Organizational theory and behaviour Books

Book SynopsisBuild a cohesive and high-performing virtual team with this fantastic resource full of actionable advice and practical tips Engaging Virtual Meetings: Openers, Games, and Activities for Communication, Morale, and Trust offers concrete strategies and practical tips for bringing teams together across the digital divide. While many struggle to build teams in a virtual environment, accomplished author John Chen has found ways to create team cohesion, promote engagement, and increase virtual participation. In Engaging Virtual Meetings, he shares these methods with you, and also: Describesvirtual tools for promoting effective teamwork, like the Participant MapTeaches you to optimize your teleconference setup for ideal audio and videoIllustrates ways to apply these methods in any virtual environment, including Zoom, Microsoft Teams, and moreExplores how to debrief your participants to improve your methods over time Perfect for anyone working in or with the increasingly prevalent virtual environment, Engaging Virtual Meetings is a great addition to the bookshelves of anyone interested in how to create and build engagement in team settings of all kinds.Table of ContentsAcknowledgments xi Introduction: Virtual Meetings Don’t Have to Suck xvBy Ed Cohen Part 1 Principles and Preparation for Engaging Virtual Meetings 1 Chapter 1 The ENGAGE Method for Leading Great Meetings 3 A Brief Overview of the ENGAGE Method 3 The ENGAGE Method in Depth 5 Check-in 5 Chapter 2 Preparing for Virtual Meetings 15 Good Looks—The Virtual Presence Primer 15 The Engaging Virtual Meeting Speaker Checklist 19 Chapter 3 Psychological Safety: How to Get the Quiet Attendees (and everyone else) to Engage 25 Chapter 4 Managing Participants 31 Mute and Unmute Audio and Video 31 Make Host 34 Make Co-Host 35 Rename 36 Mute All 36 Unmute All 37 Mute/Unmute Participants on Entry 38 Disallow/Allow Participants to Unmute Themselves 39 Remove 41 Raise Hand 42 Yes/No 43 Go Slower/Go Faster 44 Dislike/Like 45 Clap 46 Need a Break 47 Away 48 Clear All 49 Chapter 5 Virtual Engagement Tools 51 Chat 52 Private Chat 53 Breakouts 55 Reactions 62 Record 64 Share Video 64 Share Whiteboard 67 Share iPhone/iPad 69 Polling 74 Company-Wide Chat (only available in Microsoft Teams) 81 Channels (only available in Microsoft Teams) 82 Teams Apps (only available in Microsoft Teams) 83 Chapter 6 Security 85 Require Passwords 86 Turn Screen Sharing Off 88 Enable the Waiting Room 90 Require Registration 95 Lock Your Meeting 96 Control Your Meeting’s Chat 97 Secure File Transfer 97 Part 2 Openers, Games, and Activities for Communication, Morale, and Trust 101 Chapter 7 Openers 103 Why Use Openers? 103 Open with a Check-in Question 106 Check-in 107 Video Openers 110 Matching and Mirroring Openers 113 Virtual Meeting Nametag Openers 118 Chat Openers 121 Chapter 8 Activities for Communication, Morale, and Trust 125 “Yes, and . . .”—Accept Attendees’ Ideas and Improve Communication 126 Three-Headed Consultant—Communicating One Word at a Time 127 A to Z—Teaching Why Your Meeting Needs a System 128 Alpha Names—A Networking Activity to Learn Everyone’s Name 129 Last Team Texting—Sharing Valuable Information 131 PechaKucha (peh-chak-cha)—Present in Just 6 Minutes 40 Seconds 133 PowerPoint Karaoke—Improving Improvisation 134 Blind Tangrams—Do Not Assume in Your Communication 135 Broken Squares—Giving is Better Than Getting for Engaging Meetings 137 Trust Grid—Mapping and Improving Trust 139 The Johari Window—Discover Attendee Blind Spots 142 1 CACHE—Make Decisions Faster and Stick Longer 144 Chapter 9 Collab—Work Well with Others 149 Simultaneous Editing—Creating a Case Study 150 Towers of Hanoi—Build a Tower, Build a Team 152 Grid Unlock—How to Work Together to Solve Problems 153 Meeting Mine Field—Collaborating to Complete a Goal 155 Poll Survivor—Setting Meeting Priorities and Making Hard Decisions 157 Chapter 10 End Your Meeting on a High Note 161 Applause—Celebrating Together 162 Kudos—Acknowledging Attendees 162 I Commit . . .—Public Commitment to Change 163 Just Three Words—Powerful Closure Quickly 164 Call and Response—High Energy, Engaging All 165 The Last Word—The Final Statement of Your Meeting 166 Draw—A Picture is Worth a Thousand Words 167 Q&A—Questions and Answers 169 After Hours—The Party After the Party 169 One Thing Better—Improving 1% at a Time 170 Plus-Delta—What Did You Like? What Could Be Even Better? 173 WWW—What, So What, Now What? 174 Chapter 11 Fun and Games for High-Performing Teams 175 Happy Hour—Share a Beverage Together 177 Charades—Improving Your Nonverbal Communication 179 Reverse Charades—Improving Everybody’s Nonverbal Communication 179 Hat Day—Fun on Your Head 180 Pajama Day—Work in Your Jammies 182 Virtual Backgrounds—Your Setting Can Create Pure Laughs to Serious Business 183 Yoga—Stretch and Breathe 187 Dance Party—Freedom of Creativity 189 Karaoke—Sing a Song 192 Book Club—You Get a Book 195 Movie Night—Better Than the Drive-in 197 Talent Show—Your Meeting’s Got Talent 198 Dinner Party—Celebrate and Learn More About Each Other 198 Trivia Night—What Do You Know? 199 Where in the World—International Networking 200 Memory Match Breakouts—Learn Where to Look 202 Poker Tournament—I’m All In! 202 Chapter 12 Innovation 205 100 Uses—Use Something in Ways Not Intended 206 Post-its—Virtual Brainstorming 206 Add One Line—Adding Creativity 207 Move One Line—Creativity with More Than One Solution 210 License Plates—Innovative Communication with Few Characters 213 Office Move—Working Together to Switch Places 214 Part 3 Leading Large Virtual Meetings and Conferences 219 Chapter 13 Tips for Presenters, Trainers, and Sales 221 Engage and Interact with Every Attendee 221 Never Lead a Meeting Alone 222 Good Looks 224 Air Traffic Control 227 Get Productive with Virtual Tools 228 End Your Meeting on a High Note 232 An Example: Engaging Virtual Meetings Training 233 Chapter 14 Tips for Emceeing and Hosting 235 Engage and Interact with Every Attendee 235 Never Lead a Meeting Alone 236 Good Looks 236 Air Traffic Control 236 Get Productive with Virtual Tools 236 End Your Meeting on a High Note 236 Chapter 15 How to Run a Virtual Workshop or Conference 239 Tips for High-Stakes Meetings and Board Retreats 239 Hybrid Board Retreat Tips 240 The Challenge 240 The Solution 241 The Conference 249 The Result 250 Part 4 Advanced Engaging Virtual Meetings 253 Chapter 16 Advanced Tips 255 Annotate—Collaborate by Marking Up Your Shared Screen 255 Remote Control—Give Control to a More Technical Attendee 262 Branding Your Meeting Registration—Connect Registration to Your Company 266 Branding Your Waiting Room—Beautify Your Virtual Lobby 269 Customize Your Video Recording Waiver—Protect Your Company When You Record 272 Record Multiple Video Views—Get the Right Shot from Your Virtual Meeting 275 Microsoft Teams Share PowerPoint—Faster Attendee Review 280 More Advanced Tips 281 Chapter 17 The Future of Engaging Virtual Meetings 283 Suddenly Everyone is Interested 284 Virtual is Here Even If There is a Cure 284 The Hard Stuff is Easy, the Soft Stuff is Hard 285 Think Cinematically 286 Virtual is Going to Innovate Rapidly 287 The Theory of Bandwidth 289 Moving Closer to Reality 290 Endnotes 293 About Geoteaming 299

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Book SynopsisTable of ContentsPreface Acknowledgments PART ONE I Making Sense of Organizations 1 Introduction: The Power of Reframing 2 Simple Ideas, Complex Organizations PART TWO II The Structural Frame 3 Getting Organized 4 Structure and Restructuring 5 Organizing Groups and Teams PART THREE III The Human Resource Frame 6 People and Organizations 7 Improving Human Resource Management 8 Interpersonal and Group Dynamics PART FOUR IV The Political Frame 9 Power, Conflict, and Coalition 10 The Manager as Politician 11 Organizations as Political Arenas and Political Agents PART FIVE V The Symbolic Frame 12 Organizational Symbols and Culture 13 Culture in Action 14 Organization as Theater PART SIX VI Improving Leadership Practice 15 Integrating Frames for Effective Practice 16 Reframing in Action: Opportunities and Perils 17 Leadership in Theory and Practice 18 Reframing Leadership 19 Reframing Change in Organizations 20 Reframing Ethics and Spirit 21 Bringing It All Together: Change and Leadership in Action 22 Epilogue: Artistry, Choice, and Leadership Appendix: The Best of Organizational Studies Bibliography The Authors Name Index Subject Index

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Book SynopsisTable of ContentsForeword xiii Introduction xv 1 From Fear to Growth: Mindsets and Playbooks for Twenty-first-century Careers and Work 1 Part I Find Opportunity in a Time of Accelerated Change: Redesigning Work, Workforces, and Workplaces 21 2 People and Machines Working Together: Integrating AI and Workers on Every Team, in Every Job 23 3 Making Alternative Work a Meaningful Opportunity: The Workforce Will Include More Part-time, Contract, Freelance, Gig, and Crowd Workers 39 4 Working from Almost Anywhere: Redesign Workplaces from Where We Work to How We Work: Onsite, Online, and Everything in Between 51 Part II Build Long-Term Resilience for Uncertain Futures: Reimagining Careers, Organizations, and Leadership 63 5 Plan for Many Careers, Not One: Realistic and Energizing Transition Strategies for Multichapter Lives 65 6 The Rise of Teams: Reinvent Organizations, from Individuals and Hierarchies to Teams and Networks 83 7 Leaders as Coaches and Designers: Moving Beyond Managing Workflows and Controlling Direct Reports to Creating, Influencing, and Building 95 Part III Playbooks for Growth: Charting Paths Forward for Individuals, Leaders, Citizens, and Society 111 8 Carpe Diem: As Individuals, Strengthen Adaptability and Choice to Face Great Opportunities and Disproportionate Responsibilities 113 9 Create Opportunity: As Business Leaders, Unlock Value by Reimagining Jobs and Partnering with Workers to Build Resilience and Dynamic Careers 131 10 Set New Agendas: As Citizens and Communities, Reset Education, Labor Regulations, Job Transitions, and Societal Norms to Reflect Our Values 151 Acknowledgments 169 Notes 171 About the Authors 199 Index 201

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Book SynopsisTable of ContentsPreface Acknowledgments PART ONE I Making Sense of Organizations 1 Introduction: The Power of Reframing 2 Simple Ideas, Complex Organizations PART TWO II The Structural Frame 3 Getting Organized 4 Structure and Restructuring 5 Organizing Groups and Teams PART THREE III The Human Resource Frame 6 People and Organizations 7 Improving Human Resource Management 8 Interpersonal and Group Dynamics PART FOUR IV The Political Frame 9 Power, Conflict, and Coalition 10 The Manager as Politician 11 Organizations as Political Arenas and Political Agents PART FIVE V The Symbolic Frame 12 Organizational Symbols and Culture 13 Culture in Action 14 Organization as Theater PART SIX VI Improving Leadership Practice 15 Integrating Frames for Effective Practice 16 Reframing in Action: Opportunities and Perils 17 Leadership in Theory and Practice 18 Reframing Leadership 19 Reframing Change in Organizations 20 Reframing Ethics and Spirit 21 Bringing It All Together: Change and Leadership in Action 22 Epilogue: Artistry, Choice, and Leadership Appendix: The Best of Organizational Studies Bibliography The Authors Name Index Subject Index

