and energy company executives (as well as all informed citizens in a democracy). The fisheries case reminds us of how little any government or private actor has done to grasp the importance of takeout flows in determining stocks when the input flows are not within our control. The commentary on economics and, yes the need to consider limits, is a clear systems statement that clarifies a great deal of discussion that goes back to The Limits to Growth. It is remarkable that Dana is able to explain with such clarity such systems concepts of stocks, flows, feedback, time delays, resilience, bounded rationality, and system boundaries and to illustrate each one with multiple informative examples. Her statement that goals that optimize subsystems will sub optimize the functioning of the total system, is truly profound. As the book moves from the 'mechanics' of systems dynamics to Dana's more philosophical perspective, we are treated to her inherent belief in human values that consider the good of all, and how much more effective considering the needs of others is likely to be in solving larger, complex problems. The universe and our society may be very complex and operate in counterintuitive, non-liner fashion, but following the insights of this book and applying them will provide for far more effective solutions to the challenges of a 7 billion person planet than current incremental, linear responses by governments, corporations and individuals."--Bill Moomaw, Professor of International Environmental Policy at the Fletcher School, Tufts University"In Dana Meadows's brilliantly integrative worldview, everything causes everything else; cause and effect loop back on themselves. She was the clearest thinker and writer co-creating the art and science of systems dynamics, and Thinking in Systems distills her lifetime of wisdom. This clear, fun-to-read synthesis will help diverse readers everywhere to grasp and harness how our complex world really works."--Amory B. Lovins, Chairman and Chief Scientist, Rocky Mountain Institute"Dana Meadows taught a generation of students, friends, and colleagues the art and science of thinking beyond conventional boundaries. For her systems thinking included the expected things like recognizing patterns, connections, leverage points, feedback loops and also the human qualities of judgment, foresight, and kindness. She was a teacher with insight and heart. This long anticipated book, the distillation of her life's work, is a gem."--David Orr, Professor of Environmental Studies and Politics, Oberlin College"The publication of Thinking in Systems is a landmark. To live sustainably on our planet, we must learn to understand human-environment interactions as complex systems marked by the impact of human actions, the prominence of nonlinear change, the importance of initial conditions, and the significance of emergent properties. Dana Meadows' final contribution is the best and most accessible introduction to this way of thinking we have. This book is destined to shape our understanding of socio-ecological systems in the years to come in much the same way that Silent Spring taught us to understand the nature of ecosystems in the 1960s and 1970s."--Oran R. Young, Professor, Donald Bren School of Environmental Science and Management at University of California, Santa Barbara"Thinking in Systems is required reading for anyone hoping to run a successful company, community, or country. Learning how to think in systems is now part of change-agent literacy. And this is the best book of its kind."--Hunter Lovins, founder and President of Natural Capital Solutions and coauthor of Natural Capitalism: Creating the Next Industrial Revolution"Dana Meadows was one of the smartest people I ever knew, able to figure out the sensible answer to almost any problem. This book explains how she thought, and hence is of immense value to those of us who often wonder what she'd make of some new problem. A classic."--Bill McKibben, author of Deep Economy"An inspiring sequel to Dana Meadows' lifetime of seminal contributions to systems thinking, this highly accessible book should be read by everyone concerned with the world's future and how we can make it as good as it possibly can be."--Peter H. Raven, President, Missouri Botanical Garden"Few matched Dana Meadows remarkable blend of eloquence and clarity in making systems thinking understandable. When Dana began her career, the field was esoteric and academic. Today it is the sine quo non for intelligent action in business and society. The publication of Meadows' previously unfinished manuscript is a gift for leaders of all sorts and at all levels."--Peter M. Senge, author of The Fifth Discipline and The Necessary Revolution

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Book SynopsisA revised and updated edition of the acclaimed Wall Street Journal bestseller that explores why some leaders drain capability and intelligence from their teams while others amplify it to produce better results.We’ve all had experience with two dramatically different types of leaders.

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Book SynopsisIn the new remote-first and hybrid workplace, many organizations are struggling to catch up with new tooling and ways of working. Many are discovering for the first time that the physical office was covering up poorly defined teams and poorly defined areas of focus, threatening their DevOps transformation efforts and the overall health and success of their business. Matthew Skelton and Manuel Pais, coauthors of the highly successful Team Topologies, provide proven patterns for a successful remote-first approach to teams. Using simple tools for dependency tracking and patterns from Team Topologies, such as the Team API, organizations will find that well-defined team interactions are key to effective IT delivery in the remote-first world.This workbook explores several aspects of team-first remote work, including: How the new “remote-first” world is highlighting existing poor team interactions within organizations. Why organizations should use the Team API pattern to define and communicate the focus of teams. How organizations can track and remove team-level dependencies. How and why organizations should design inter-team communications consciously. How and why organizations can use the three team interaction modes from Team Topologies (collaboration, x-as-a-service, and facilitating) to help. The ideas and patterns presented here will help your organization become more effective with a team-based, remote-first approach to building and running software systems.

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Book SynopsisThe New York Times bestseller, now in paperback and updated with a new introductionConfidence. We want it. We need it. But it can be maddeningly enigmatic and out of reach. The authors of the New York Times bestseller Womenomics deconstruct this essential, elusive, and misunderstood quality and offer a blueprint for bringing more of it into our lives.Is confidence hardwired into the DNA of a lucky few, or can anyone learn it? Is it best expressed by bravado, or is there another way to show confidence? Which is more important: confidence or competence? Why do so many women, even the most successful, struggle with feelings of self-doubt? Is there a secret to channeling our inner confidence?In The Confidence Code, journalists Katty Kay and Claire Shipman travel to the frontiers of neuroscience on a hunt for the confidence gene and reveal surprising new research on its roots in our brains. They visit the worldRTrade Review"The Confidence Code belongs in the bagof every woman in America. It combines groundbreaking scientific research and firsthand accounts from the world's most powerful woman." -- Joanna Coles, Editor-in-Chief, Cosmopolitan "How do we make the most of our talents, skills, and interests? This book demonstrates that it's not enough to know what we're doing; our confidence is a key factor in our success. Fascinating reading for every woman who wants to take her life to the next level." -- Gretchen Rubin, author of The Happiness Project "All too often, even the most successful women have indicated that their confidence is fleeting or domain-specific. The gifted authors who were behind Womenomics prove that can change. Discover how you can specifically develop that enduring sense of self-assurance in this remarkable book." -- Marshall Goldsmith, author of the international bestseller What Got You Here Won't Get You There "Kay and Shipman shine a perceptive light on the crucial role that confidence plays in the ability of women to succeed. They offer women practical advice and the vision of a more hopeful future." -- Sheryl Sandberg, COO of Facebook, and author of Lean In "Kay and Shipman provide a great blueprint for raising daughters...All of this research, as well as the authors' own recounting of experiences with doubt in their professional lives, effectively builds into a comprehensive set of ingredients for the confident woman." -- Publishers Weekly "An insightful look at how internalizing cultural stereotypes can hold women back from competing with men." -- Kirkus "[Kay and Shipman] have written an enlightening, fascinating book that explains the relationship between confidence, resilience, risk and reward...This book can definitely help you learn to boost your confidence." -- Success "[Kay and Shipman dive] into tons of fascinating research and stats that are worth reading...[b]ut most importantly, the book provides some seriously actionable advice from some of the most successful women in the world (authors included)." -- Self.com

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Book SynopsisTrade Review“Brown writes with a winning combination of thoughtfulness, pragmatism and enthusiasm... He avoids the trap of presenting design thinking as a panacea. Mr. Brown charts its failures as well as successes…” — New York Times “It’s like getting golf tips from Tiger Wood’s coach. Tim Brown’s firm IDEO has won more medals for innovative design than anyone in the world. If you want to be more innovative at work or in life, study with the coach of champions.” — Chip Heath, co-author of Made to Stick “In his new book, the CEO of design shop IDEO shows how even hospitals can transform the way they work by tapping frontline staff to engineer change.” — BusinessWeek “This should be mandatory reading for marketers and engineers who can’t understand why a product as cool as the Segway wasn’t a breakout hit.” — Inc. “Tim Brown has written the definitive book on design thinking. Brown’s wit, experience, and compelling stories create a delightful journey. His masterpiece captures the emotions, mindset, and methods required for designing everything from a product, to an experience, to a strategy in entirely different ways.” — Robert I. Sutton, author of The No Asshole Rule “With people like Brown codifying design thinking, the tools are out there to solve our problems if a few people are willing to attack them with that sort of tenacity.” — Core77 “Tim Brown’s vision, intellect, empathy and humility shine through every page of this book. Change by Design is for dreamers and doers, for corporate executives and NGO leaders, for teachers, students and those interested in the art of innovation.” — Jacqueline Novogratz, founder, Acumen Fund and author, The Blue Sweater “Design thinking... is a way of seeing the world and approaching constraints that is holistic, interdisciplinary, and inspiring.” — Ivy Ross, executive vice president of marketing, The Gap “Brown is clear, persuasive, and often funny... Even for those of us without our own sovereign nation or blue-chip corporation, design thinking offers a guide for rethinking and organizing our everyday creative processes.” — SEED “Brown makes a potent case for employing this creative collaboration in a variety of settings.” — Miami Herald “With clarity and crispness, Tim Brown, CEO of the honored, global design consultancy IDEO, demonstrates through noteworthy examples how the principles of design found in a studio can be applied to many of the most urgent challenges facing society, business and government today.” — Peter F. Eder, World Future Review “In his highly readable and compelling new book, Change by Design, Tim argues that “design thinking” needs to permeate every organization—and shape all of its interactions with its constituents.” — Gary Hamel, writer of Management 2.0

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Book SynopsisReveals the strategies and tactics that separate the winners from the losers. This guide argues that power is a force that can be used and harnessed for individual gain, but also for the benefit of organisations and society.Trade Review"Jeff Pfeffer is of immense service to the world with his work, blending academic rigor and practical genius into wonderfully readable text. The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide." -- Jim Collins, author of Good to Great and How the Mighty Fall "Talk about speaking truth to power! In refreshingly candid prose, Jeff Pfeffer offers brilliant insights into how power is successfully built, maintained, and employed in organizations. It's well known that when Pfeffer speaks about power, smart people listen. This book shows why." -- Robert Cialdini, author of Influence "Jeff Pfeffer nails it! Political skill, not just talent, is central to success in every field. In Power, this leading scholar comes down to earth with practical, even contrarian, tactics for mastering the power game." -- Rosabeth Moss Kanter, Chaired Professor, Harvard Business School, and bestselling author of Confidence: How Winning Streaks and Losing Streaks Begin and End and SuperCorp "[Power] will help you get comfortable with challenging assumptions and lingering on the pause...[Pfeffer] draws on a wealth of social-science and psychology research." -- Inc. "Its candor, crisp prose, and forthrightness are fresh and appealing... Brimming with frank, realistic insights on paths to the top, this book offers unexpected-and aggressive-directions on how to advance and flourish in an ever-more competitive workplace." -- Publishers Weekly "[Academics and consultants] have an interest in presenting business as a rational enterprise... This leaves the analysis of power to retired businesspeople...(who strive to present themselves as business geniuses rather than Machiavellis) and practicing snake-oil salesmen...Jeffrey Pfeffer of Stanford Business School is an exception to this rule." -- The Economist "[Power] ought to be required reading for would-be leaders...[E]xcellent." -- Financial Times

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Book Synopsis‘Required reading for anyone who has wondered how to create a culture that supports innovation, risk-taking, integrity and inclusion. I simply loved this book!’ ANGELA DUCKWORTH, bestselling author of Grit In her multi-million-copy bestseller Mindset Carol Dweck coined the terms ‘fixed’ and ‘growth’ mindset, transforming our view of individual success. In a fixed mindset, talent and intelligence are viewed as predetermined traits, while in a growth mindset, talent and intelligence can be nurtured, In Cultures of Growth, award-winning social psychologist Mary C. Murphy argues that mindset transcends individuals. Drawing on compelling examples from her work with Fortune 500 companies, startups and schools, she shows how we can all create a growth mindset culture. Murphy’s original decade-long research reveals that organisations and teams more g

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Book SynopsisBased on the award-winning article in Harvard Business Review, from global leadership expert John Kotter. It's a familiar scene in organizations today: a new competitive threat or a big opportunity emerges. You quickly create a strategic initiative in response and appoint your best people to make change happen. And it does--but not fast enough. Or effectively enough. Real value gets lost and, ultimately, things drift back to the default status. Why is this scenario so frequently repeated in industries and organizations across the world? In the groundbreaking new book Accelerate (XLR8), leadership and change management expert, and best-selling author, John Kotter provides a fascinating answer--and a powerful new framework for competing and winning in a world of constant turbulence and disruption. Kotter explains how traditional organizational hierarchies evolved to meet the daily demands of running an enterprise. For most companies, the hierarchy is the singular operating system at the heart of the firm. But the reality is, this system simply is not built for an environment where change has become the norm. Kotter advocates a new system--a second, more agile, network-like structure that operates in concert with the hierarchy to create what he calls a "dual operating system"--one that allows companies to capitalize on rapid-fire strategic challenges and still make their numbers. Accelerate (XLR8) vividly illustrates the five core principles underlying the new network system, the eight Accelerators that drive it, and how leaders must create urgency in others through role modeling. And perhaps most crucial, the book reveals how the best companies focus and align their people's energy and urgency around what Kotter calls the big opportunity. If you're a pioneer, a leader who knows that bold change is necessary to survive and thrive in an ever-changing world, this book will help you accelerate into a better, more profitable future.Trade Review"A Top Shelf Best Business Book pick of the Year: Strategy" -- strategy+business magazine "One of the Best Leadership Books of the Year" -- Inc.

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Book SynopsisWall Street Journal BestsellerIn this groundbreaking guide, a management expert outlines the transformative leadership skill of tomorrow—one that can make it possible to build truly diverse and inclusive teams which value employees’ need to belong while being themselves.  Humans have two basic desires: to stand out and to fit in. Companies respond by creating groups that tend to the extreme—where everyone fits in and no one stands out, or where everyone stands out and no one fits in. How do we find that happy medium where workers can demonstrate their individuality while also feeling they belong?The answer, according to Stefanie Johnson, is to Inclusify. In this essential handbook, she explains what it means to Inclusify and how it can be used to strengthen any business. Inclusifying—unlike “diversifying” or “including”— implies a continuous, sustained effort towards helping diverse teams feel engaged, empowered, accepted, and valued. It’s no use having diversity if everyone feels like an outsider, she contends.In her research, Johnson found common problems leaders exhibit which frustrate their attempts to create diverse and cohesive teams. Leaders that underestimated the importance of group coherence and dynamics often have employees who do not feel like they belong; leaders that ignore the benefits of listening to different perspectives leave some people feeling like they cannot be their authentic selves.By contrast, leaders who Inclusify can forge strong relationships with their teams, inspire greater productivity from all of their workers, and create a more positive environment for everyone. Having a true range of different voices is good for the bottom line—it allows for the development of the best, most innovative, and creative solutions that are essential to success. Inclusify reveals the unexpected ways that well-intentioned leaders undermine their teams, explains how to recognize the myths and misperceptions that drive these behaviors, and provides practical strategies to become an Inclusifyer. By learning why uniqueness and belonging are so imperative, leaders can better understand what makes their employees tick and find ways to encourage them to be themselves while ensuring they feel like they are fully part of the group. The result is a fully engaged team filled with diverse perspectives—the key to creating innovative and imaginative ideas that drive value.Trade Review“Many leaders are talking about building more diverse, inclusive workplaces, but few are making real progress. Stefanie K. Johnson is here to do something about that. In addition to her work as a leading researcher, Johnson has extensive experience consulting and advising; her book is full of rigorous evidence and practical ideas for making sure that people who stand out are able to fit in as well.” — Adam Grant, New York Times bestselling author of Originals and Give and Take and host of the chart-topping TED podcast WorkLife “Inclusify is a practical, action-oriented guide to being a better leader for all of your stakeholders. This book will be a game changer for creating more innovative, engaged, and productive teams. Through her academic research and interviews with top CEOs, Stefanie Johnson has compiled remarkable data and insights that have the power to change the world.” — Dr. Marshall Goldsmith, #1 executive coach in the world “In Inclusify, Stefanie K. Johnson takes the conversation beyond diversity, moving us closer to real inclusion and equality. Her positive spin on what we can achieve by working together will change the workplace.” — Billie Jean King, founder, Billie Jean King Leadership Initiative “Stefanie K. Johnson’s book provides a new lens through which to examine diversity and inclusion that is both practical and insightful. Inclusify provides so much intriguing data to feed your mind but also shares great stories that engage your heart.” — Verna Myers, VP of Inclusion Strategy, Netflix

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Book SynopsisThis volume brings together the best--known and most influential articles on sensemaking in organizations by one of its most distinguished exponents, Karl Weick. * Brings together the best most influential articles written by one of the gurus of sensemaking -- Karl Weick.Table of ContentsAcknowledgments vii Introduction ix Part I Organizations as Contexts for Sensemaking 1 Introduction 3 1 Sensemaking in Organizations: Small Structures with Large Consequences 5 2 Sources of Order in Underorganized Systems: Themes in Recent Organizational Theory 32 3 Organizational Redesign as Improvisation 57 Part II Components of Sensemaking 93 Introduction 95 ECOLOGICAL CHANGE 97 4 The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster 100 5 The Vulnerable System: An Analysis of the Tenerife Air Disaster 125 6 Technology as Equivoque: Sensemaking in New Technologies 148 ENACTMENT 176 7 Enactment Processes in Organizations 179 8 Enactment and the Boundaryless Career: Organizing as We Work 207 9 Enacted Sensemaking in Crisis Situations 224 SELECTION 237 10 Toward a Model of Organizations as Interpretation Systems 241 11 Collective Mind in Organizations: Heedful Interrelating on Flight Decks 259 12 Improvisation as a Mindset for Organizational Analysis 284 RETENTION 305 13 Organizations as Cognitive Maps: Charting Ways to Success and Failure 308 14 Organizational Culture as a Source of High Reliability 330 15 Substitutes for Strategy 345 REMEMBERING 356 16 The Attitude of Wisdom: Ambivalence as the Optimal Compromise 361 17 Management of Organizational Change Among Loosely Coupled Elements 380 18 Organization Design: Organizations as Self-Designing Systems 404 Part III Applications of Sensemaking 421 Introduction 423 19 Small Wins: Redefining the Scale of Social Problems 426 20 Cosmos vs. Chaos: Sense and Nonsense in Electronic Contexts 444 21 Sensemaking as an Organizational Dimension of Global Change 458 Index 473

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Book SynopsisManaging change has become an increasingly critical capability for today's turbulent and disruptive environment. Nevertheless, research indicates that failure rates of change initiatives remain high. In Six Batteries of Change, the authors propose a new model and a measurement tool that help managers to deal with this challenging topic in a more effective way. The model and the tool track to what extent your organisation possesses the energy to successfully complete your change programs. The book identifies six batteries of change that organisations and managers need to charge for change to become effective, and offers insights in how to charge each of the six batteries. The role of a change manager is to ensure that all six batteries are charged, in order to generate the amount of energy necessary in successfully completing change. If the batteries of change remain empty, the success rate of the change will be limited. Six Batteries of Change shows managers how to develop transformation competencies by creating a more energised organisation capable of dealing with faster and more complex change. The book presents new frameworks and uses numerous cases to illustrate what this approach is all about in practice.