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Book SynopsisWall Street Journal, Publishers Weekly,andUSA TodayBestsellerUnlock the power of flexible work with this practical how-to guide from the leadership of Slack and Future Forum The way we work has changed. The era of toiling from nine-to-five, five-days-a-week in the office is now a relic of the past, and is being replaced by a better wayflexible work. But flexibility means a lot more than a day or two a week to work from home: 93% of your employees want more flexibility in when, not just where, they work. They want choice and they are leaving their roles to find it. The most successful leaders will go much further than offering occasional remote workdaysthey will redesign every aspect of how work gets done, from defining how they measure organizational success to training their managers to make it happen. How the Future Works: Leading Flexible Teams to Do The Best Work of Their Lives offers a blueprint for using flexible work to unlock the potential of your people. The book offers the steps necessary to building the new principles and guardrails to empower flexible, high-performing teams. And it teaches readers to lead with purpose, to manage and measure differently, and to believe that by letting go, they'll get more back than they thought possible. How the Future Works explains how to: Establish leadership principles, commitments, and outcomes for truly flexible teamworkMeasure and assess productivity in a flexible workplaceReskill managers to ensure a level playing field for all employeesImplement the infrastructure necessary to make flexible work successful Using original research from Future Forum, a consortium by Slack, and global case studies from leading companies such as Levi Strauss & Co., Genentech, Royal Bank of Canada, and IBM, How the Future Works offers concrete solutions and practical steps for building high functioning teams of talented, engaged people by providing them with the flexibility and choice they need to do their best work.Trade Review"The wealth of concrete steps and research to back them up, plus some punchy writing, make this shine. In a sea of surveys on the future of work, this practical guide stands out."—Publishers WeeklyTable of ContentsForeword by Stewart Butterfield Introduction: The 9-to-5 Just Doesn’t Work for Us Anymore (and Maybe Never Did) Why Flexible Work Works How the Future Works: The 7 Steps to Getting There Step 1: Stand for Something: Agree on Purpose and Principles Step 2: Level the Playing Field: Create Guardrails for Behavior Step 3: Commit to How You’ll Work: Develop Team-Level Agreements Step 4: Experiment, Experiment, Experiment: Normalize a Culture of Learning Step 5: Create a Culture of Connection from Anywhere: Reimagine Your Headquarters Step 6: Train Your Leaders to Make It Work: Soft Skills Matter More Than Ever Step 7: Focus on the Outcomes: Avoid the Doom Loop and Embrace the Boom Loop Conclusion Resources: Your Flexible Work Toolkit Acknowledgments Cast of Experts About the Authors

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Book SynopsisYou don't have to be ruthless to get aheadkindness will get you there faster From the CEO of the Pavilion community, Sam Jacobs, Kind Folks Finish First weaves practical business lessons with fresh perspectives on how you can achieve success. The ideas in this book are backed by the author's personal experience building a nearly $200-million business rooted in kindness, reciprocity, and deeply held values. More than that, they're proven principles that have helped thousands reach their goals in every arena. In business, we've been told to never leave money on the table. Don't split the difference. You need to be ruthless in order to make it to the top. Kind Folks Finish First shows you that isn't the only path. Being a good person and earning money aren't mutually exclusive. Helping others isn't a sacrifice; it's a long-term strategy that can spur your success if only you're willing to take the exit ramp, reset your destination, and fuel your future with generosity. Walk through a proven process to discover what you really stand forLearn how to assume control of your life and how to leverage reciprocity to drive professional success. Align your personal life with your professional lifeUnlock your highest potential to create true happiness Anyone looking for a kinder, gentler, more values-driven and authentic way to succeed will love this book. The secret is finally getting outkind people really do get ahead faster.Table of ContentsAcknowledgments ix Introduction: The Story of Pavilion 1 Chapter 1 Fired at the Rest Stop 9 Chapter 2 The Exit Ramp 37 Chapter 3 Reset Your Destination 63 Chapter 4 Powered by Generosity 81 Chapter 5 The Next Right Step 99 Chapter 6 Listen Closely, Act Quickly 121 Chapter 7 Every Crisis Is an Opportunity 153 Chapter 8 The Last Piece of the Puzzle: Leading with Love 183 Chapter 9 Arriving at Happiness 203 About the Author 215 Index 217

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Book SynopsisTable of ContentsAcknowledgments ix Foreword xiii Chapter 1 Introduction 1 Chapter 2 The Crossroads of Change 17 Chapter 3 Employee Engagement and Happiness 35 Chapter 4 Emotions as Data Points 49 Chapter 5 Psychological Safety 73 Chapter 6 Freedom 87 Chapter 7 Feelings of Acknowledgment 97 Chapter 8 Positive Relationships 109 Chapter 9 Aligned Meaning and Purpose 125 Chapter 10 Opportunities for Growth 137 Chapter 11 Clarity 147 Chapter 12 Enablement to Succeed 159 Chapter 13 Humanity and a Thriving Culture 171 Chapter 14 Freedom to Be Human 189 About the Author 199 Index 201

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Book SynopsisTransform your organization by making silos a thing of the past In Boundless, two leaders in transformation and customer success deliver an inspiring and exciting new approach to succeeding in an increasingly decentralized and digital-first world. In the book, you'll learn how to demolish organizational silos once and for all, allowing resources to flow across networks, ecosystems, and communities. The authors explain the seven principles underlying their unique and effective Boundless paradigm: connection, integration, decentralization, mobility, continuity, autonomy, and shared success. Walking you through the blueprint for transformative, resilient business success, Boundless also offers: Strategies for mapping the Boundless principles to key technological advances, including digital platforms, blockchain, AI, robotics, cloud computing, and more Ways to achieve the operational, organizational, and technological shifts necessary Table of ContentsPreface xi Our Journey to Boundless xii Our Continued Journey Together xvi Introduction Boundless: A New Mindset for Unlimited Business Success 1 Change in n-Dimensions 7 The Boundless Model 10 Chapter 1 Silos Kill! The Limitations of “Acquire and Retain” 19 Silo Principles 23 Impact and Reach of Silos 27 Problems with the Silo Mindset 28 Silos at the Extreme 31 Chapter 2 The Anti-Silo: The Boundless Alternative 33 The Boundless Principles 35 The Boundless Model in Action: Case Studies 47 Chapter 3 Connection: Relationships | Ecosystems | Sensing 55 Types of Connections 57 Relationships 61 Business Ecosystems 68 The Power of Sense 76 Chapter 4 Distribution: Decentralizing Technologies | Remote = Local | Edges > Centers 81 COVID-19 and the Definition of Normal 83 Decentralizing Technologies 88 Remote = Local 90 Edges > Centers 94 Chapter 5 Integration: Aligned Purpose + Value/s | Orchestration + Choreography | Circularity 99 Alignment 101 Orchestration and Choreography 107 Circularity 115 Integration, Connection, and Alignment at Salesforce 120 Chapter 6 Autonomy: AI | Learning | Identity 125 Meanings of Autonomy 127 AI and Autonomy 133 Identity and Autonomy 136 Tomorrow’s Symbiotic Autonomy 142 Chapter 7 Mobility: Flow | Mobile Technologies | Environments 143 Flow in Action 145 Mobile Technology 150 Flow at Work 152 Chapter 8 Continuity: Process Flow | Circulation | Mindset and Language 157 Process Flow 159 Living Systems and Circulation 171 The Language of Continuity 175 Chapter 9 Shared Success: Experiences | Technologies | Business Models 177 Boundless Experiences 182 Boundless Technologies 183 Boundless Business Models 184 Chapter 10 Becoming Boundless: Mindset | Operating Model | Relationships 191 Leadership Mindset 194 Metaphors and Language 197 The Boundless Operating Model 199 Relationship Strategy 206 Becoming Boundless 209 In Conclusion 215 Acknowledgments 217 About the Authors 219 References 221 Index 231

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Book SynopsisMichael Leckie is the former Chief Learning Officer for the Digital Industrial Transformation at General Electric (GE) and is currently founding partner of Silverback Partners, LLC, an organizational consultancy based in Ridgefield, Connecticut. He also held the position of Managing Vice President in Gartner's Executive Programs business, managing teams that provided executive coaching, strategic guidance and research-based advisory services to Gartner's C-suite clients. He speaks, coaches and advises all over the world and across most industries: public, private and non-profit.Trade Review"The Heart of Transformation does beautifully what so many books on change management and leadership fail to do: bring the human element to front and center. Change is not an abstract process that occurs in systems; it is an intensely human process that begins in the change agents themselves and comes to involve all the members of an organization personally. While we take this for granted, it takes a book like this to show us how it works in detail." * Edgar Schein, Professor Emeritus of the Massachusetts Institute of Technology Sloan School of Management; Chairman of the Organizational Culture and Leadership Institute *"If you've ever felt alone in your enthusiasm for helping people embrace a digital world, you need to meet Michael Leckie. Drawing on a wealth of experience as a transformation leader, his passion for change leaps off the page and his advice is as encouraging as it is practical." * Adam Grant, #1 New York Times bestselling author of Think Again and host of the TED podcast WorkLife *"Through a myriad of stories and examples, and sharing of formal and experiential knowledge and personal reflection, Michael Leckie vividly captures the formidable yet rewarding challenge of changing ourselves in order to integrate humanity and organization to thrive. He labels it 'heart', but there is a lot of 'soul' in this book as well." * Sue Mohrman, Senior Research Scientist at the USC Marshall Center for Effective Organizations *"In a world that is changing more rapidly and more profoundly than predicted, The Heart of Transformation provides keen insights for leaders seeking to scale to these challenges. Michael Leckie does a terrific job of translating academic theory into actionable advice, while proving it's possible to lead with your head and your heart." * Joe Whittinghill, Corporate Vice President, Talent, Learning and Insights at Microsoft *"Change is hard, and this book is a thoughtful guide to all the amazing people who are engaged in leading it. Michael passionately shares, in a voice and vulnerability which I have come to love, a collection of heart-felt questions and insights to help you navigate your way through." * Mohammed "Khal" Khalid, Global Advisory Director at The Leading Edge Forum *"This book reminds me how insightful Michael is as a thought leader, adviser, and change agent, both in writing and in person. Michael combines a deep understanding of the human condition, business, and technology. His focus on dealing with the personal aspects of transformation, and the six capabilities we need to succeed, makes this book much more real and usable than many dry, high-level transformation frameworks. Powerful stuff." * Dave Aron, Unthinker, Vice President and Distinguished Analyst at Gartner *"It's not easy to write a book that is both simple and profound, and that tackles organizational transformation in such a personal way, but that's the magic of what Michael Leckie has done. No matter whether you're looking to change a corporation, a start-up, or a small team, you'll find both inspiration and practical advice in this book, the most important of which is to start with your own heart." * Ron Ashkenas, Partner Emeritus, Schaffer Consulting, and co-author of the Harvard Business Review Leader’s Handbook *"Leading an organization through this digital revolution is a complex human journey. Michael Leckie distills his many years of exploration, discovery, and leadership authority into this simple map that walks you through the heart of transformation." * Mark Bowden, Co-Founder of TRUTHPLANE® and global authority on non-verbal communication *"Change is about choices, hard choices. There are six that matter most, and Michael Leckie shows you how to make the call in this invaluable book. Of the six principles he lays out, 'Pathfinding before Path Following' is the one that personally provoked me, challenged me, and opened up for me a new way of thinking about change. It points to the courage and the smarts you need to navigate a new landscape. In The Heart of Transformation, Michael Leckie provides us an invaluable map." * Michael Bungay Stanier, Bestselling Author of The Coaching Habit, named the #1 Thought Leader in Coaching *"Many times, discussions about organizational transformation focus on tools, processes, and structures, leaving out of the mix the most important element: people. In The Heart of Transformation, Michael Leckie reminds leaders that to truly transform, you must enable your people with the skills a data-driven world requires to both see and think differently" * Mike Capone, CEO at Qlik *"Making a change in your own life is hard, and change is even harder inside organizations. Michael Leckie gives us a way to turn this massive challenge into simple and clear actions anyone can take. If you're struggling with change in your organization, then this is the book for you, and everyone you work with!" * Dorie Clark, Author of Reinventing You and executive education faculty, Duke University Fuqua School of Business *"Transformation is an internal fundamental evolution of conscious choice and when it's done right, transformation has an enduring impact. This book offers a timely and needed strategic playbook that forces us to examine behaviors and capabilities required to drive change and transformation, and how to recode our brains for change. It is replete with actionable examples and a must-read for anyone driving a change agenda." * Amber Grewal, Managing Director & Partner, Global Talent at Boston Consulting Group and former Chief Talent Officer at Intel Corporation *"Michael Leckie is a real person with real insight, and The Heart of Transformation is a refreshing read in a morass of business transformation tomes. Michael has not been afraid to make a leap during his career, always with heart and collegiality. This book will give you usable ideas at one of the most complicated times in recent human history." * Chris Howard, VP, Distinguished Analyst & Chief of Research at Gartner *"Michael's passion jumps off the page in this guide to operationalizing curiosity and caring. We have to challenge ourselves to not get bogged down by the 'digital' words of the day, but ask ourselves to get reacquainted with our assumptions and our heart." * Byron Johnson, Head of the Global Learning Center of Excellence, PepsiCo University *"I met Michael Leckie when he was responsible for culture change during the Digital Transformation of GE. At the time, I was impressed by his natural humility, his 'everything is possible' mindset, and his incredible skill to connect people together. If you haven't had the chance to know Michael personally, you will through this book. It is not a book full of words. It is a book full of life. It is not about theory, but about someone who has been there: humanizing before organizing, learning by asking powerful questions, and going where the fear is. I recommend this book!" * Dr. Bruno Kahne, Vice President, Learning & Development of CMA CGM Group *"Michael Leckie is by all definitions a true innovator: humble, curious, creative, demanding, observant, and human. His years of experience in leading change in so many different organizations like Gartner, GE, as well as others have been distilled into this incredible book of wisdom. He outlines the myths, the mindsets, the approaches, and the principles to help you lead change in your organization and make progress. When telling the stories of change, Michael is at his best and conveys very deep and powerful concepts in a very digestible and simple way. He will open your mind in so many ways: from execution to exploration, from knowledge to learning, from path following to pathfinding, from making change to creating transformation. I hope you enjoy the book as much as I did. Thank you, Michael!" * Bob Moesta, Founder & CEO of The Re-Wired Group and Adjunct Lecturer at The Kellogg School of Northwestern University *"Michael distills his many years of transformation work experience into this amazing, must-read book. His insight into adaptive change and the growth mindset helps us see that transformation is all about people, starting with you, the leader. Michael brings a refreshing approach, showing us that no one framework will ever be superior to an amalgam that morphs to the given contextual challenges. It's not just about delivering suggested paths toward change, but actually starting with yourself first and modeling the change through execution. The lessons are also delivered with real-world narrative that makes it fun to read and hard to put down." * Vincent Perfetti, Chief Digital Officer at Nu Skin Enterprises *"When I first met Michael, I was deeply interested in how passionate he was about our collective abilities to help organizations to transform. We talked extensively about how learning could facilitate this as an outcome and the role of leaders in empowering this. What I love about this book is that it reminds me of those conversations as it is written in the same way. It is enjoyable and reminds you of the things that inspire you the most." * Jig Ramji, Group Head of Talent, London Stock Exchange Group *"Michael Leckie has always had a way to take concepts that are complex and lay them out in a very clear and concise way. In my experience, curious people are unstoppable, and Michael frames curiosity at the heart of transformation. This book is packed with practical steps a leader can take to ensure transformational change can succeed. Curious about how to make organizational change real? You must read this book!" * Jason Strle, Executive Vice President & Group CIO at Wells Fargo *"Michael's quest for knowledge and his ability make very complex concepts relatable and applicable transcend through this obvious labor of love book. As the great conversationalist that he is, reading this book felt like having a conversation with Michael: interesting, thoughtful and full of curiosity. This book teaches us great lessons about how to ask very simple questions in order to help us build open teams, tackle change, and to continuously learn." * Barry Warren, President & CEO, DHP Furniture and Executive Vice President, Dorel Home *"Michael Leckie's core premise in The Heart of Transformation is that when people in an organization can learn to care for each other, change can happen. It's a credo that he picked up in his time at Pepperdine's MSOD program, and has been applying and refining in a broad career spanning multiple roles and organizations. But it's not a one-sided, Pollyanna view of the world. He rightly recognizes (through simple, actionable, useful, and relatable questions and stories) that as leaders and people learn to care, they must also create the purposes and management structures, systems, and processes that make caring and change sustainable...for good." * Chris Worley, Research Professor of Management at Pepperdine’s Graziadio School of Business and Affiliate Researcher at USC’s Center for Effective Organizations *Table of Contents Chapter - 00: Introduction: Learning to swim; Chapter - 01: Getting Started with a Heart of Transformation; Chapter - 02: Why Does Our Digital World Demand a Human Solution?; Chapter - 03: The Challenge of Change; Chapter - 04: Exploring Before Executing; Chapter - 05: Learning Before Knowing; Chapter - 06: Changing Before Protecting; Chapter - 07: Pathfinding Before Path Following; Chapter - 08: Innovating Before Replicating; Chapter - 09: Humanizing Before Organizing; Chapter - 10: Your Heart of Transformation—Making It Strong;

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Book SynopsisMichael Leckie is the former Chief Learning Officer for the Digital Industrial Transformation at General Electric (GE) and is currently founding partner of Silverback Partners, LLC, an organizational consultancy based in Ridgefield, Connecticut. He also held the position of Managing Vice President in Gartner's Executive Programs business, managing teams that provided executive coaching, strategic guidance and research-based advisory services to Gartner's C-suite clients. He speaks, coaches and advises all over the world and across most industries: public, private and non-profit.Trade Review"The Heart of Transformation does beautifully what so many books on change management and leadership fail to do: bring the human element to front and center. Change is not an abstract process that occurs in systems; it is an intensely human process that begins in the change agents themselves and comes to involve all the members of an organization personally. While we take this for granted, it takes a book like this to show us how it works in detail." * Edgar Schein, Professor Emeritus of the Massachusetts Institute of Technology Sloan School of Management; Chairman of the Organizational Culture and Leadership Institute *"If you've ever felt alone in your enthusiasm for helping people embrace a digital world, you need to meet Michael Leckie. Drawing on a wealth of experience as a transformation leader, his passion for change leaps off the page and his advice is as encouraging as it is practical." * Adam Grant, #1 New York Times bestselling author of Think Again and host of the TED podcast WorkLife *"Through a myriad of stories and examples, and sharing of formal and experiential knowledge and personal reflection, Michael Leckie vividly captures the formidable yet rewarding challenge of changing ourselves in order to integrate humanity and organization to thrive. He labels it 'heart', but there is a lot of 'soul' in this book as well." * Sue Mohrman, Senior Research Scientist at the USC Marshall Center for Effective Organizations *"In a world that is changing more rapidly and more profoundly than predicted, The Heart of Transformation provides keen insights for leaders seeking to scale to these challenges. Michael Leckie does a terrific job of translating academic theory into actionable advice, while proving it's possible to lead with your head and your heart." * Joe Whittinghill, Corporate Vice President, Talent, Learning and Insights at Microsoft *"Change is hard, and this book is a thoughtful guide to all the amazing people who are engaged in leading it. Michael passionately shares, in a voice and vulnerability which I have come to love, a collection of heart-felt questions and insights to help you navigate your way through." * Mohammed "Khal" Khalid, Global Advisory Director at The Leading Edge Forum *"This book reminds me how insightful Michael is as a thought leader, adviser, and change agent, both in writing and in person. Michael combines a deep understanding of the human condition, business, and technology. His focus on dealing with the personal aspects of transformation, and the six capabilities we need to succeed, makes this book much more real and usable than many dry, high-level transformation frameworks. Powerful stuff." * Dave Aron, Unthinker, Vice President and Distinguished Analyst at Gartner *"It's not easy to write a book that is both simple and profound, and that tackles organizational transformation in such a personal way, but that's the magic of what Michael Leckie has done. No matter whether you're looking to change a corporation, a start-up, or a small team, you'll find both inspiration and practical advice in this book, the most important of which is to start with your own heart." * Ron Ashkenas, Partner Emeritus, Schaffer Consulting, and co-author of the Harvard Business Review Leader’s Handbook *"Leading an organization through this digital revolution is a complex human journey. Michael Leckie distills his many years of exploration, discovery, and leadership authority into this simple map that walks you through the heart of transformation." * Mark Bowden, Co-Founder of TRUTHPLANE® and global authority on non-verbal communication *"Change is about choices, hard choices. There are six that matter most, and Michael Leckie shows you how to make the call in this invaluable book. Of the six principles he lays out, 'Pathfinding before Path Following' is the one that personally provoked me, challenged me, and opened up for me a new way of thinking about change. It points to the courage and the smarts you need to navigate a new landscape. In The Heart of Transformation, Michael Leckie provides us an invaluable map." * Michael Bungay Stanier, Bestselling Author of The Coaching Habit, named the #1 Thought Leader in Coaching *"Many times, discussions about organizational transformation focus on tools, processes, and structures, leaving out of the mix the most important element: people. In The Heart of Transformation, Michael Leckie reminds leaders that to truly transform, you must enable your people with the skills a data-driven world requires to both see and think differently" * Mike Capone, CEO at Qlik *"Making a change in your own life is hard, and change is even harder inside organizations. Michael Leckie gives us a way to turn this massive challenge into simple and clear actions anyone can take. If you're struggling with change in your organization, then this is the book for you, and everyone you work with!" * Dorie Clark, Author of Reinventing You and executive education faculty, Duke University Fuqua School of Business *"Transformation is an internal fundamental evolution of conscious choice and when it's done right, transformation has an enduring impact. This book offers a timely and needed strategic playbook that forces us to examine behaviors and capabilities required to drive change and transformation, and how to recode our brains for change. It is replete with actionable examples and a must-read for anyone driving a change agenda." * Amber Grewal, Managing Director & Partner, Global Talent at Boston Consulting Group and former Chief Talent Officer at Intel Corporation *"Michael Leckie is a real person with real insight, and The Heart of Transformation is a refreshing read in a morass of business transformation tomes. Michael has not been afraid to make a leap during his career, always with heart and collegiality. This book will give you usable ideas at one of the most complicated times in recent human history." * Chris Howard, VP, Distinguished Analyst & Chief of Research at Gartner *"Michael's passion jumps off the page in this guide to operationalizing curiosity and caring. We have to challenge ourselves to not get bogged down by the 'digital' words of the day, but ask ourselves to get reacquainted with our assumptions and our heart." * Byron Johnson, Head of the Global Learning Center of Excellence, PepsiCo University *"I met Michael Leckie when he was responsible for culture change during the Digital Transformation of GE. At the time, I was impressed by his natural humility, his 'everything is possible' mindset, and his incredible skill to connect people together. If you haven't had the chance to know Michael personally, you will through this book. It is not a book full of words. It is a book full of life. It is not about theory, but about someone who has been there: humanizing before organizing, learning by asking powerful questions, and going where the fear is. I recommend this book!" * Dr. Bruno Kahne, Vice President, Learning & Development of CMA CGM Group *"Michael Leckie is by all definitions a true innovator: humble, curious, creative, demanding, observant, and human. His years of experience in leading change in so many different organizations like Gartner, GE, as well as others have been distilled into this incredible book of wisdom. He outlines the myths, the mindsets, the approaches, and the principles to help you lead change in your organization and make progress. When telling the stories of change, Michael is at his best and conveys very deep and powerful concepts in a very digestible and simple way. He will open your mind in so many ways: from execution to exploration, from knowledge to learning, from path following to pathfinding, from making change to creating transformation. I hope you enjoy the book as much as I did. Thank you, Michael!" * Bob Moesta, Founder & CEO of The Re-Wired Group and Adjunct Lecturer at The Kellogg School of Northwestern University *"Michael distills his many years of transformation work experience into this amazing, must-read book. His insight into adaptive change and the growth mindset helps us see that transformation is all about people, starting with you, the leader. Michael brings a refreshing approach, showing us that no one framework will ever be superior to an amalgam that morphs to the given contextual challenges. It's not just about delivering suggested paths toward change, but actually starting with yourself first and modeling the change through execution. The lessons are also delivered with real-world narrative that makes it fun to read and hard to put down." * Vincent Perfetti, Chief Digital Officer at Nu Skin Enterprises *"When I first met Michael, I was deeply interested in how passionate he was about our collective abilities to help organizations to transform. We talked extensively about how learning could facilitate this as an outcome and the role of leaders in empowering this. What I love about this book is that it reminds me of those conversations as it is written in the same way. It is enjoyable and reminds you of the things that inspire you the most." * Jig Ramji, Group Head of Talent, London Stock Exchange Group *"Michael Leckie has always had a way to take concepts that are complex and lay them out in a very clear and concise way. In my experience, curious people are unstoppable, and Michael frames curiosity at the heart of transformation. This book is packed with practical steps a leader can take to ensure transformational change can succeed. Curious about how to make organizational change real? You must read this book!" * Jason Strle, Executive Vice President & Group CIO at Wells Fargo *"Michael's quest for knowledge and his ability make very complex concepts relatable and applicable transcend through this obvious labor of love book. As the great conversationalist that he is, reading this book felt like having a conversation with Michael: interesting, thoughtful and full of curiosity. This book teaches us great lessons about how to ask very simple questions in order to help us build open teams, tackle change, and to continuously learn." * Barry Warren, President & CEO, DHP Furniture and Executive Vice President, Dorel Home *"Michael Leckie's core premise in The Heart of Transformation is that when people in an organization can learn to care for each other, change can happen. It's a credo that he picked up in his time at Pepperdine's MSOD program, and has been applying and refining in a broad career spanning multiple roles and organizations. But it's not a one-sided, Pollyanna view of the world. He rightly recognizes (through simple, actionable, useful, and relatable questions and stories) that as leaders and people learn to care, they must also create the purposes and management structures, systems, and processes that make caring and change sustainable...for good." * Chris Worley, Research Professor of Management at Pepperdine’s Graziadio School of Business and Affiliate Researcher at USC’s Center for Effective Organizations *Table of Contents Chapter - 00: Introduction: Learning to swim; Chapter - 01: Getting Started with a Heart of Transformation; Chapter - 02: Why Does Our Digital World Demand a Human Solution?; Chapter - 03: The Challenge of Change; Chapter - 04: Exploring Before Executing; Chapter - 05: Learning Before Knowing; Chapter - 06: Changing Before Protecting; Chapter - 07: Pathfinding Before Path Following; Chapter - 08: Innovating Before Replicating; Chapter - 09: Humanizing Before Organizing; Chapter - 10: Your Heart of Transformation—Making It Strong;