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Book SynopsisThe revolutionary book that teaches you how to use the cutting edge of human psychology to build high performing workplace cultures.Too often, great cultures feel like magic. Most importantly, it teaches you to build great cultures, using a systematic and sustainable approach.High performing cultures cant be left to chance.Trade Review"Getting organizational culture right is as difficult as it is critical. Doshi and McGregor provide numerous real-world recommendations for how to do this. They bring to bear years of hands-on experience that will prove invaluable to leaders in all sectors-corporate, non-profit, and public." -- -Joel Klein, CEO Amplify, former Chancellor NYC public schools. "Getting organizational culture right is as difficult as it is critical. Doshi and McGregor provide numerous real-world recommendations for how to do this. They bring to bear years of hands-on experience that will prove invaluable to leaders in all sectors-corporate, non-profit, and public." -- -Tom Doctoroff, CEO Asia Pacific, J. Walter Thompson, author of Twitter is Not a Strategy "A winning strategy requires a winning organizational culture to carry it forward. In Primed to Perform former McKinsey consultants Neel Doshi and Lindsay McGregor give us practical guidance and proven practices to effectively transform our organizations through the science of motivation and performance." -- -Jeff DeGraff , The dean of innovation, professor, Ross School of Business, University of Michigan, author of Leading Innovation "A fresh, ambitious look at the science and practice of motivation, with big implications for leaders to fuel high-performing, high-energy cultures. Primed to Perform is an excellent companion to Drive." -- -Adam Grant, Wharton professor and New York Times bestselling author of Give and Take "A grand tour of the science of culture, filled with awe-inspiring experiments and surprising, real-life case studies. Smart, deeply researched, and incredibly practical, leaders will turn to this book again and again whether they're building an organization from scratch or transforming an established company." -- -Shawn Achor, happiness researcher and New York Times bestselling author of The Happiness Advantage "This book is loaded with fascinating, thought-provoking and actionable advice that could transform a workplace from drudgery to real engagement. Take notes." -- -Patrick Lencioni, president, The Table Group, author of The Five Dysfunctions of a Team and The Advantage "Primed to Perform doesn't just provide tactics for motivating a few superstars; it offers a proven system for motivating an entire workforce. If you want to get your team off yesteryear's career ladders and onto new learning curves--stretching, growing and contributing at their best--read this book." -- -Liz Wiseman, President, The Wiseman Group, bestselling author of Multipliers and Rookie Smarts

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Book Synopsis New tools for managing complexityDoes your organization manage complexity by making things more complicated? If so, you are not alone.According to The Boston Consulting Group’s fascinating Complexity Index, business complexity has increased sixfold during the past sixty years. And, all the while, organizational complicatedness—that is, the number of structures, processes, committees, decision-making forums, and systems—has increased by a whopping factor of thirty-five. In their attempt to respond to the increasingly complex performance requirements they face, company leaders have created an organizational labyrinth that makes it more and more difficult to improve productivity and to pursue innovation. It also disengages and demotivates the workforce.Clearly it’s time for leaders to stop trying to manage complexity with their traditional tools and instead better leverage employees'' intelligence. This book shows you how anTrade Review"Six Simple Rules should be mandatory reading for anyone and everyone charged with a corporate management responsibility..."Articulate, practical, insightful, informed and informative... exceptionally well written, organized, presented, and thoroughly 'user friendly'" -- Midwest Book Review "Innovative and instructive, Six Simple Rules merits a place on the bookshelves of all those who aspire to give a new meaning to their management." -- Business Digest (France) "... an interesting book that prescribes some practical solutions to the problems often seen in organisations." -- Irish Times "Six Simple Rules is a management book, but it also a social science book, an important asset because it will assist you in both understanding the people in your organization and what motivates and inspires them." -- 800 CEO READ "an exceedingly interesting book on a very hot topic!" -- Taking Care of Biz Blog (takingcareofbiz.org) ADVANCE PRAISE for Six Simple Rules: Lamberto Andreotti, CEO, Bristol-Myers Squibb Company-- "Applying the rules of this book will help those looking to increase cooperation while also removing complicatedness in their organizations." Mukesh Ambani, Chairman and Managing Director, Reliance Industries Limited-- "We do not want best practices; they are not good enough for us. We want the next practices, and that is what the six simple rules are about." Erhard Friedberg, Professor DDr, h.c. emeritus, Sciences Po, Paris; Professor and Senior Advisor, School of Government and Public Policy (SGPP-Indonesia)-- "This book will prove seminal. It shows the essential contribution that good empirical social sciences can bring to management, how social sciences can be used to seriously analyze and change what people do at work, and the amazing results you can then produce." Jorgen Vig Knudstorp, CEO, LEGO Group-- "What the authors call 'complicatedness' is the plague of modern corporations. To simplify is easy, but the cure may be even worse than the disease. What matters is to simplify without ignoring the new complexity of business. You can do it, thanks to the simple rules."

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Book SynopsisThe pressure to "be digital" has never been greater, but you can meet the challenge.The digital revolution is here, changing how work gets done, how industries are structured, and how people from all walks of life work, behave, and relate to each other. To thrive in a world driven by data and powered by algorithms, we must learn to see, think, and act in new ways. We need to develop a digital mindset.But what does that mean? Some fear it means that we all need to become technologists who master the intricacies of coding, algorithms, AI, machine learning, robotics, and who-knows-what's-next.That's not the case. You can develop a digital mindset, and this book shows you how. It introduces three approaches—Collaboration, Computation, and Change—and the perspectives and actions within each approach that will enable you to develop the digital skills you need. With a digital mindset, you'll ask the right questions, make smart decisions, and appreciate new possibilities for a digital future. Leaders who adopt these approaches will be able to develop their organization's talent and prepare their company for successful and continued digital transformation.Award-winning researchers and professors Paul Leonardi and Tsedal Neeley will show you how to do it and let you in on the surprising and welcome secret: developing a digital mindset isn't as hard as you think. Most people can become digitally savvy if they follow the "30 percent rule"—the minimum threshold that gives us enough digital literacy to understand and take advantage of the digital threads woven into the fabric of our world.A digital mindset will future-proof you, your career, and your organization. Learn how to develop one here.Trade Review"With great examples and case studies, this book is an excellent read for everyone—tech savvy or not—interested in challenging themselves to become better leaders, managers, and data-driven decision-makers." — CHOICE, the publication of the American Library AssociationNamed one of "Eight Business Books to Challenge Your Thinking" by MIT Sloan Management ReviewNamed one of the "12 Hot Nonfiction Books to Read This Summer" by Adam Grant, Wharton Professor and bestselling author"This comprehensive, plainspoken guide will be a godsend to leaders…" — Publishers WeeklyAdvance Praise for The Digital Mindset:"The Digital Mindset is an invaluable resource for anyone looking to become a better leader, future-proof their career, or simply gain a better understanding of the present and future of business." — Mickey (Hiroshi) Mikitani, founder, Chairman, and CEO, Rakuten Group"If you're worried that algorithms will replace our judgment, big data will make our little knowledge obsolete, or robots will steal our jobs, this book is for you. Paul Leonardi and Tsedal Neeley offer the practical insights you need to understand the next wave of digital change—and ride it smoothly." — Adam Grant, New York Times bestselling author, Think Again; host, TED podcast WorkLife"We've all heard it a million times: You need to be more digital. Finally, here's a book that ascribes real meaning to the buzzword. With clarity and a surprising level of detail, Leonardi and Neeley prepare you for the digital future." — Shellye Archambeau, former CEO, MetricStream; author, Unapologetically Ambitious"The Digital Mindset provides critical and actionable insights that make it possible for everyone—from the executive team to individual contributors—to help their company succeed in the digital era. Today's CEOs must make sure their entire workforce has a digital mindset. This book is the place to start." — Jeff Henley, Executive Vice Chairman, Oracle"If we continue to consider the digital age as a purely technological revolution, we will miss the most significant economic, political, and behavioral disruption of our societies since the Industrial Revolution. The Digital Mindset offers the 360-degree understanding necessary to seize this moment." — Elie Girard, former CEO, Atos"Down-to-earth and practical, this book makes digital transformation achievable to anyone." — Bill George, Senior Fellow, Harvard Business School; bestselling author, Discover Your True North"Leonardi and Neeley have produced the indispensable, foundational playbook for leaders looking to thrive in the digital age." — Hubert Joly, former Chairman and CEO, Best Buy; Senior Lecturer, Harvard Business School; and author, The Heart of Business

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Book SynopsisWe need our neighbors and community to stay healthy, produce jobs, raise our children, and care for those on the margin. Institutions and professional services have reached their limit of their ability to help us. The consumer society tells us that we are insufficient and that we must purchase what we need from specialists and systems outside the community. We have become consumers and clients, not citizens and neighbors. John McKnight and Peter Block show that we have the capacity to find real and sustainable satisfaction right in our neighborhood and community. This book reports on voluntary, self-organizing structures that focus on gifts and value hospitality, the welcoming of strangers. It shows how to reweave our social fabric, especially in our neighborhoods. In this way we collectively have enough to create a future that works for all.

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Book SynopsisManagement experts Frank Dobbin and Alexandra Kalev sift through decades of data to show why workplace diversity training fails and what works. Arguing that it’s time to focus on changing systems rather than individuals, the authors make data-driven recommendations for diversifying management and creating workplaces where everyone can thrive.Trade ReviewToo many companies don’t know how to walk the walk of diversity, equity, and inclusion. Getting to Diversity shows them how. It relies on hard data and real-life examples about what works and what doesn’t, laying out a case for making real change in a thorough, well-written, no-fluff account. Figures showing effects of diversity programs are absolutely riveting. Bravo. -- Lori George Billingsley, former Global Chief DEI Officer, Coca-Cola CompanyFrank Dobbin and Alexandra Kalev upended the conventional wisdom of diversity and inclusion practitioners with their seminal article ‘Why Diversity Programs Fail.’ Now they’re back with a data-driven book about one of corporate America’s most pressing contemporary issues, offering up required reading that is certain to shift the paradigm once again. -- Ben-Saba Hasan, Global Chief Culture, Diversity, Equity & Inclusion Officer, Walmart Inc.Most companies say they want to advance diversity and equity, but they resort to using the same old unsuccessful strategies. In many cases, this is undoubtedly because leaders are uncertain about which approaches really work. Fortunately, Dobbin and Kalev have written an accessible, engaging book that documents which initiatives actually help organizations better reflect the diverse society in which we live—so if you don’t know, now you know! This is the book all leaders need to read to achieve results. -- Adia Wingfield, author of Flatlining: Race, Work, and Health Care in the New EconomyGetting to Diversity makes good on the promise of its title. Years of research by Dobbin and Kalev have yielded concrete answers to questions about what is needed to achieve diverse, equitable, and inclusive workforces. Among the critical solutions they offer are ways to end sexual harassment and to democratize leadership opportunities—both keys to systemic, lasting, positive reform. At last a book that shows leaders how they can realize change. -- Anita Hill, University Professor, Brandeis University, and author of Believing: Our Thirty-Year Journey to End Gender ViolenceGetting to Diversity is a compelling, evidence-based book grounded in well-crafted multi-organizational research and the reality of people’s experiences at work. This book has the potential to change CEO mindsets, human resource practices, manager behavior, and employee well-being—if only enough people grab it and heed its powerful messages. -- Rosabeth Moss Kanter, author of Think Outside the BuildingThese influential sociologists have spent their careers studying why diversity initiatives fail and what it takes to fix them. Their data-driven book doesn’t just spotlight the problems—it’s packed with solutions. -- Adam Grant * Adam Grant Thinks Again newsletter *This book is essential reading for anyone who wants to learn which practices can actually improve managerial diversity in organizations. * Science *A book that is tailored for anyone who is craving actionable, evidence-based advice about how to create effective programs. -- Elizabeth Weingarten * Behavioral Scientist *Drawing on more than 30 years of data from 800 companies as well as in-depth interviews with managers, two leading management experts set out to explain why, despite increasing diversity in American society, change in makeup of the management rank has stalled, and how to do things better. * Human Givens Journal *The great strength of the book is its consequentialist orientation: diversity programs are evaluated solely on the basis of their impact on gender and racial inequalities in organizations, looking away from intentions and discourses…Rich and stimulating. -- Laure Bereni * La Vie des Idées *

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Book SynopsisJim Stewart is Professor of HRD at Liverpool Business School, UK. He is also Chief Examiner of Learning and Development for the CIPD as well as Visiting Panel Chair and External Moderator.Patricia Rogers is part of the Postgraduate Taught Strategy and Development Group responsible for the development of postgraduate taught strategies across Coventry University, UK.

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Book SynopsisHow to connect business value to story.Trade ReviewDamodaran's success in combining storytelling with traditional financial analysis and valuation is unprecedented. The book has the potential to be a cornerstone of both traditional valuation and business "pitching" as it shows how individuals from each world can benefit from co-opting tools from the other. The author takes us on his personal journey into the realization that numbers need a narrative in order to make them persuasive. -- Paul Johnson, Nicusa Investment Advisors Professor Damodaran's point-counterpoint case studies make valuation a good read. Self-critical in his contemporary examples, he wisely cautions the reader that quality valuation requires both the right and the left side of one's brain-the number cruncher and the storyteller. -- Thomas E. Copeland, University of San Diego Damodaran, instructor to many on valuation, clearly demonstrates that quantitative valuation formulas are not sufficient: they must be applied with a more qualitative narrative about the business. But qualitative analysis has its dangers, not the least that we insert our own biases into the narrative. Damodaran nicely weaves stories into the more formal quantitative analysis, with check and balances that yield a more confident valuation. -- Stephen Penman, author, Accounting for Value No one has contributed more to the craft of valuation than Aswath Damodaran. In Narrative and Numbers, he correctly shows that you can't understand the stock without the story. After Damodaran's eye-opening tour, you will forever appreciate the vital contribution of human nature to number-crunching. -- Michael Mauboussin, Head of Global Financial Strategies, Credit Suisse Damodaran takes us to the place where Joseph Campbell, Warren Buffett, and the best quantitative analyses of Nassim Taleb intersect, and his journey uncovers new value and risk missed by analysts who bias themselves by relying solely on storytelling or number-crunching. It's a hero's journey best supported by humility-and this first-person account of Aswath's own evolving narratives, analyses, and valuations of Alibaba, Amazon, Uber, Theranos, Ferrari, and more. He may have started as a quant, but Damodaran's now one of the most balanced analysts-and wonderful business and financial storytellers-writing and teaching today. -- David Foster, CEO, Business Valuation Resources For adventurous chefs and readers with a serious interest in gastronomy, Mouthfeel should prove a handy reference tool. Japan TimesTable of ContentsPreface 1. A Tale of Two Tribes 2. Tell Me a Story 3. The Elements of Storytelling 4. The Power of Numbers 5. Number-Crunching Tools 6. Building a Narrative 7. Test-Driving a Narrative 8. From Narratives to Numbers 9. Numbers to Value 10. Improving and Modifying Your Narrative-the Feedback Loop 11. Narrative Alterations-the Real World Intrudes 12. News and Narratives 13. Go Big-the Macro Story 14. The Corporate Life Cycle 15. The Managerial Challenge 16. The Endgame Notes Index

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Book SynopsisAbout our authors Stephen P. Robbins previously worked for the Shell Oil Company and Reynolds Metals Company and has taught at the University of Nebraska at Omaha, Concordia University in Montreal, the University of Baltimore, Southern Illinois University at Edwardsville, and San Diego State University. He is currently professor emeritus in management at San Diego State. Dr. Robbins's research interests have focused on conflict, power, and politics in organizations; behavioral decision making; and the development of effective interpersonal skills. His articles on these and other topics have appeared in such journals as Business Horizons, the California Management Review, Business and Economic Perspectives, International Management, Management Review, Canadian Personnel and Industrial Relations, and The Journal of Management Education. Dr. Robbins is the world's best-selling textbook author in the areas of management and organizational behavior. His books haTable of ContentsPART 1: UNDERSTANDING YOURSELF AND OTHERS 1. What Is Organizational Behavior? 2. Diversity in Organizations 3. Attitudes and Job Satisfaction4. Emotions and Moods5. Personality and Values PART 2: MAKING AND IMPLEMENTING DECISIONS 6. Perception and Individual Decision Making7. Motivation Concepts8. Motivation: From Concepts to Applications PART 3: COMMUNICATING IN GROUPS AND TEAMS9. Foundations of Group Behavior10. Understanding Work Teams11. Communication PART 4: NEGOTIATING POWER AND POLITICS12. Leadership13. Power and Politics14. Conflict and Negotiation PART 5: LEADING, UNDERSTANDING, AND TRANSFORMING THE ORGANIZATION SYSTEM15. Foundations of Organization Structure16. Organizational Culture17. Organizational Change and Stress Management

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Book Synopsis''David Marquet is the kind of leader who comes around only once in a generation... his ideas and lessons are invaluable'' - Simon Sinek, author of Start With Why----------Leadership lessons from a nuclear submarine captain to help you transform how you work.Captain David Marquet was used to giving orders. In the high-stress environment of the USS Santa Fe, a nuclear-powered submarine, it was crucial his men did their job well. But the ship was dogged by poor morale, poor performance and the worst retention in the fleet.One day, Marquet unknowingly gave an impossible order, and his crew tried to follow it anyway. He realized he was leading in a culture of followers, and they were all in danger unless they fundamentally changed the way they did things.Marquet took matters into his own hands and pushed for leadership at every level. Before long, his crew became fully engaged and the Santa Fe skyrocketed from worst to first in the fleet.No matter your industry or position, by reading Marquet''s business classic, you can learn how to create a workplace where everyone takes responsibility for their actions, people are healthier and happier - and everyone is a leader.Trade ReviewI don't know of a finer model of this kind of empowering leadership than Captain Marquet. And in the pages that follow you will find a model for your pathway * Stephen R. Covey, author of The 7 Habits of Highly Effective People *To say I'm a fan of David Marquet would be an understatement . . . I'm a fully fledged groupie. He is the kind of leader who comes around only once a generation. He is the kind of leader who doesn't just know how to lead, he knows how to build leaders. His ideas and lessons are invaluable to anyone who wants to build an organization that will outlive them * Simon Sinek, optimist and author of Start with Why *The best how-to manual anywhere for managers on delegating, training, and driving flawless execution. * FORTUNE *One of the 12 best business books of all time... Timeless principles of empowering leadership. * USA TODAY *

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Book SynopsisWe’re relentlessly behind the curve, dousing fires everywhere, and our 3 a.m. insomnia provides the only unscheduled thinking time of the day.What we need reinserted in our lives is the missing element of white space—short periods of open, unscheduled time that, when recaptured, change the very nature of work.Trade Review“This book is more than a first-rate guide to getting more and better work done. It is a powerful meditation on the false lure of busyness and the sustaining power of the pause. A Minute to Think is essential reading for maddening times.” — Daniel H. Pink, author of When, Drive, and To Sell Is Human “I absolutely loved A Minute to Think. It’s one of the most captivating and relevant approaches to solving busyness that I’ve read. Juliet’s energetic style and practical insights play a pivotal role as we long to pause yet be more productive and creative in this next decade of hybrid working.” — Angela Ahrendts, DBE, former SVP of Apple Retail and CEO of Burberry “Juliet Funt makes a compelling case for a tactic that’s both critically important and distressingly overlooked: the strategic pause. If you regularly feel overwhelmed by your work, read this book!” — Cal Newport, New York Times bestselling author of A World Without Email and Deep Work “This smart, funny business book is brimming with actionable tools. It’s certain to make any team stronger.” — Patrick Lencioni, president, The Table Group; New York Times bestselling author of The Five Dysfunctions of a Team “My decades of experience in the productivity arena have taught me you don’t need more time—you need more room. Room to be creative, to be strategic, and simply to be present in whatever you’re doing. Juliet provides an elegant and easily followed manual of how to get us there. Bravo.” — David Allen, international bestselling author of Getting Things Done "Rarely has an author produced something so immediately relevant and profoundly important to balancing my life and to my daily practices at work. Reading A Minute to Think is an investment in getting the most out of our most precious commodity–time. Bravo." — Nicholas Drake, Vice President Global Marketing at Google “Like many, I spent most of my life convinced that busy was the same as productive. That’s how I fed my self-esteem for years. But reading A Minute to Think, I have finally and fully understood what Aristotle said: “The quality of life is determined by its activities.” — Bradley J. Preber, CEO, Grant Thornton LLP "So many of us are consumed, buried, busy and overwhelmed. A Minute to Think will set us free, delivering an immediately shift towards doing better work every day. This book is a necessary and profound advancement tool for the modern day workplace culture." — Rory Vaden, New York Times bestselling author of Take the Stairs and creator of the viral TEDx talk “How to Multiply Time” "Juliet Funt is a master of time management and she recognizes the need to attack busyness with a vengeance. I’m excited for you to explore her book on this topic so you can reevaluate how you think, work, and behave to focus on the most important things that only you can do." — Craig Groeschel, New York Times bestselling author and Pastor of Life.Church “I wish I wrote this book.” — John Cleese, comedy legend