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Book SynopsisAndy Craggs has over 30 years of experience in leadership and business consulting. A Director of Executive Education at London Business School, he has previously worked for Dow Jones, Walt Disney and Sony and now delivers leadership, change and executive coaching programmes for companies like Apple, BBC, ING, Dyson and Novartis. A public speaker and writer on organizational issues and cross-cultural leadership, he has delivered keynote addresses for large audiences at organizations such as EY and PMI, and has taught at UCLA (US), EMAM (Italy), and the IPA (UK). He is based in London, UK.Trade Review"This book shares key lessons from a range of exceptional leaders who provide unique insights into the nature of change and navigating uncertainty." * ADI IGNATIUS, EDITOR IN CHIEF, HARVARD BUSINESS REVIEW *"Never has the importance of courage and empathy been more critical for navigating change in an uncertain world." * AMY C. EDMONDSON, NOVARTIS PROFESSOR OF LEADERSHIP AND MANAGEMENT, HARVARD BUSINESS SCHOOL *"To face the world's dramatic changes, The Change Mindset is both a fresh and indispensable book for leaders today. Vive la différence!" * MAURICE LEVY, CHAIRMAN OF THE SUPERVISORY BOARD, PUBLICIS GROUPE *"This new research concerning transitions is inspiring and exciting. It gives us the opportunity to examine oneself, to walk in huge steps through our own life and consider our different stages, contrary forces and paradoxes." * PASCAL CAGNI, FOUNDER AND CEO OF C4 VENTURES, VICE PRESIDENT OF APPLE EMEIA (2000–2012) *"It's hard to figure out the right way forward in today's turbulent world. In this fascinating new book, Andy Craggs provides you with the playbook you need. Based on many years' experience as a coach and consultant, The Change Mindset takes you through the obstacles to progress and identifies the key things you need to do to navigate the difficult transitions many of us face today." * JULIAN BIRKINSHAW, PROFESSOR STRATEGY AND ENTREPRENEURSHIP, LONDON BUSINESS SCHOOL *"As we peer from the present into the future, uncertainty and change loom large. In The Change Mindset, Andy Craggs provides a framework and practical guidance for how you can navigate a path forward with control and confidence, and seek not just a transition but your transition." * ANDREW SCOTT, PROFESSOR OF ECONOMICS, LONDON BUSINESS SCHOOL *"Andy Craggs' new book draws on lessons from a wide range of notable lead­ers who share their own experiences of change in a unique collection of stories and insights. The resulting psychological framework and change toolkit that emerge are powerful, fresh, and practical, providing a new route to tackling the leadership challenges we all face today. The twin practices of Courage and Empathy stand out as the critical skills for navigating change in our uncertain world, while self-awareness and the value of deep reflection become evident as we discover and explore our inner change archetypes as dreamers, drivers, shapers and sherpas. Find out how to build your own Change Mindset and more successfully navigate your biggest challenges as a leader in your own field of practice. A relevant and timely book in today's ongoing unpredictable Covid-19 world." * DR L. MEE YAN CHEUNG JUDGE, FOUNDER, QUALITY AND EQUALITY LTD AND ACADEMIC OD PRACTITIONER *Table of Contents Chapter - 00: Introduction; Chapter - 01: What is Transitional Change and Why is it Prone to Failure?; Chapter - 02: Our Shared Human Experience as a Metaphor for Leading Change; Chapter - 03: Person, Passion, Permission, Purpose: The Four Tenets of Powerful Change Leadership; Chapter - 04: Building a Change Mindset Through Courage & Empathy; Chapter - 05: The FAIL Behaviours - Transition Traps & How to Recognize Them; Chapter - 06: The SPARK Practices - Transition Triggers & How to Use Them; Chapter - 07: The Transitions Masterclass - Dreamers, Drivers, Shapers & Sherpas; Chapter - 08: The Change Mindset Toolkit - How to Improve Decision-making in Uncertainty; Chapter - 09: Meet the Platers - Lessons from Powerful Leaders on Navigating Change

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Book SynopsisIan MacRae is a work psychologist, consultant, speaker, author and Managing Director of High Potential Psychology. He works with, and writes about, a wide range of topics relating to psychology and the workplace. He developed the High Potential Traits Inventory (HPTI), a personality assessment which has been translated into dozens of languages and used by over 50,000 people around the world. He is also the author of Myths of Social Media and co-author of Motivation and Performance.Table of Contents Chapter - 00: Introduction; Chapter - 01: Staff should work eight-hour days, Monday to Friday; Chapter - 02: Working from home reduces productivity; Chapter - 03: Social media should never be used at work; Chapter - 04: Listening to music while working is distracting; Chapter - 05: Health and safety is the enemy; Chapter - 06: Surveillance improves performance; Chapter - 07: Creating a Google-style office environment will make staff more innovative; Chapter - 08: Mindfulness is the answer to all problems; Chapter - 09: Neuroscience is the silver bullet to workplace problems; Chapter - 10: Start-ups need a different type of leader to succeed; Chapter - 11: It’s better to have higher self-esteem at work; Chapter - 12: We only use 10 per cent of our brain at work; Chapter - 13: Making workplaces sustainable is a burden; Chapter - 14: The best way to motivate people is to pay them more; Chapter - 15: Employees who work the longest hours are the most valuable people; Chapter - 16: People should retire at 65; Chapter - 17: Perfectionists make the best employees; Chapter - 18: Women aren’t as competitive as men at work; Chapter - 19: People’s personalities can be sorted into categories at work; Chapter - 20: Sexuality and gender should be taken into account at work; Chapter - 21: Millennials are changing the workplace; Chapter - 22: Co-workers should not form romantic relationships; Chapter - 23: Teaching and training are the same; Chapter - 24: Annual appraisals are the best way to measure performance; Chapter - 25: High achievers always make great managers; Chapter - 26: A computer is going to take your job; Chapter - 27: Open-plan offices are always the best option

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Book SynopsisLinda Holbeche is co-director of The Holbeche Partnership, and was previously Director of Research and Policy at the CIPD. She was Director of Leadership and Consultancy at the Work Foundation and of Research and Strategy at Roffey Park and is Visiting Professor at five UK universities. In 2021 she was named as one of the Most Influential HR Thinkers by HR Magazine and is the co-author of Organization Development, also published by Kogan Page. She is based in Sussex, UK.Trade Review"This is a timely revision of this insightful book by Linda Holbeche. The book draws on multiple perspectives and case examples to support why and how organizations and individuals should invest in building an agile organization. A strong case is built for how agility, flexibility and resilience are all concepts that need to be given equal focus by organizational leaders; the reflective questions and checklists presented in each chapter clearly support this." * Dr Christina Evans, Independent Career Coach and Educator *"With the post-pandemic shocks to our way of life and working, we now face a very uncertain geopolitical world economically, environmentally and to maintain peace. We now have to prepare ourselves for a future we cannot foresee. Agility, resilience and speed have become essential in our lives. Linda's latest book describes and illustrates ways forward for organizations and people to adapt to this ever-changing world. It is a 'must read' for leaders in all walks of life, to work with their people to prepare to change and adapt to this new reality. It defines a new social contract between organizations and its people, including customers. Agility is no longer a buzz word it is a mindset we must all adopt." * Roger Leek, Chair, Roffey Park Institute, formerly SVP, Global HR, Fujitsu *"This book clearly and eloquently checks all the boxes required to become change-able organization. It is comprehensive in breadth and useful with checklists on actions to make agility happen." * Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan Partner, the RBL Group *"Highly recommended 'go to' guide on the agile organization and how to navigate the rapidly changing landscape to bring about meaningful transformation. The third edition brings more compelling practical insights and recommended actions to continue to be an invaluable resource for leaders, HR & OD practitioners and all those leading change. Already an essential reference and helpful guide for those in the NHS, this up to date contemporary edition will be greatly valued and relevant across all sectors and organizations. A must buy." * Karen Dumain, Leading Do OD, Head of OD Professional Development, NHS England *"Linda very ably manages to demystify what agility means in practical terms through sharing of experiences of organizations who have been on this journey, making a compelling argument for a strong link between agility and resilience as a recipe for success. The practical tips and checklists in the book pave the way for professionals embarking on work in this area." * Roshan Israni FCIPD, Deputy CEO, University and Colleges Employers Association (UCEA) *"Linda's book provides a lucid guide for business leaders and HR practitioners alike in rapidly changing environments including pandemics, uncertain geopolitical landscapes, AI advancements and shifting worker expectations. Linda shows us how to stay ahead of the curve through organizational agility, achieved by engaged and resilient work cultures, more flexible people processes and innovation. A stimulating read." * Mira Bacelj, Director Human Resources, INTERPOL *"Agility has to be at the heart of business thinking in a rapidly changing and uncertain world. This book provides an insightful and comprehensive look at what agility really means, from strategy and leadership, to culture, people, and processes." * Peter Cheese, Chief Executive, CIPD *Table of Contents Chapter - 00: Introduction; Chapter - 01: Why go agile?; Chapter - 02: The resiliently agile organization; Chapter - 03: Agile strategizing; Chapter - 04: Agile linkages; Chapter - 05: Designing for agility; Chapter - 06: Agile implementation; Chapter - 07: Agile people processes; Chapter - 08: Nurturing employee engagement and resilience; Chapter - 09: HR’s role in building a high-performance work climate; Chapter - 10: Building a change-able culture; Chapter - 11: Agile leadership; Chapter - 12: Conclusion;

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Book SynopsisLinda Holbeche is co-director of The Holbeche Partnership, and was previously Director of Research and Policy at the CIPD. She was Director of Leadership and Consultancy at the Work Foundation and of Research and Strategy at Roffey Park and is Visiting Professor at five UK universities. In 2021 she was named as one of the Most Influential HR Thinkers by HR Magazine and is the co-author of Organization Development, also published by Kogan Page. She is based in Sussex, UK.Trade Review"This is a timely revision of this insightful book by Linda Holbeche. The book draws on multiple perspectives and case examples to support why and how organizations and individuals should invest in building an agile organization. A strong case is built for how agility, flexibility and resilience are all concepts that need to be given equal focus by organizational leaders; the reflective questions and checklists presented in each chapter clearly support this." * Dr Christina Evans, Independent Career Coach and Educator *"With the post-pandemic shocks to our way of life and working, we now face a very uncertain geopolitical world economically, environmentally and to maintain peace. We now have to prepare ourselves for a future we cannot foresee. Agility, resilience and speed have become essential in our lives. Linda's latest book describes and illustrates ways forward for organizations and people to adapt to this ever-changing world. It is a 'must read' for leaders in all walks of life, to work with their people to prepare to change and adapt to this new reality. It defines a new social contract between organizations and its people, including customers. Agility is no longer a buzz word it is a mindset we must all adopt." * Roger Leek, Chair, Roffey Park Institute, formerly SVP, Global HR, Fujitsu *"This book clearly and eloquently checks all the boxes required to become change-able organization. It is comprehensive in breadth and useful with checklists on actions to make agility happen." * Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan Partner, the RBL Group *"Highly recommended 'go to' guide on the agile organization and how to navigate the rapidly changing landscape to bring about meaningful transformation. The third edition brings more compelling practical insights and recommended actions to continue to be an invaluable resource for leaders, HR & OD practitioners and all those leading change. Already an essential reference and helpful guide for those in the NHS, this up to date contemporary edition will be greatly valued and relevant across all sectors and organizations. A must buy." * Karen Dumain, Leading Do OD, Head of OD Professional Development, NHS England *"Linda very ably manages to demystify what agility means in practical terms through sharing of experiences of organizations who have been on this journey, making a compelling argument for a strong link between agility and resilience as a recipe for success. The practical tips and checklists in the book pave the way for professionals embarking on work in this area." * Roshan Israni FCIPD, Deputy CEO, University and Colleges Employers Association (UCEA) *"Linda's book provides a lucid guide for business leaders and HR practitioners alike in rapidly changing environments including pandemics, uncertain geopolitical landscapes, AI advancements and shifting worker expectations. Linda shows us how to stay ahead of the curve through organizational agility, achieved by engaged and resilient work cultures, more flexible people processes and innovation. A stimulating read." * Mira Bacelj, Director Human Resources, INTERPOL *"Agility has to be at the heart of business thinking in a rapidly changing and uncertain world. This book provides an insightful and comprehensive look at what agility really means, from strategy and leadership, to culture, people, and processes." * Peter Cheese, Chief Executive, CIPD *Table of Contents Chapter - 00: Introduction; Chapter - 01: Why go agile?; Chapter - 02: The resiliently agile organization; Chapter - 03: Agile strategizing; Chapter - 04: Agile linkages; Chapter - 05: Designing for agility; Chapter - 06: Agile implementation; Chapter - 07: Agile people processes; Chapter - 08: Nurturing employee engagement and resilience; Chapter - 09: HR’s role in building a high-performance work climate; Chapter - 10: Building a change-able culture; Chapter - 11: Agile leadership; Chapter - 12: Conclusion;

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Book SynopsisProfessor Julie Hodges is a leading international expert on change in organizations and is currently a Professor of Organizational Change at Durham University Business School, UK. Prior to this, she worked as a business consultant for over 20 years in several profit and non-profit organizations including PwC, Vertex and the UK British Council. She is the author of several books including Managing and Leading People through Organizational Change and Consultancy, Organizational Development and Change, both published by Kogan Page.Trade Review"The book focuses on how to achieve engagement and active participation of stakeholders with the organizational change. It introduces a cyclical business transformation framework and its associated principles, which I find particularly appealing as they offer practical guidance on how to establish a change management approach that prioritizes people over processes. Readers will also find the many case studies as a great source of insight that provide valuable lessons learned directly from the field. In essence, this book is an essential read for anyone seeking to navigate the complexities of effecting successful, people-first change in our post-pandemic, fast-paced and hybrid world." * Peter Scheytt, Transformation Manager at Cognizant Netcentric, Munich, Germany *"People-Centric Organizational Change emerges as a beacon of accessible guidance for leaders navigating the post-pandemic and economic crisis era. Bringing us up to date with the impact of generative AI and geopolitical turmoil, the book not only acknowledges the external pressures we face but seamlessly integrates them into its framework, offering a comprehensive guide to managing change amidst adversity. With thought-provoking case-studies, chapter questions and prompts for turning strategy into action, this is not merely a book; it is a manifesto for a new era of leadership-one that recognizes the value of a people-centric approach in achieving lasting transformation." * Jaimie Brown, Senior Director Change Management, Medical Affairs EMEA M&D Communications & Change Management, Astellas, UK *"With a clear structure spanning from theory to practice, People-Centric Organizational Change guides readers through the complex challenges of involving people in transformation processes and preparing them for uncertainties. The selected case studies are like windows into reality, illustrating how theoretical approaches can be brought to life practically. For executives, change managers and all those working at the intersection of human dynamics and corporate development, as well as for those who not only lead changes but also shape them with meaning and sensitivity, it deserves a permanent place on the bookshelf." * Daniel Auwermann, TRAFO founder, Berlin, Germany *"Professor Julie Hodges presents the inescapable truth that people are at the core of business transformation. As a piece of work it is captivating, inspiring and just about perfect in the way it is done." * Kathy Gilbert, Executive Management Consultant, Australia *"In an environment where we strive to have our leaders ready for future skills, especially in the technology world, this book provides us with an answer - a people-centric approach. This book makes me a believer that equipping teams to cope, limiting pressure and using dialogue is at the heart of not only successfully leading transformations but also sustaining and improving operations. Any current or aspiring leader will benefit from reading this book. It will equip any leader with the ability to navigate the ambiguity and uncertainty that team members may feel during transformations." * Inga Grigaliunaite, Global Talent Development and Leadership Programs Lead, Dell Technologies Ireland *"In a landscape where outdated approaches struggle to address the complexity of change management amidst dynamic and chaotic situations, this book emerges as guidance. It recognizes that transformation is not a single linear event but a confluence of simultaneous initiatives, necessitating a focus on agility and adaptability. Dive into this compelling read to discover the essence of people-centric change management and equip yourself with the tools to navigate the intricate web of contemporary business transformation successfully." * Henry Harianto, Group Chief Information Officer, Meratus group, Indonesia *"This is a thought-provoking and well-rounded book on organisational change with people at the core! It brings to life some of the key challenges that we face on a daily basis, and as Head of Change, the principles provided reinforce many of the best practices that I follow but take these to another level by giving insightful case studies and examples." * Nic Purvis, Head of Change Management, Sage, UK *Table of Contents Chapter - 01: Rationale for People-Centric Change; Chapter - 02: Why Engaging People in Business Change is Crucial; Chapter - 03: Engaging Stakeholders; Chapter - 04: Engaging Opposing Voices; Chapter - 05: Communication of Change; Chapter - 06: Change as an opportunity, not a threat; Chapter - 07: The role of Managers in Change; Chapter - 08: Wellbeing during Change; Chapter - 09: Equality, Diversity and Inclusion and Change; Chapter - 10: Fostering Collaboration; Chapter - 11: How to build a people-centric change strategy; Chapter - 12: Glossary and Further Reading

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Book SynopsisChia-Yu Kou-Barrett is an organizational behavior researcher. She formerly worked as a Lecturer at Cranfield School of Management and as an Assistant Professor at Smurfit Business School, University College Dublin. She has published in top-tier journals, co-authored book chapters and taught students across undergraduate, postgraduate, EMBA and UK apprenticeships Level 7 programs. Her work focuses on enhancing understanding of knowledge sharing and workplace dynamics.

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Book SynopsisAndy Swann is the Founder/ CEO of My Amazing Team, where he works around the world on unique, innovative and impactful innovation projects for some of the planet's largest organizations and biggest brands. Known as an expert on the connection between people, organizations and action. A regular media contributor, Swann has been featured on the BBC, NBC, ABC, Fox and many others. He also hosts The LifeWork Podcast and recently launched the weekly Give Out But Don't Give Up live show on YouTube.Trade Review"The principles set out in The Human Workplace are helpful for any company that emphasizes purpose and identity, connection with the company, each other and the community, as well as co-creation and two-way dialogue with employees. This is a helpful guide on how to grow by design." * Mark Levy, Airbnb's first Head of Employee Experience *"Andy Swann knows better than most that things just aren't that straightforward. Bringing his work at the coalface of organizational change with him, he leads us through the challenges, debunks the fads and offers practical and effective ways of not only coping with the challenges of the future but possibly even enjoying them." * Euan Semple, Author, Speaker and Business Strategist *"This book is pragmatic, relevant, current - it should be required reading for all leaders claiming "People are the most important thing to me" and selectively pointing at other companies saying "I want that one" without understanding the elements, i.e, people." * Andy Meikle, former Chief People Officer, JustGiving and Founder, Folk Consulting *"The Human Workplace offers a thoughtful and incisive examination of our complicated relationship with our work, its meaning and our attitudes. In this comprehensively researched book, Andy Swann considers the full scope of how we work, from the interpersonal to the networks and communities on which we rely, and how this is translating into today's society. In an age of digitization and artificial intelligence, Swann repeatedly finds that applying our shared humanity is the most important element of a high-performing workplace. From case studies to personal reflections, he explores engaging workplace comparisons and finds ingenuity at work in work. This book made me reconsider how we should shape the future of work and appreciate that it will be those who are constantly learning in our high-speed world that will deserve success for their teams and a resilient future for their organizations." * Tim Pointer, former HR Director, Dixons Carphone and Founder, Starboard Thinking *Table of Contents Section - 00: Introduction; Section - 01: Getting to grips with the basics; Section - 02: Building your structure; Section - 03: All about people; Section - 04: In all the right places; Section - 05: Turning it into action; Section - 06: Communications and technology; Section - 07: Getting there: making the change; Section - 08: Final thoughts;