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Book SynopsisFor decades, 5S practitioners have struggled with exactly how to implement and sustain a 5S program in their workplaces. While there are many books available on the organization methods suggested by 5S, few provide easy-to-understand, step-by-step guidance on how to set up and sustain successful 5S implementations. 5S Made Easy fills this need.Written by an expert whose focus for the last decade has been nothing but 5S, the book supplies in-depth guidance on how to implement and sustain each of the 5S pillarssort, set in order, shine, standardize, and sustain.The book uses an easy-to-follow format that was designed for use during 5S events. It provides color images of real-world 5S solutions, including before and after pictures from the field. It also supplies readers with online access to all of the forms and documents needed for an effective 5S program. All the forms and documents are provided in an easily editable format to fit any operation.Trade Review"5S Made Easy is a simple, easy-to-follow guide for 5S in manufacturing. It nicely explains how 5S has a greater purpose than simple housekeeping. It is about standardizing and improving—often overlooked points in a 5S deployment."—Drew Locher, Change Management Associates; Shingo Prize-Winning Author of Lean Office and Service Simplified and Value Stream Mapping for Lean Development"Hurray to Dave Visco for 5S Made Easy. When I ask customers ‘How much time do you spend each day searching for material, information or tools?’ the typical response is ‘about an hour.’ Regardless of the venue – office, healthcare or factory – the answer is almost always the same. A workplace that is not well organized generates an incredible amount of confusion, frustration, and delay every day! But every so often, I encounter a facility where employees declare proudly, ‘We never search for anything.’ These are workplaces transformed by 5S, where employees and managers make workplace organization a regular part of their work and their continuous improvement. The stability created through an effective 5S process is critical to every other best practice, from set-reduction and TPM to kanban and standardized work. Dave’s book offers a step-by-step primer for any change leader who wants to get this foundational improvement method right the first time.—Bruce Hamilton, President, GBMP"5S has become one of the most popular improvement activities in factories, offices, and small shops across America. 5S is straightforward and effective in improving any operation. Despite its popularity, there are only a handful of books that explain how to do 5S. Veteran 5S coach and consultant, David Visco, has stepped in to help fill that gap with his ‘how-to’ workbook, 5S Made Easy. Anyone can begin a 5S program in their department or business by following this book’s easy-to-understand steps. In addition, Visco has provided checklists, forms, and resource guides. Almost everything you need is right here."—From the Foreword by Mike McCarthy, Lean Consultant and Author of Sustain Your Gains: The People Side of Lean-Six SigmaTable of ContentsWhat Is 5S and Why Do It? How to Use This Book. Develop Your Plan. Train the Team. Sort. Set in Order and Shine. Standardize. Sustain. The Ideal Conditions to Implement Lean.

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Book SynopsisThis revised and extended second edition evaluates the diverse approaches to organizational change that have defined the field. Explaining the assumptions and implications that accompany these diverse philosophies, this book demystifies the complexities of conflicting perspectives and delivers valuable insights into the research and practice of organizational change. Philosophies of Organizational Change employs a critical analysis of scholarly writings that have shaped the evolution of alternative perspectives on change. It examines twelve unique approaches to change, charting the territory from philosophy and theory to practice and implications. By uncovering the deep assumptions associated with organizational change, the book supplies readers with a comprehensive analytical toolkit with which to pursue change in an unprecedented era of organizational disruption.Offering a guide through contradictory approaches to implementing change, this book will appeal to scholars and researchers in organization theory. It will also be valuable for MBA and DBA students, as well as undergraduate business students engaging with critical debates on theories and tools for introducing change.Trade Review‘With impressive clarity and depth, this new edition of Philosophies of Organizational Change provides a map to guide us through the expansive terrain of change theory. It disentangles nearly a century of different interpretations and reveals how making sense of competing perspectives can lead to new insights. Philosophies of Organizational Change is a great resource for any scholar, student or practitioner who wants to prosper in a turbulent and uncertain organizational world where change is the only remaining constant.’ -- Wendy K. Smith, University of Delaware, USTable of ContentsContents: 1. Introduction – ‘changing philosophies’ 2. The theory philosophy: ‘changing theories’ 3. The rational philosophy: ‘changing plans’ 4. The biological philosophy: ‘changing organisms’ 5. The models philosophy: ‘changing consultants’ 6. The institutional philosophy: ‘changing conformity’ 7. The resource philosophy: ‘changing opportunities’ 8. The psychological philosophy: ‘changing minds’ 9. The systems philosophy: ‘changing everything’ 10. The cultural philosophy: ‘changing values’ 11. The critical philosophy: ‘changing realities’ 12. The innovation philosophy: ‘changing ideas’ 13. The dualities philosophy: ‘changing tensions’ 14. Conclusion: ‘changing futures’ Index

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Book SynopsisWhat will your 100-year life look like? A new edition of the international bestseller, featuring a new preface 'Brilliant, timely, original, well written and utterly terrifying' Niall Ferguson Does the thought of working for 60 or 70 years fill you with dread? Or can you see the potential for a more stimulating future as a result of having so much extra time? Many of us have been raised on the traditional notion of a three-stage approach to our working lives: education, followed by work and then retirement. But this well-established pathway is already beginning to collapse – life expectancy is rising, final-salary pensions are vanishing, and increasing numbers of people are juggling multiple careers. Whether you are 18, 45 or 60, you will need to do things very differently from previous generations and learn to structure your life in completely new ways. The 100-Year Life is here to help. Drawing on the unique pairing of their experience in psychology and economics, Lynda Gratton and Andrew J. Scott offer a broad-ranging analysis as well as a raft of solutions, showing how to rethink your finances, your education, your career and your relationships and create a fulfilling 100-year life. · How can you fashion a career and life path that defines you and your values and creates a shifting balance between work and leisure? · What are the most effective ways of boosting your physical and mental health over a longer and more dynamic lifespan? · How can you make the most of your intangible assets – such as family and friends – as you build a productive, longer life? · In a multiple-stage life how can you learn to make the transitions that will be so crucial and experiment with new ways of living, working and learning? Shortlisted for the FT/McKinsey Business Book of the Year Award and featuring a new preface, The 100-Year Life is a wake-up call that describes what to expect and considers the choices and options that you will face. It is also fundamentally a call to action for individuals, politicians, firms and governments and offers the clearest demonstration that a 100-year life can be a wonderful and inspiring one.Trade ReviewBrilliant, timely, original, well written and utterly terrifying -- Niall Ferguson * Laurence A. Tisch Professor of History, Harvard University *A fascinating and thought-provoking book … a brilliant read for individuals, but should be mandatory reading for our politicians -- Shirley Cramer CBE * Chief Executive Officer, Royal Society for Public Health *This timely, important, easy-to-read and intriguing book will make you pause and think, as well as better plan your life … Gratton and Scott’s book is a wake-up call for individuals, organizations, governments and societies -- Boris Groysberg * Professor of Business Administration, Harvard Business School *The authors understand implicitly that not only is the world as we know it changing beyond all recognition, but the way we lead our lives too. This book could not be more timely or necessary -- Julia Hobsbawm * Founder and CEO, Editorial Intelligence Ltd, and Honorary Visiting professor in Networking, Cass Business School *This playfully original book … makes a compelling case that as our lives become longer and healthier, the future might just be very, very different from what we have known until now -- Daron Acemoglu * Elizabeth and James Killian Professor of Economics, Massachusetts Institute of Technology *[This] wonderful new book prepares us for the possibilities of this brave new world of longevity, and teaches us what it will take to thrive in it. -- Professor Herminia Ibarra * INSEAD *Too many books bemoan the economic problems facing ageing societies. This splendid book is quite different … it should be read by anyone who wants to understand how life chances and choices will be transformed in a world where living beyond 100 will become the norm -- Lord Adair Turner * Senior research Fellow of the Institute for new Economic Thinking, and previously Chairman of the UK Pensions Commission *To understand how and why things might change, there can be nowhere better to start than with the fascinating The 100-Year Life -- Baronness Alison Wolf * Sir Roy Griffiths Professor of Public Sector Management at King’s College, London *

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Book Synopsis** Business Book Awards 2023 Finalist **“An essential guide for any professional interested in understanding how to implement and influence change” Prof. Adam Boddison, - Chief Executive, Association for Project ManagementLeading change in organizations is always hard, but this original, game-based handbook will at least make it much more fun! Based on real-life case studies and reflecting the most common challenges facing any change ninja, this is a story where you get to make the decisions at each stage, and discover the impact of your choices.**This interactive approach will appeal particularly to non-linear thinkers and those who learn best through action and application. It’s pragmatic, focusing on tips for getting people on board and on identifying small, doable ‘ninja moves’ that gain traction and build momentum by stealth.After lots of training in things like project management, agile change and leadership, Dr Tammy Watchorn discovered none of this really helped as the focus was always on process rather than people. By understanding how people work instead, she soon found she could deliver successful change by stealth with ninja moves.Trade ReviewAn accessible guide to undertaking change..I read this book in one day, it was a joy, I can’t recommend it highly enough. A primer for change managers novice or experienced alike. * Amazon *This is the type of book you keep by your side and revisit regularly. I think each time you read it you’d learn more about yourself and change. * Amazon *Immersive, un-put-downable, hilarious, packed with learning and tools...Buy this book, read it, have fun, put the learning into practice, make a difference! * Amazon *Table of ContentsTable of ContentsOnce upon a timeSetting the scene – provides the backdrop for the stories within the book and where the author started the journey. Describes the complexity and fog that is the adventure aheadHow to playInstructions for playing the adventure game including rules and explanation of life lines and health scores.CharactersDescription of the fictitious characters the adventurer will meet on the journey. One of the main characters is Prof Eddie Obeng. He is not fictitious and much of his teaching is scattered throughout the book. Often referred to simply as the ProfChallenge 1: Innovation WorkshopGame over: At any point in the book you can make a decision that lands you here. It might be the wrong decision or you might have just decided you’ve had enough and want a new job. You can choose to end your journey here, restart the game or reset the last ‘bad’ decision.Sam’s Fables Part 1: The professor of changeSam’s fables is a book within a book. A handbook for the adventurer. Challenge 2: Creating spaceSam’s Fable’s Part 2 Ship ahoy me heartiesChallenge 3: I didn’t sign up for thisSam’s Fables part 3 Do your homework..Challenge 4: Well that does look differentSam’s Fables part 4 That will never workChallenge 5 Virtually VirtualSam’s Fables part 5 Don’t we have a plan for that?Challenge 6: Out with the oldSam’s Fables Part 6 The Wasp, the Volcano and the StingChallenge 7: Shall we do what we always do?Sam’s Fables Part 7 What a difference a name makesChallenge 7: ContinuedChallenge 8: Too Serious to PlaySam’s Fables Part 8 Alien InvasionChallenge 9: Beating the DrumSam’s Fables part 9 Quiz timeChallenge 9 Part 2: Beating the DrumChallenge 10: I think we should lead this collaboration,Sam’s Fables Part 10 If it makes sense it’s probably sense makingChallenge 11: Hack to the futureYou made it !!!!Sam’s Fables part 11: Tool kitA summary of the tools described in the book with a short description of how to use them and a template to use.

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Book SynopsisA Wall Street Journal BestsellerIn a world of unrelenting change and unprecedented challenges, we need organizations that are resilient and daring.Unfortunately, most organizations, overburdened by bureaucracy, are sluggish and timid. In the age of upheaval, top-down power structures and rule-choked management systems are a liability. They crush creativity and stifle initiative. As leaders, employees, investors, and citizens, we deserve better. We need organizations that are bold, entrepreneurial, and as nimble as change itself. Hence this book.In Humanocracy, Gary Hamel and Michele Zanini make a passionate, data-driven argument for excising bureaucracy and replacing it with something better. Drawing on more than a decade of research and packed with practical examples, Humanocracy lays out a detailed blueprint for creating organizations that are as inspired and ingenious as the human beings inside them.Critical building blocks include:Motivation: Rallying colleagues to the challenge of busting bureaucracyModels: Leveraging the experience of organizations that have profitably challenged the bureaucratic status quoMindsets: Escaping the industrial age thinking that frustrates progressMobilization: Activating a pro-change coalition to hack outmoded management systems and processesMigration: Embedding the principles of humanocracy—ownership, markets, meritocracy, community, openness, experimentation, and paradox—in your organization's DNAIf you've finally run out of patience with bureaucratic bullshit . . .If you want to build an organization that can outrun change . . .If you're committed to giving every team member the chance to learn, grow, and contribute . . .. . . then this book's for you.Whatever your role or title, Humanocracy will show you how to launch an unstoppable movement to equip and empower everyone in your organization to be their best and to do their best. The ultimate prize: an organization that's fit for the future and fit for human beings.Trade ReviewNamed one of "The 10 Best Business Books of 2021" by ForbesSilver Medal Winner for Best Business Commentary Book in the 2021 Axiom Business Book AwardsNamed one of the "Top Ten Technology Books Of 2020" — ForbesNamed one of the "Best books of 2020: Critics' Picks" by the Financial TimesNamed one of the "Best Business Books 2020: Strategy" by strategy+businessNamed one of 16 New Business Books You Need to Read in 2020 by Inc. magazine"The authors skillfully leave little doubt that industrial age bureaucratic organizations are not structurally equipped to meet the unrelenting change and challenges of today." — School Administrator (AASA, American Association of School Administrators)"Anyone trying to reinvent a "legacy" business should read Humanocracy… Gary Hamel and Michele Zanini set out a practical view on how to address the transformation challenges many companies are dealing with. Humanocracy highlights a lesson that has never been more important: businesses are all about people, and the more human we make them, the better." — Ana Botín, Executive Chairman, Santander"…Messrs Hamel and Zanini may be onto something. Too many people feel dissatisfied with their jobs. A Gallup survey of American employees in 2019 found that less than a quarter said they were expected to be innovative in their job; only one in five felt their opinions mattered at work. Unleash their creativity, and productivity will improve, job satisfaction will increase and workers in supposedly "low-skilled" jobs will be free to demonstrate their abilities. If so, the future of work needn't be gloomy after all." — The Economist"The authors present a fascinating new blueprint for organizational design that captures the few necessary benefits of bureaucracy, while avoiding the penalties. They also take readers inside exemplary businesses that have managed to upend the traditional bureaucratic model. This well-reasoned concept is fully developed around the authors' principles of humanocracy, and includes practical details on how to achieve revolutionary goals with evolutionary means." — Library JournalAdvance Praise for Humanocracy:"Rarely has the case for dismantling bureaucracy been made as effectively, passionately, and comprehensively. The time to start is now, and the book to read is Humanocracy, Hamel and Zanini's practical guide to creating work environments that give everyone the opportunity to flourish. This is essential to revitalizing our organizations and reinvigorating our economies." — Bengt Holmstrom, Paul A. Samuelson Professor of Economics, Massachusetts Institute of Technology; 2016 Nobel laureate in Economics"Hamel and Zanini have achieved two remarkable feats. They've produced one of the most cogent critiques of bureaucracy that I've ever read—explaining the many ways that bureaucratic organizations undermine human autonomy, resilience, and creativity. And they've issued a stirring call to do better—to build organizations that liberate the everyday genius of the people inside them. Packed with keen insights and practical guidance, Humanocracy is an essential book." — Daniel H. Pink, #1 New York Times bestselling author, Drive and To Sell Is Human"Humanocracy provides the reader with a road map to helping organizations unleash creativity, energy, and resiliency through leveraging the core of every organization—humans." — Gen. Stanley McChrystal, US Army, Ret.; New York Times bestselling author, Team of Teams"Humanocracy is the most important management book I have read in a very long time. This is not just another book about the power of purpose or the joys of empowerment. Rather, it's a detailed, well-researched, data-driven, compellingly argued expose on the massive costs of bureaucracy in society. Hamel and Zanini offer an equally compelling argument for why it doesn't have to be this way, complete with a practical guide for creating organizations that really work." — Amy Edmondson, professor, Harvard Business School; author, The Fearless Organization"If an organization has ever crushed your hopes and dreams, this book just might help to rejuvenate you. It's hard to imagine a better guide to busting bureaucracies and building workplaces that live up to the potential of the people inside them." — Adam Grant, New York Times bestselling author, Originals and Give and Take; host, TED WorkLife podcast"Humanocracy makes the case for replacing chain of command with chain of trust and radical transparency. It's a prescription for unlocking game-changing innovation and the value of every individual." — Marc Benioff, founder, Chairman, and Co-CEO, Salesforce; New York Times bestselling author, Trailblazer"Humanocracy is a must-read to survive and prosper in the future. The book is a tour de force." — Vijay Govindarajan, Coxe Distinguished Professor, Tuck School of Business at Dartmouth; author, The Three-Box Solution"Humanocracy thoughtfully outlines why the time has come for organizations to abandon their bureaucratic ways and bring humanity back into the workplace. I found myself nodding throughout the book and thinking 'YES! This is it. This is the new management paradigm we've been needing for decades. Hamel and Zanini have done it!'" — Jim Whitehurst, President, IBM; author, The Open Organization"Humanocracy is the most insightful, instructive book for this new, purpose-driven decade and should be mandatory reading for all organizations seeking to thrive, survive, and, more importantly, make the human impact their teams long for." — Angela Ahrendts, former CEO, Burberry; former Senior Vice President, Apple