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Book SynopsisRaisa Arvinen-Muondo works in HR management in Luanda, Angola. She has undertaken doctoral research at the University of Bedfordshire, on the career development of Angolan professionals within Western multinational organizations, focusing on the impact of experiences associated with international living.Stephen J Perkins is Dean of London Metropolitan Business School and a Visiting Research Fellow at Cass Business School. In addition to having served in several universities, he has held senior management posts in industry at times of transformational change and consulted with private and state-owned organizations internationally.Table of Contents Section - ONE: Introduction; Chapter - 00: Introduction – Stephen Perkins and Raisa Arvinen-Muondo; Section - TWO: Individuals at work under an employment relationship; Chapter - 01: Managing diverse identities at work – Janice Johnson and Christina Schwabenland; Chapter - 02: Perception, making decisions and people management – Raisa Arvinen-Muondo; Chapter - 03: Motivation at work: engagement and facilitation – Nahid Rozalin; Section - THREE: Employing human resources to work together for a purpose; Chapter - 04: Managing performance – Caroline Bolam and Sarah Jones; Chapter - 05: Leadership, communication and organizational effectiveness – Linda Holbeche; Chapter - 06: Talent management – Raisa Arvinen-Muondo and Qi Wei; Section - FOUR: Shifting contexts for organizational behaviour; Chapter - 07: Conflict, power and politics – Philip Davies and Rod Smith; Chapter - 08: Organizational culture – Eliot Lloyd; Chapter - 09: Managing organizational change – Faten Baddar Al-Husan and Konstantinos Kakavelakis; Chapter - 10: Creativity, innovation and the management of knowledge – Pauline Loewenberger; Section - FIVE: Summation and reflection; Chapter - 11: Coda: HRM and OB – accenting the social – Stephen Perkins and Raisa Arvinen-Muondo

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Book SynopsisThis primer offers MBA and other advanced students exposure to the basic theories and concepts of organizational behavior and management. Delivers the basic theories and concepts of organizational behavior and management in a concise format. Includes Guides for Managers'' which show how managers can apply these theories. Supplemental materials include exercises and cases. Covers topical issues such as diversity, technology and e-business. Executive edition of Tosi and Mero''s successful textbook, Managing Organizational Behavior (Blackwell Publishing, Fourth Edition, 2000 Trade Review"The authors provide a very readable integration of organizational behavior concepts and research findings illustrating the 'hard skills' in managing people. 'The Guides for Managers' included in each chapter offer valuable summaries for practice." Ronald Burke, York UniversityTable of ContentsAcknowledgments ix Block I Introduction 1 Managing Organizational Behavior 2 Basic Model of Behavior 4 The Context of Twenty-First-Century Organizational Behavior 5 The Field of Organizational Behavior 9 Managing Organizational Performance 14 What Do Managers Really Do? 15 Block II A Focus on the Individual 2 Personality and Individual Differences 20 Fundamentals of Personality 22 Personality in Organizational Settings 30 Ability 32 3 Attitudes and Accommodation to Work 37 Fundamentals of Work Attitudes 38 A Model of Attitudes 40 Attitudinal Consistency and Cognitive Dissonance 42 Socialization: Developing Work-Related Attitudes and Behaviors 44 Organizational Commitment and Accommodation 48 4 Individual Perception, Judgment, and Attribution 54 Fundamentals of Perception 55 Judgment Biases and Errors 58 Attribution Theory: Finding Causes of Behavior 60 Some Organizational Implications of Perceptual and Attributional Biases 64 5 Motivation and Performance 68 Motivation and Performance 69 The Fundamentals of Motivation and Performance 70 Motivation: The Content Theories 73 Motivation: The Process Theories 80 Block III The Context of Organizational Behavior 6 Group and Team Performance 94 The Fundamentals of Groups and Teams 96 Group Development 99 Team Effectiveness Issues 101 Group Processes 103 Group Dynamics 106 Social Influences on Behavior 109 Virtual Teams 110 7 Culture: National and Organizational 114 The Hofstede Model of National Culture 115 Organizational Consequences of National Cultural Differences 119 Organizational Culture 123 The Modal Personality of Top Management and Types of Organizational Cultures 131 Organizational Subcultures 133 Organizational Culture: Some Special Cases 134 8 Organizational Structure and Design 139 The Fundamentals of Organizational Structure 140 Organizations: The Effects of Technology and Markets 142 Formal Organizations: Design and Structure 149 Organizational Design Alternatives 150 Block IV Integrating Behavioral Theory into Effective Management and Leadership 9 Managing Performance: The Influence of Technology and Knowledge 162 The Context of Performance Management 164 Task Specialists: Managing their Performance 168 Managing Knowledge Workers 175 10 Conflict 183 The Nature of Conflict 185 Diagnosing Conflict 191 Individual Responses to Conflict 194 Improving Organizational Response to Conflict 198 11 Decision-Making 204 Characteristics of the Decision-Making Process 206 Models of Decision-Making 207 Improving Individual Decision-Making 210 Improving Group Decision-Making 213 Social Influences on Group Decision-Making 217 12 Power and Politics in Organizations 222 A Model of Influence Processes in Organizations 223 Acquiring and Maintaining Organizationally Based Influence 230 Acquiring and Maintaining Personal-Based Influence 235 Organizational Politics 238 13 Leadership 247 Trait Approaches to Leadership 249 Behavioral Approaches to Leadership 250 Contingency Theories of Leadership 253 Process Theories of Leadership 259 Substitutes for Leadership 262 14 Organizational Change 268 How our Work Life is Changing 269 Stages of Successful Change 271 Resistance to Change 273 Helping Individuals Cope with Change 278 Organizational Development 281 Name Index 286 Subject Index 291

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Book SynopsisStress: A Brief History is a lively, accessible, and detailed examination of the origins of the field of stress research. First concise, accessible, academically grounded book on the origins of the concept of stress. Explores different theories and models of stress such as the psychosomatic approach, homeostasis, and general adaptation syndrome. Discusses the work and intriguing contributions of key researchers in the field such as Walter Cannon, Hans Selye, Harold Wolff, and Richard Lazarus. Explains the origins of key concepts in stress such as stressful life events, the coronary-prone personality, and appraisals and coping. Culminates in a discussion of what makes a good theory and what obligations stress researchers have to those whose working lives they study. Trade Review"Mental health problems and stress-related disorders are often the cause of early death. Cary Cooper's and Philip Dewe's book is a fascinating and highly readable account of the long and difficult journey to this insight. I recommend it strongly." Lennart Levi, MD, PhD, Emeritus Professor, Division of Stress Research, Karolinska Institutet, Stockholm, Sweden "an informative and concise summary of landmarks in the history of stress research, with themes originating from over a hundred years of contributions to the field ... this book carries more than enough information for one to appreciate the origins of an exciting and necessary field." Andi Yi-An Shih, Ph.D. Candidate, University of British Colombia. Stress and Health, 20, 239-40, 2004 "This must be the definitive book on the history of stress, written by specialists in organisational psychology and behaviour...Work stress is given a chapter on its own , and the conclusion asks what we mean by stress and how research on the topic can be pursued." Scientific and Medical Network Review, Summer 2005Table of ContentsAcknowledgements. 1. From Early Beginnings to the 20th Century. Introduction. Hooke’s Law and the Engineering Analogy. The 18th Century and Beyond. Summary of Themes from the 18th and 19th Century. 2. The 20th Century – The Early Years. The Emergence of the School of Functionalism. Fatigue and Mental Hygiene. Psychosomatic Medicine and the contribution of Walter Cannon. Hans Selye. The Concept of Non-Specificity. General Adaptation Syndrome. Eustress, Distress, Overstress and Hyperstress. Physiological Aspects of Stress. The Work of Harold Wolff. The Protective Reaction. Summary of the First half of the 20th Century. 3. From the 1950s to Richard Lazarus. Stress in the 1950s and 1960s. Stressful Life Events. The Social Readjustment Scale. Daily Hassles and Uplifts and the Debate that Followed. The Debate: Critical Life Events Versus Hassles and Uplifts. Personality and Type A Behavior Patterns. Towards the Study of Individual Differences. A Return to the 1950s and 1960s and a change in Focus. The History of Stress in Sweden. The Origins of Organizational Psychology. The Rise of Ergonomics/Human Factors. Summary. 4. The Work of Richard Lazarus. Introduction. The Beginnings. The Berkeley Stress and Coping Project. A Historical Look at Appraisal. The Nature of Appraisals and the debate that Followed. Lazarus and the process of Coping. Ways of Coping Questionnaire. Lazarus and Emotions. Summary. 5. Work Stress and Occupational Health Psychology. Introduction. Work Stress. Role Conflict, Role Ambiguity and the Search for Causes of Work Stress. Beyond Role Conflict, Ambiguity and Overload. Early Research Frameworks and Identifying Strains. Toward an Integrated Model of Work Stress. Work Stress and Coping. From Coping to the Self Help Years to Stress Management. Occupational Health Psychology. Post Traumatic Stress Disorder. Summary. 6. What Do We Mean by Stress: From the Past to the Future. Introduction. From the Past to the Future. What does History add to Our Understanding of Stress?. Searching for the Organizing Concept of the future. Distinguishing Between Description and Meaning. Why Stress? Fulfilling Our moral Responsibility. References. Index.

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Book SynopsisStress: A Brief History is a lively, accessible, and detailed examination of the origins of the field of stress research. First concise, accessible, academically grounded book on the origins of the concept of stress. Explores different theories and models of stress such as the psychosomatic approach, homeostasis, and general adaptation syndrome. Discusses the work and intriguing contributions of key researchers in the field such as Walter Cannon, Hans Selye, Harold Wolff, and Richard Lazarus. Explains the origins of key concepts in stress such as stressful life events, the coronary-prone personality, and appraisals and coping. Culminates in a discussion of what makes a good theory and what obligations stress researchers have to those whose working lives they study. Trade Review"Mental health problems and stress-related disorders are often the cause of early death. Cary Cooper's and Philip Dewe's book is a fascinating and highly readable account of the long and difficult journey to this insight. I recommend it strongly." Lennart Levi, MD, PhD, Emeritus Professor, Division of Stress Research, Karolinska Institutet, Stockholm, Sweden "an informative and concise summary of landmarks in the history of stress research, with themes originating from over a hundred years of contributions to the field ... this book carries more than enough information for one to appreciate the origins of an exciting and necessary field." Andi Yi-An Shih, Ph.D. Candidate, University of British Colombia. Stress and Health, 20, 239-40, 2004 "This must be the definitive book on the history of stress, written by specialists in organisational psychology and behaviour...Work stress is given a chapter on its own , and the conclusion asks what we mean by stress and how research on the topic can be pursued." Scientific and Medical Network Review, Summer 2005Table of ContentsAcknowledgements. 1. From Early Beginnings to the 20th Century. Introduction. Hooke’s Law and the Engineering Analogy. The 18th Century and Beyond. Summary of Themes from the 18th and 19th Century. 2. The 20th Century – The Early Years. The Emergence of the School of Functionalism. Fatigue and Mental Hygiene. Psychosomatic Medicine and the contribution of Walter Cannon. Hans Selye. The Concept of Non-Specificity. General Adaptation Syndrome. Eustress, Distress, Overstress and Hyperstress. Physiological Aspects of Stress. The Work of Harold Wolff. The Protective Reaction. Summary of the First half of the 20th Century. 3. From the 1950s to Richard Lazarus. Stress in the 1950s and 1960s. Stressful Life Events. The Social Readjustment Scale. Daily Hassles and Uplifts and the Debate that Followed. The Debate: Critical Life Events Versus Hassles and Uplifts. Personality and Type A Behavior Patterns. Towards the Study of Individual Differences. A Return to the 1950s and 1960s and a change in Focus. The History of Stress in Sweden. The Origins of Organizational Psychology. The Rise of Ergonomics/Human Factors. Summary. 4. The Work of Richard Lazarus. Introduction. The Beginnings. The Berkeley Stress and Coping Project. A Historical Look at Appraisal. The Nature of Appraisals and the debate that Followed. Lazarus and the process of Coping. Ways of Coping Questionnaire. Lazarus and Emotions. Summary. 5. Work Stress and Occupational Health Psychology. Introduction. Work Stress. Role Conflict, Role Ambiguity and the Search for Causes of Work Stress. Beyond Role Conflict, Ambiguity and Overload. Early Research Frameworks and Identifying Strains. Toward an Integrated Model of Work Stress. Work Stress and Coping. From Coping to the Self Help Years to Stress Management. Occupational Health Psychology. Post Traumatic Stress Disorder. Summary. 6. What Do We Mean by Stress: From the Past to the Future. Introduction. From the Past to the Future. What does History add to Our Understanding of Stress?. Searching for the Organizing Concept of the future. Distinguishing Between Description and Meaning. Why Stress? Fulfilling Our moral Responsibility. References. Index.