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Book SynopsisDebunking much of the received wisdom regarding the sources of leadership team dysfunctionality, Leadership Team Alignment presents a targeted strategy for building and managing a top executive team to gain competitive advantage. Frédéric Godart and Jacques Neatby bring a wealth of practical experience and in-depth knowledge, with over eight hundred hours of direct observation with more than fifty leadership teams across the globe and thousands of hours working with executives. With this book, they offer solutions to manage conflict and create environments that effectively address misalignments in organizations. Godart and Neatby take readers through the dual role of leadership team members, the challenges of power games, and the risks of siloed leaders. They give clear advice on how to improve aspects of any leadership team, based on its size and structure and the nature of the organization. While organizational challenges may be inevitable, this book provides leadership teams the tools to correctly diagnose leadership team misalignment, with evidence-based remedies and strategically oriented interventions to maximize organizational performance.Trade Review"Equal parts pragmatic and inspiring, this book bridges a gaping gap: What we think we know about leadership and what it really takes to have an effective leadership team. With actionable insights and spot-on commentary, it's an eye-opening account of what works, what doesn't and why 'best practices' just got strategically better."—Craig S. Smith, Group President, Marriott International Inc."Leveraging decades of work on the ground with leaders from across the globe, Godart and Neatby fill their book with actionable insights to create a robust practitioner-oriented guide. Consistently emphasizing the real over the ideal, Leadership Team Alignment illustrates how members of high performing teams can effectively work together to successful pursue their organization's multiple objectives."—Julia Battilana, Professor of Business Administration and Social Innovation, Harvard Business School and Harvard Kennedy School"Leadership teams are where things get done in most organizations, and they often don't work. Godart and Neatby's important new book helps leaders understand the inevitable conflicts and find solutions that actually increase trust and alignment."—Herminia Ibarra, The Charles Handy Professor of Organisational Behaviour. London Business School"In Leadership Team Alignment: From Conflict to Collaboration, Godart and Neatby paint a realistic picture of the uniqueness of top teams and the challenges that often result. Informed by hundreds of hours of observing and working with leadership teams, they address typical behaviors of CEOs and executives and the common pitfalls and traps they fall into, offering a suite of recommendations and practical action items along the way to achieving alignment. It fills an important gap in the business literature."—Michael Walsh, CEO, LexisNexis Legal & Professional"While companies face an increasingly challenging and changing environment, while the way the management is leading becomes more and more crucial to recruit and retain employees, this book offers you to analyze your leadership team in a very concrete an efficient way and suggests actionable remedies if necessary. From theory to practice, there is definitely no more room for misalignment."—Eric Forest, Partner, Deloitte France"C-suite executives will want to take a look."—Publishers WeeklyTable of Contents0. Introduction: Why This Book, Who It's For, and What's in It for You 1. The Dual Role of LT Members 2. Power Games at the Top 3. Of Hubs, Spokes, and Silo Busting 4. Who Really Sits on Your LT, and What Is Its Role? 5. Getting Your LT's Size and Composition Right 6. Assess Your LT and Fix It

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Book SynopsisThis book is for people who want to learn, especially while treading the fertile ground of organizational life. The idea of a learning organization has become increasingly prominent over the last few years. This book's predecessor, The Fifth Discipline, helped give voice to that wave on interest by presenting the conceptual underpinnings of the work of building learning organizations. Since its publication in 1990, Peter Senge et al. have talked to thousands of people who have committed themselves to the idea of building a learning organization. However, many of them are still not certain how to put the concepts into practice, asking questions like 'What do we do Monday morning? How do we navigate past the many barriers and roadblocks to collective learning? How do we discover exactly what kind of learning organization we wish to create? How do we get started?' No one person has THE answers to these questions, but there are answers. It is time for a 'fieldbook' - a collection of notes, reflections and exercised 'from the field'. This volume contains 172 pieces of writing by 67 authors, describing tools and methods, stories and reflections, guiding ideas and exercises and resources which people are using effectively.Trade ReviewIf you believe, as I do, that people are the only long-term competitive advantage and lifelong learning is the way to fully develop that advantage, you must read this book. It's about the real work, the work of implementation! -- Richard F. Teerlink, President and CEO, Harley-Davidson, Inc.Senge's message of growth and prosperity holds strong appeal for today's business leaders. * Fortune *Peter Senge's concepts take work. They take time. They take personal commitment. But, I believe, they hold the potential for sustained success. -- Robert E. Allen, Chairman of the Board, AT&TPeter Senge's advocacy of the learning organization helped begin a revolution in the workplace. And, the relevance of Senge's work is growing rather than diminishing over time. As more businesses go global, the need to overcome psychological barriers to necessary organizational change increases. * Management Today *A landmark book. * Christian Century *This should be a valuable guide and reference to those leading, or simply taking part in, organizational transformation. There's a lot to learn and use in the Fieldbook. -- Philip Carroll, President and CEO, Shell Oil Company

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Book SynopsisFor over 25 years, Riding the Waves of Culture has set the standard for leading effectively in an international business context. Helping leaders to be highly attuned to cultural differences, and to leverage such differences for maximum competitive advantage.Retaining its in-depth exploration of underlying cultural frameworks that have made it a business classic, Riding the Waves of Culture, Fourth Edition provides new, evidence-based information and insights on critical business matters, including:- How to enhance and improve chances of success in M&A deals by expertly handling corporate and cultural differences- Ways of improving and handling competencies, dilemmas, servant leadership, innovation, and remote-team effectiveness in an increasingly diverse business world- New analyses of changes over the past decades that are moving the world closer to a single 'global village'Renowned experts in their field, the authors also include new chapters and updates on:- the meaning of culture- how to assess cultural competence- change management- assessing organisation culture- diversity and ethnicityThe most thoroughly researched and highly respected resource of its kind, Riding the Waves of Culture does more than help you stay afloat in today's diverse work environment; it provides the knowledge you need to seize the advantage and compete for the long run.Trade ReviewIn the global marketplace, Riding the Waves of Culture is the guide to managing effectively in diverse countries and cultures.A must-read for all international/intercultural managers... a powerful pioneering work that has gained the respect of corporate leaders around the world.This book offers the roadmap to solve the dilemmas of cross-cultural management in the 21st century, not only for the West bust also for the East.

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Book SynopsisTable of ContentsIntroduction xiii What It Takes to Thrive in a Complex, Uncertain World xiii Discovery by Mistake xvi Overview of the Book xviii Endnotes xxi PART I The Power of Psychological Safety 1 Chapter 1 The Underpinning 3 Unconscious Calculators 4 Envisioning the Psychologically Safe Workplace 6 An Accidental Discovery 8 Standing on Giants’ Shoulders 12 Why Fear Is Not an Effective Motivator 13 What Psychological Safety Is Not 15 Measuring Psychological Safety 19 Psychological Safety Is Not Enough 21 Endnotes 22 Chapter 2 The Paper Trail 25 Not a Perk 26 The Research 29 An Epidemic of Silence 30 A Work Environment that Supports Learning 35 Why Psychological Safety Matters for Performance 39 Psychologically Safe Employees Are Engaged Employees 41 Psychological Safety as the Extra Ingredient 43 Bringing Research to Practice 45 Endnotes 46 PART II Psychological Safety at Work 51 Chapter 3 Avoidable Failure 53 Exacting Standards 54 Stretching the Stretch Goal 60 Fearing the Truth 63 Who Regulates the Regulators? 66 Avoiding Avoidable Failure 68 Adopting an Agile Approach to Strategy 70 Endnotes 72 Chapter 4 Dangerous Silence 77 Failing to Speak Up 78 What Was Not Said 79 Excessive Confidence in Authority 83 A Culture of Silence 86 Silence in the Noisy Age of Social Media 92 Endnotes 97 Chapter 5 The Fearless Workplace 103 Making Candor Real 104 Extreme Candor 109 Be a Don’t Knower 113 When Failure Works 116 Caring for Employees 119 Learning from Psychologically Safe Work Environments 123 Endnotes 124 Chapter 6 Safe and Sound 129 Use Your Words 130 One for All and All for One 135 Speaking Up for Worker Safety 138 Transparency by Whiteboard 142 Unleashing Talent 146 Endnotes 147 PART III Creating a Fearless Organization 151 Chapter 7 Making it Happen 153 The Leader’s Tool Kit 154 How to Set the Stage for Psychological Safety 158 How to Invite Participation So People Respond 167 How to Respond Productively to Voice – No Matter Its Quality 173 Leadership Self-Assessment 181 Endnotes 183 Chapter 8 What’s Next? 187 Continuous Renewal 187 Deliberative Decision-Making 189 Hearing the Sounds of Silence 191 When Humor Isn’t Funny 193 Psychological Safety FAQs 195 Tacking Upwind 208 Endnotes 209 Appendix: Variations in survey measures to Illustrate Robustness of Psychological Safety 213 Acknowledgments 217 About the Author 219 Index 221

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Book Synopsis

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Book Synopsis

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Book SynopsisWhy are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear--firms that turn knowledge into action avoid the "smart talk trap." Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.Table of ContentsPreface 1. Knowing "What" to Do Is Not Enough 2. When Talk Substitutes for Action 3. When Memory Is a Substitute for Thinking 4. When Fear Prevents Acting on Knowledge 5. When Measurement Obstructs Good Judgment 6. When Internal Competition Turns Friends into Enemies 7. Firms That Surmount the Knowing-Doing Gap 8. Turning Knowledge into Action Appendix Notes Index About the Authors

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Book SynopsisThe alternative way towards better team-building, this is the bestselling management tool from the author of The One Minute Manager.Most managers spend over half their time working with a team, and the One Minute Manager''s practical advice shows how any team can work better and more effectively. The One Minute Manager Builds High Performing Teams explains the four stages on the way to building a high performing team: Orientation, Dissatisfaction, Resolution and Production and reveals how to tap the creativity and potential of people at all levels in order to become an effective group leader.

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Book SynopsisTrade Review"I know one of these guys, so at least half of this book is pretty good. Yes, And is for anyone looking to be more creative in their work and in their life." -- Stephen Colbert "If one phrase can capture the essence of the creative mindset then 'yes, and' might just be it. If one book can inspire you to apply that creative mindset then Yes, And is most certainly that book." -- --Tim Brown, CEO of IDEO and author of Change By Design "Yes, And takes you behind the curtain of Second City to reveal deep insights and practical tips about how to lead a creative life. If you want to flourish in the new world of work, this book is an essential read." -- --Daniel H. Pink, author of To Sell is Human and Drive "You'll learn, you'll laugh, and you'll immediately test out the rich set of practical exercises at the office-and the dinner table." -- --Adam Grant, Wharton professor and New York Times bestselling author of Give and Take "Accepting and building on what others have initiated, Yes, Andis the best teamwork advice for the stage or the boardroom." -- --Dick Costollo, CEO of Twitter "An excellent guide to the lessons that have bubbled up in Second City's improv workshops. It sounds crazy that a comedy troupe should have anything to say about how you should lead your life. Trust me: it isn't." -- Vanity Fair

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Book SynopsisAmidst rapid and fundamental shifts in the economic, geo-political, technological, and societal landscape, this cutting-edge book makes the timeless case that research can be informed by problems in the 'real world' and make important contributions to theory and practice.Throughout the book, the authors argue that there is a 'sweet spot' where both scholarly and practical research can be done simultaneously. It offers readers insightful and rich examples of how this can be achieved, including frameworks, examples, ideas, and tools which will guide researchers in the lifelong task of defining themselves as researchers and crafting their own unique research practice. It also features critical insights into careers oriented toward having impact on practice, reflective questions that make the principles personal and relevant, and a framework to help develop the network of connections required for research to impact practice.Speaking to the graduate student in all of us, How to Do Relevant Research will greatly benefit Ph.D. students and early career academics who gravitate towards this kind of research but worry about its feasibility and instrumentality, mid-to-late career scholars who do research for practice and teach young scholars how to do it, and to researchers in a think-tank or consultancy who want their work to be scientifically sound and practically useful.Trade Review‘This book is a very powerful statement of how management research can be relevant for management practice and why that is important. I used a preprint with my doctoral students to enable them to think about how their scholarship can be both rigorous and relevant. The reflective questions scattered throughout the book are an added bonus that guide students to reflect for themselves about what matters to them about research. I strongly recommend this book for academics pondering their links with practice.’ -- Jean M. Bartunek, Boston College, US‘Minimizing the rigor-relevance trade-off is the holy grail not only of management research but for all the social sciences. This ingenious and timely book is full of actionable insights and wisdom on what its authors call “sweet spot research” as organizations confronting pervasive disruption need the research of business schools more than ever.’ -- Geoffrey Garrett, The University of Southern California, US‘How to Do Relevant Research shows how to achieve both rigor and relevance by building a solid bridge between academics in the ivory tower and practitioners in the world. It inspires meaning, purpose and action in a community of scholars where research is often void of societal relevance and filled with instrumental careerism. It provides a compelling explanation of why sweet spot research is responsible research, why it is good for everyone, and how it can inspire a collective dream of making the world a better place for all people. This book is a wonderful gift to all current and aspiring scholars, not only those in management but in all professional disciplines.’ -- Anne S. Tsui, Co-founder, Responsible Research in Business and Management (www.rrbm.network) 67 President, Academy of Management (www.aom.org); Founding President, International Association for Chinese Management Research (www.iacmr.org)‘This book is a treasure. Mirvis, Mohrman and Worley have named and confronted head-on the challenges and struggles of the research philosophies and practices in our field. Through erudite summaries, penetrating questioning and reflective exercises they have built an integrating framework that can be a transformational force in the future of organizational scholarship. This is a book, not only to be read, but also to be subjected to deep reflection and application.’ -- David Coghlan, Trinity College Dublin, Ireland‘Mirvis, Mohrman and Worley have written the definitive primer on how to do research that matters to both academics and practitioners. For those early in the journey of doing relevant research, the book is a “must read.” Clear, informative, and useful. For those with experience doing relevant research, the book is a “thankful read.” Illuminating, evocative, confirming.’ -- Thomas G. Cummings, The University of Southern California, US‘At last a book that is philosophically sound and demonstrates there is no tradeoff between rigor and relevance. How to Do Relevant Research needs to be required reading for every management and business school professor and graduate student. It gives us lots of examples of how to do research that makes a difference. This will be the saving grace of business schools – if people pay attention.’ -- R. Edward Freeman, University of Virginia, US‘If you want to make a difference to practice and theory, How to do Relevant Research by Mirvis, Mohrman and Worley is on target. I wish I had the wisdom in this book when I was a doctoral student or in early career – it would have helped me accelerate my contributions to theory and practice.’ -- Michael Beer, Harvard Business School; Co-founder TruePoint; Co-Founder Center for Higher Ambition Leadership‘This is an indispensable guide for scholars and practitioners. Mirvis, Mohrman, and Worley offer decades of exceptional experience. Their practical frameworks and vivid examples show practitioners how to tap the vast trove of useful evidence produced by scholars, and show scholars how to connect and ground their research in the pivotal issues, values, and decision frameworks used by practitioners.’ -- John Boudreau, University of Southern California, US‘An important and engaging contribution to doing research that enhances practice. More than a “how to” guide, Mirvis, Mohrman, and Worley’s years of experience in engaged research compel us to pay attention to the necessity of relevant scholarship. If you aren’t already doing and communicating useful, relevant research, this elegant book should inspire you to act. And if you are, then this exploration should energize you to build and connect.’ -- – Gavin M. Schwarz, University of New South Wales Business School, Australia‘At a time when executives seek evidence-based insight into effective practice, academics pursue opportunities for thought leadership, and accrediting bodies and funding agencies call for greater impact from research, this book guides scholars about how to best balance theory, rigor, and relevance. I strongly recommend this book to practitioner scholars and academics who are seeking to elevate their engaged scholarship and potential impact.’ -- John Mooney, Pepperdine University, US‘This is an important book on relevant and useful research that should be read by any scientist who is interested in making a difference to both practice and the academy. Based on decades of work, Mirvis, Mohrman and Worley provide a coherent roadmap for the complex and exciting journey into the borderland between academy and industry.’ -- Abraham B. (Rami) Shani, California Polytechnic State University, US and Co-Author of Collaborative Inquiry for Organization Development and Change‘Many organizational scholars, including Presidents of the Academy of Management, have urged us to do research that is both rigorous and relevant. This book shows us HOW to do this – at all academic career-phases. Coming from world-renowned scholars who have done this (and still do), this book’s refreshingly reflective and authentic tips promise to inspire and enable more organizational scholars to rigorously conduct relevant research thereby exponentially increasing the reach and impact of organizational science. This is needed now more than ever!’ -- Debra L. Shapiro, University of Maryland, US and Past President, Academy of Management (2016)‘This excellent book is must reading for anyone who wants to conduct relevant research that advances knowledge for theory and practice. It finds the sweet spot between contributing to theory and producing knowledge relevant to the problems faced in management and organizational practice. It suggests practical and proven ways to engage in a network of activities and relationships that enable relevant research.’ -- Andrew H. Van de Ven, University of Minnesota, US‘A most welcome and well written guide to practical scholarship that is both rigorous and useful. For those stuck in the ivory tower, it’s also a liberatory call to action research!’ -- Hilary Bradbury, Editor in Chief, Action Research Journal, Curator, Foundation AR+‘This book offers a time-tested methodology on how to execute research that delivers relevant knowledge for practice. It resonates with the CEEMAN Manifesto on excellence and relevance in education and research and answers the question of professors and their doctoral students: “How do you do it”?!’ -- Danica Purg, President of IEDC-Bled School of Management, Bled, Slovenia and President of CEEMAN, The International Association for Management Development in Dynamic Societies‘This book is timely given the current global crisis and potential ones that businesses will likely face. Social science researchers have a role to play in solution making but are often missing from the solution making space occupied by managers. Mirvis, Mohrman and Worley provide concrete guidance to researchers to get to the ‘sweet spot’ where knowledge produced is both relevant and rigorous. They ask us to reflect on our research paradigms and professional identity, and to find inspiration in the many examples of research-practice collaborations that they share in the book. A must-read for researchers at any stage of their career seeking to produce research insights that impact practice.’ -- Garima Sharma, Georgia State University, US‘This book is long overdue. With examples of relevant research all over the world, it enables scholars to smell the aroma of practice and practitioners to taste the cooking of academics. I recommend this work to academics around the globe. For practitioners who are venturing into the scholarly world (i.e., getting doctoral degrees), this is must have book.’ -- Baniyelme D. Zoogah, President; Africa Academy of Management; Xavier University, USTable of ContentsContents: Preface and acknowledgements PART I WHAT AND WHY 1. Theory-driven, practice-driven, and “sweet spot” management research 2. Developing your research philosophy 3. Creating value in organizational research: a relational view 4. Relevant research: yesterday and today PART II HOW 5. Theorizing and practice 6. Research and practice 7. Communicating research to scholars and practitioners 8. Managing research relationships in the field 9. Being a sweet spot researcher Index

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Book SynopsisTrade Review“Makes the case that ‘soft power’ is too often underestimated both in foreign relations and in life.” — The Santa Monica Daily Press “Argues that etiquette and small matters of cultural nuance play a huge role in functional politics.” — New York Times Book Review, “New & Noteworthy” “Fascinating . . . An informative and often charming primer on a little-known—but vital—government post.” — Kirkus Reviews “For over two decades, Capricia has been my friend and colleague, from Arkansas to Zambia. She is a problem solver and a bridge builder, and I’ve been so lucky to have her by my side through the years. Protocol is a must-read, taking us behind the curtain of the highest levels of diplomacy, teaching us lessons about the intersection of governing and humanity that we need now more than ever.” — Hillary Clinton “An interesting and well-written account of the role of protocol in modern diplomacy. Marshall’s stories and lessons, drawn from years of experience, are entertaining and valuable in navigating everyday life.” — Henry A. Kissinger “Protocol—the rules that govern professional, government, and social interactions—may be the very reset we need. These practices aren’t dependent on your wallet size or where you come from, your skin color or your nationality, rather protocol is something we all can get behind, . . . My thanks to Ambassador Capricia Penavic Marshall for this book—give it to everyone you meet for birthdays, weddings, and elections. It can only help.” — Whoopi Goldberg “Working with Capricia during the Obama administration was nothing short of wonderful! Her guiding hand and innovative methods laid the foundation for our successful diplomacy on the world stage. Through amusing and touching anecdotes, many of which we shared together, Capricia details the superpower of protocol, a power that helped foster an environment conducive to many of President Obama’s successes.” — Valerie Jarrett, former senior advisor to Barack Obama and author of Finding My Voice “Capricia Penavic Marshall was an extraordinary chief of protocol, and she has now written an extraordinary book on how international protocol actually works and how it can work for every business and person. I cannot recommend this book too highly.” — David Rubenstein, cofounder and co-executive chairman of the Carlyle Group and author of The American Story “Capricia is the ultimate master in the art of protocol. As a first-generation American woman, she brilliantly manages the cultural nuances of consequential public- and private-sector engagements. Reading her book, I have learned a lot, I have laughed a lot, I have enjoyed every page.” — Christine Lagarde, president of the European Central Bank

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