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Book SynopsisCreating, adapting to, and exploiting change is inherently entrepreneurial. To survive and prosper under conditions of change, firms must develop the dynamic capabilities to create, extend, and modify the ways in which they operate. The capacity of an organization to create, extend, or modify its resource base is vital. Since the concept of dynamic capabilities was first introduced, much research has elaborated the initial idea. This important book by Constance Helfat and her team of leading scholars provides a timely focus on in-depth examples of corporate dynamic capabilities. Examining these in the different contexts of alliances, acquisitions, and management, the book gives students and researchers a succinct, up-to-date definition of dynamic capabilities and the strategic management theories around them.Table of ContentsList of Figures vi Notes on Contributors vii Preface xi 1. Dynamic Capabilities: Foundations 1 2. Managers, Markets, and Dynamic Capabilities 19 3. Dynamic Capabilities and Organizational Processes 30 4. Executives, Dynamic Capabilities, and Strategic Change 46 5. Relational Capabilities: Drivers and Implications 65 6. Acquisition-Based Dynamic Capabilities 80 7. Firm Growth and Dynamic Capabilities 100 8. Dynamic Capabilities: Future Paths and Possibilities 115 Glossary of Terms 121 List of Company Examples 123 References 124 Author Index 138 Subject Index 142

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Book SynopsisCreating, adapting to, and exploiting change is inherently entrepreneurial. To survive and prosper under conditions of change, firms must develop the dynamic capabilities to create, extend, and modify the ways in which they operate. The capacity of an organization to create, extend, or modify its resource base is vital. Since the concept of dynamic capabilities was first introduced, much research has elaborated the initial idea. This important book by Constance Helfat and her team of leading scholars provides a timely focus on in-depth examples of corporate dynamic capabilities. Examining these in the different contexts of alliances, acquisitions, and management, the book gives students and researchers a succinct, up-to-date definition of dynamic capabilities and the strategic management theories around them.Table of ContentsNotes on Authors. Foreword. 1. Dynamic Capabilities: Foundations. 2. Managers, Markets, and Dynamic Capabilities. 3. Dynamic Capabilities and Organizational Processes. 4. Executives, Dynamic Capabilities, and Strategic Change. 5. Relational Capabilities: Drivers and Implications. 6. Acquisition-Based Dynamic Capabilities. 7. Firm Growth and Dynamic Capabilities. 8. Dynamic Capabilities: Future Paths and Possibilities. Glossary of Terms. List of Case Examples. References. Author Index. Subject Index

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Book SynopsisPerformance Management presents an end-to-end practical model of effective performance management that shows how to develop and implement performance management systems that yield bottom line results. Practical step by step guidance and examples Realities associated with implementing best practices and avoiding common pitfalls Jobs and circumstances where common practices will and will not work well Proven approaches from leading organizations Insights for everyone involved in performance management through senior leadership Trade Review"There have been many debates over the decades about the best format for rating scales .. .Pulakos presents the more important arguments on these matters in a way most readers will comprehend. Pulakos’s comprehensive system begins with specifying organizational objectives and then moves down through each level. The primary audience is not psychologists so much as human resources staff and the managers who must be responsible for developing, implementing, and defending a performance management system. It should be invaluable to those who are developing a system and overseeing training on its use. For the student audience, it will provide a practical perspective that is often missing from their training." (PsycCritiques, October 2009) "Dr. Pulakos is one of the foremost experts on the practical application of performance management approaches. Based on her extensive expertise in this area she presents a down-to-earth, pragmatic approach that focuses on what you need to do to gain the best value from performance management and make your process work effectively. This book is useful for everyone involved in performance management -- executives, managers, and human resources professionals." Dr. Nancy Rotchford, Director, Associate Assessment Worldwide, Ingram Micro, Inc. "Elaine Pulakos provides an extremely insightful and useful book, the best ever written, to guide organizations in the design or redesign of their performance management systems. It emphasizes both strategic and tactical issues, with innumerable tips, best practices, and examples as guides to action." Herbert G. Heneman III, Dickson-Bascom Professor Emeritus in Business, University of Wisconsin-Madison "Practical, user friendly, and highly engaging, this book reflects the author's considerable experience in designing, and, just as importantly, implementing performance management systems that yield tangible results." Wayne F. Cascio, US Bank Term Professor of Management, The Business School, University of Colorado Denver “Pulakos provides the best information we have concerning research on performance management systems, and combines it with a list of “best practices” to guide every step along the way. But what really sets this book apart is that Pulakos then adds another layer and discusses the practical issues that may serve to limit exactly what a company can do in this area. She then goes even one step further and includes a series of training exercises to help guide the manager on how to develop and implement systems for performance management.” Angelo S. DeNisi, Dean, A.B. Freeman School of Business, Tulane University PRAISE FOR PAGE ON BACK: TO INCLUDE ALL QUOTES ABOVE, AS WELL AS FULL TEXT OF FOLLOWING: FULL TEXT OF ANGELO S. DENISI'S PUFF: "Anyone interested in designing and implementing a performance management system will be well served if they begin by consulting a new book entitled “Performance Management: A New Approach for Driving Business Results” by Elaine Pulakos. Pulakos provides the best information we have concerning research on performance management systems, and combines it with a list of “best practices” to guide every step along the way. But what really sets this book part is that Pulakos then adds another layer and discusses the practical issues that may serve to limit exactly what a company can do in this area. She then goes even one step further and includes a series of training exercises to help guide the manager on how to develop and implement systems for performance management – not just performance appraisal – but the art of using appraisal information to help improve individual and organizational performance. This book is clearly written, practically oriented and yet based on scientific research. Stated simply, this is one of the finest examples of adapting scientific research for practice that I have seen anywhere." Angelo S. DeNisi, Dean, A.B. Freeman School of Business, Tulane UniversityTable of ContentsSeries Preface. Preface. Part I. A Primer on Performance Management. 01. The Truth About Performance Management. 02. How Did We Arrive at Today’s Best Practices?. Part II. How to Design and Implement a Successful Performance Management Process. 03. Getting Started. 04. A Model Performance Management Process. 05. Performance Management System Implementation. Part III: How to Develop Solid Performance Measures. 06. Legal Requirements. 07. Developing Objectives and Measuring Results. 08. Developing Behavioral Performance Standards. 09. Conclusion. Reference Notes.

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Book SynopsisThis book presents an evidence-based best practice approach to the design, development, and operation of formal mentoring programs within organizations. It includes practical tools and resources that organizations can use such as training exercises, sample employee development plans, and mentoring contracts. Case studies from organizations with successful mentoring programs illustrate various principles (e.g., how the mentoring program is aligned with other organizational systems) and suggest best practice contemporary strategies.Table of ContentsPreface. Chapter 1. Introduction. Chapter 2. Planning and Providing Infrastructure. Chapter 3. Participant Recruitment and Selection. Chapter 4. Matching Mentors and Protégés. Chapter 5. Training. Chapter 6. Mentoring Structure and Processes. Chapter 7. Monitoring and Program Evaluation. Afterword. References. Appendices

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Book SynopsisThis book presents an evidence-based best practice approach to the design, development, and operation of formal mentoring programs within organizations. It includes practical tools and resources that organizations can use such as training exercises, sample employee development plans, and mentoring contracts. Case studies from organizations with successful mentoring programs illustrate various principles (e.g., how the mentoring program is aligned with other organizational systems) and suggest best practice contemporary strategies.Table of ContentsPreface. Chapter 1. Introduction. Chapter 2. Planning and Providing Infrastructure. Chapter 3. Participant Recruitment and Selection. Chapter 4. Matching Mentors and Protégés. Chapter 5. Training. Chapter 6. Mentoring Structure and Processes. Chapter 7. Monitoring and Program Evaluation. Afterword. References. Appendices

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Book SynopsisDeveloping Women Leaders answers the question How do we best develop women leaders? with practical solutions drawn from current literature and the author's personal interviews with high-achievers in major US companies and universities. Presents research-based, practical solutions to help people in organizations develop talented women Describes what organizations and individuals need to know about leadership competencies, personality, and leadership styles Explains gender-related issues that affect the behaviors of both women and men at work Integrates first-hand accounts by high-achieving women and men from major US companies and universities about their leadership experiences Separate chapters addressed to CEOs and Human Resource executives, managers, and women offer practical suggestions to implement in their organizations, using examples from some ''best practice'' companies Has relevancTrade Review"Valerio leaves the reader with some thought provoking questions as to where we go from here. In short, the book is an important read for anybody committed to developing and harnessing women's leadership talent." (Work, Employment & Society, 21 November 2011) "The book has relevance across the range of all organizations including major companies, academic institutions and non-profit organizations. It has significance for every aspect of society - business, government, law, families, careers, and health.” (Publicnet.co.uk, November 2009) Table of ContentsSeries Editor’s Preface Preface Acknowledgments Part I: Historical and Current Contexts for Women’s Leadership 1. Introduction How This Book Is Organized How to Use This Book Most Effectively Your Role in Developing Women’s Leadership 2. Why Women’s Leadership Today Invites Questions and Requires Answers Recent History Key Historical Events from the 1920s to the 1960s Present Realities Metaphors through Time: From Concrete Wall to Glass Ceiling to Labyrinth Driving Forces Behind Organizational Change More Women in the Workforce than Ever Before Women’s Educational Attainment Women as Corporate Officers: The Current Situation Women Leaders Are a Driving Force for Powering Business Generations in the Workforce Work–life Integration – Shared by Both Genders Summary 3. What Women and Men Need To Know About Leadership and Its Development What Does Leadership Research Reveal About the Behavior of Effective Leaders? Leadership Competencies Why Use Leadership Competencies? Personality Traits Associated with Leadership Ethics Leadership Styles Transformational and Transactional Leadership Women as Transformational Leaders What Are Some Effective Leadership Development Practices? Challenging Job Assignments Coaching Mentoring Leadership Development Programs Summary Part II: Practical Suggestions for Organizations, Managers, and Women 4. CEOs and Human Resource Executives Can Develop Talented Women Diversity and Inclusion and the Creation of Wealth What CEOs and HR Executives Can Do Fairness Issues Leadership Development Career Design Summary 5. What Managers Can Do To Develop Talented Women Social-Relational Contexts at Work Best Practices in Talent Management Stereotypical Perceptions Gender Stereotypes Stereotypes about Men and Women Why Is It Critical for Managers to Understand Gender Stereotypes? What the Research Tells Us The Double Bind for Women The Double Standard Women’s Competence Questioned Resistance to Women’s Leadership Both Men and Women Internalize Gender Stereotypes What Can Managers Do? Ensuring Fair Performance Evaluations Women’s Networks Mentoring Coaching Dual-Gender Actions Become More Aware of How Gender Biases Influence Your Decisions Help Female Managers Develop Their Networks Endorse the Authority of Female Leaders Send Talented Women to Both Internal and External Training Programs Give Women Challenging Job Assignments with Sufficient Support Steer Clear of the Glass Cliff Balance the Numbers of Men and Women on Teams Actions by Men Ask Questions to Understand the Perspective of Women Overcome the Reluctance to Provide Women with Feedback About Their Performance Champion Women’s Leadership Development Actions by Women Share Experiences with Other Women Recognize the Wide Range of Diversity among Women Provide Realistic Feedback Summary 6. What Women Can Do To Develop Themselves The Importance of Seeking Feedback The Importance of Reflection What Can Women Do? Join a Women’s Network Ask For What You Want Enhance Your Influence by Combining Competence with Warmth Seek High Visibility and Line Assignments Find Mentors Seek External Stretch Assignments Ask for an Executive Coach Attend Both Internal and External Development Programs Summary Part III: Present and Future Leadership 7. In the Words of Some of Today’s Leaders 8. What Does the Future Hold? Changes at the Individual, Organizational and Societal Levels Change at the Individual Level Change at the Organizational Level Change at the Societal Level Questions for Practitioners and Researchers What Makes the Present Different from the Past? Notes References and Further Readings Index

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Book SynopsisDeveloping Women Leaders answers the question How do we best develop women leaders? with practical solutions drawn from current literature and the author's personal interviews with high-achievers in major US companies and universities. Presents research-based, practical solutions to help people in organizations develop talented women Describes what organizations and individuals need to know about leadership competencies, personality, and leadership styles Explains gender-related issues that affect the behaviors of both women and men at work Integrates first-hand accounts by high-achieving women and men from major US companies and universities about their leadership experiences Separate chapters addressed to CEOs and Human Resource executives, managers, and women offer practical suggestions to implement in their organizations, using examples from some ''best practice'' companies Has relevancTrade Review"Valerio leaves the reader with some thought provoking questions as to where we go from here. In short, the book is an important read for anybody committed to developing and harnessing women's leadership talent." (Work, Employment & Society, 21 November 2011) "The book has relevance across the range of all organizations including major companies, academic institutions and non-profit organizations. It has significance for every aspect of society - business, government, law, families, careers, and health.” (Publicnet.co.uk, November 2009) Table of ContentsSeries Editor’s Preface Preface Acknowledgments Part I: Historical and Current Contexts for Women’s Leadership 1. Introduction How This Book Is Organized How to Use This Book Most Effectively Your Role in Developing Women’s Leadership 2. Why Women’s Leadership Today Invites Questions and Requires Answers Recent History Key Historical Events from the 1920s to the 1960s Present Realities Metaphors through Time: From Concrete Wall to Glass Ceiling to Labyrinth Driving Forces Behind Organizational Change More Women in the Workforce than Ever Before Women’s Educational Attainment Women as Corporate Officers: The Current Situation Women Leaders Are a Driving Force for Powering Business Generations in the Workforce Work–life Integration – Shared by Both Genders Summary 3. What Women and Men Need To Know About Leadership and Its Development What Does Leadership Research Reveal About the Behavior of Effective Leaders? Leadership Competencies Why Use Leadership Competencies? Personality Traits Associated with Leadership Ethics Leadership Styles Transformational and Transactional Leadership Women as Transformational Leaders What Are Some Effective Leadership Development Practices? Challenging Job Assignments Coaching Mentoring Leadership Development Programs Summary Part II: Practical Suggestions for Organizations, Managers, and Women 4. CEOs and Human Resource Executives Can Develop Talented Women Diversity and Inclusion and the Creation of Wealth What CEOs and HR Executives Can Do Fairness Issues Leadership Development Career Design Summary 5. What Managers Can Do To Develop Talented Women Social-Relational Contexts at Work Best Practices in Talent Management Stereotypical Perceptions Gender Stereotypes Stereotypes about Men and Women Why Is It Critical for Managers to Understand Gender Stereotypes? What the Research Tells Us The Double Bind for Women The Double Standard Women’s Competence Questioned Resistance to Women’s Leadership Both Men and Women Internalize Gender Stereotypes What Can Managers Do? Ensuring Fair Performance Evaluations Women’s Networks Mentoring Coaching Dual-Gender Actions Become More Aware of How Gender Biases Influence Your Decisions Help Female Managers Develop Their Networks Endorse the Authority of Female Leaders Send Talented Women to Both Internal and External Training Programs Give Women Challenging Job Assignments with Sufficient Support Steer Clear of the Glass Cliff Balance the Numbers of Men and Women on Teams Actions by Men Ask Questions to Understand the Perspective of Women Overcome the Reluctance to Provide Women with Feedback About Their Performance Champion Women’s Leadership Development Actions by Women Share Experiences with Other Women Recognize the Wide Range of Diversity among Women Provide Realistic Feedback Summary 6. What Women Can Do To Develop Themselves The Importance of Seeking Feedback The Importance of Reflection What Can Women Do? Join a Women’s Network Ask For What You Want Enhance Your Influence by Combining Competence with Warmth Seek High Visibility and Line Assignments Find Mentors Seek External Stretch Assignments Ask for an Executive Coach Attend Both Internal and External Development Programs Summary Part III: Present and Future Leadership 7. In the Words of Some of Today’s Leaders 8. What Does the Future Hold? Changes at the Individual, Organizational and Societal Levels Change at the Individual Level Change at the Organizational Level Change at the Societal Level Questions for Practitioners and Researchers What Makes the Present Different from the Past? Notes References and Further Readings Index

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Book SynopsisOtiginally published in 1975. At the time that Louis Galambos published The Public Image of Big Business in America in 1975, America had matured into a bureaucratic state. The expression of the military-industrial complex and big business grew so pervasive that the postwar United States was defined in large part by its citizens' participation in large-scale organizational structures. Noticing this development, Galambos maintains that the single most significant phenomenon in modern American history is the emergence of giant, complex organizations. Today, bureaucratic organizations influence the day-to-day lives of most Americansthey gather taxes, regulate businesses, provide services, administer welfare, provide education, and on and on. These organizations are defined by their hierarchical structure in which the power of decision-making is allotted according to abstract rules that create impersonal scenarios. Bureaucracies have developed as a result of technological changes in the secTable of ContentsList of TablesList of FiguresAcknowledgmentsPart I. Context and MethodChapter 1. The Large-Scale Organization in Modern America Chapter 2. Research Technique: Content Analysis Described and Debated Part II. First Generation: A Study in the Sources of ConflictChapter 3. An Uneasy Equilibrium, 1879-1892 Chapter 4. Crisis, 1893-1901Part III. Second Generation: A Study in the Process of AccommodationChapter 5. The Progressive Cycle, 1902-1914 Chapter 6. War and the Corporate Culture, 1915-1919 Part IV. Third Generation: A Study in the Anatomy of EquilibriumChapter 7. Continuity and Change, 1920-1929 Chapter 8. Toward a Stable Equilibrium, 1930-1940 Part V. Conclusions, Speculations, and AfterwordChapter 9. The Middle Cultures and the Organizational Revolution Appendix Notes Index

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Book Synopsis This book provides consulting psychologists, managers, and human resources personnel with easy-to-use, evidence-based strategies for providing effective feedback to improve communication and performance in the workplace. Feedback is an essential part of communication, coaching, management, and human resource practices. Yet the essential elements that make feedback more effective often fail to go beyond the pages of academic journal articles and into the workplace where they could greatly improve communication and performance. This book is an easy-to-use resource that applies classic and current research findings to create actionable, evidence-based tactics that consulting psychologists, consultants, managers, and HR personnel can use to improve feedback exchanges in any work environment. The authors present a simple and straightforward model of the feedback process that includes four critical elements that can make or break a feedback exchange: Trade Review“Whatever managerial role you serve as a psychologist, this book will strengthen your supervisory, consultative, and training skills. The authors are well attuned to virtually every factor that constitutes feedback, be it the characteristics of the feedback provider and recipient, communication style, when and how feedback is given, and the influence of power-hierarchy on feedback effectiveness. And as the book makes eminently clear, performance feedback works best when the people involved like, trust and respect each other, a definitive admonition if there ever was one.” – New England Psychologist “Well-written, comprehensive, and accessible.” - PsycCRITIQUESTable of ContentsSeries Editor's ForewordRodney L. LowmanAcknowledgmentsIntroduction Laying the Foundation: Classic Models of Feedback in Organizations How Feedback and Goals Drive Behavior: Control Theory Getting to the Point: The Feedback Message Feedback Delivery and the Role of the Feedback Provider Perception Is Reality: The Role of Individual Differences in the Feedback Process Context Matters The Role of Feedback in Human Capital and Talent Management Processes Recommendations for Practice and Directions for Future Research Recommendations for Further ReadingReferencesIndexAbout the Authors

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Book SynopsisThis text provides conceptual and operational descriptions of the major theories in and strategic approaches to the field of organizational and systems change. Organizational and systems change, a primary focus for many consulting psychologists and otherprofessional consultants, requires a subtle knowledge of human organizations, cultures, and societies. This bookdescribes a variety of strategies and principles involved in O/SC, including general systems theory, chaos and complexity theory, organizational development and change management, organizational and personal learning, psychodynamics and covert processes, and emerging areas of interest including the integration of positive psychology, appreciative inquiry, behavioral theory, and neuropsychology into the practice of O/SC. Essential Strategies for Organizational and Systems Change offers a broad and comprehensive treatment of the research behind and challenges involved in motivating anTable of ContentsSeries Editor’s Foreword Rodney L. Lowman Dedication and Acknowledgments Chapter 1. Philosophical and Historical Foundation of Organizational and Systems Change Chapter 2. Organizations as Systems Chapter 3. Lewinian, Organization Development, and Change Management Chapter 4. Leading and Managing Radical Change Chapter 5. Covert Processes in Human Affairs Chapter 6. Learning-Based Change Chapter 7. Positive Psychology, Behaviorism, and Neuropsychology and the Future of Organizational and Systems Change References Index About the Authors

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Book SynopsisSomething's Got to Give is a comprehensive overview of the challenges faced by employees and employers as they try to respond the increasing demands of eldercare, childcare, and work.Table of ContentsPreface Acknowledgements Chapter One: The Perfect Storm: Caregiving in Canada and Other Western Economies Chapter Two: Profiling Canadian Caregivers: Who are they? What do they do? Why do they do it? Chapter Three: Too Much To Do in Too Little Time: Balancing Caregiving, Employment and Childcare Chapter Four: And so? Impact of Caregiving on Employees Who Provide Care Chapter Five: And so? Impact of Caregiving on the Organizational "Bottom Line" Chapter Six: Surviving (Even Thriving On) the "Rollercoaster Ride From Hell": Coping with Caregiver Strain Chapter Seven: I'll Get By With a Little Help From My Friends: Coping with Caregiver Strain Chapter Eight: A Call to Action

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Book SynopsisDebunking the myths around the current economic belief systems, this book reveals how mainstream perspectives work for the benefit of the organised money establishment, while causing all manner of destructions and inequalities which work against the common good. It offers a refreshingly simple business strategy model for a truly sustainable future.Table of ContentsPart 1 ~ Where Are We Now? The ‘Witchcraft’ and ‘Institutional Truths’ of Neoclassical Belief ‘Old Enemies of Peace’: Constituents of Organised Money Resulting Profound Wrongs, Destructions, Inequalities and Frauds Part 2 ~ Where Do We Want to Get To? Democratic Commitments to Sustainable Progression Part 3 ~ How Do We Get There? Real People – Engines of Enterprise Organisational Systems and Their Coordination Organisational Systems Interactions with the Real Economy Part 4 ~ Action Systemic Action for Progression without Destruction Part 5 ~ How Are We Doing? Measures of Real Progression

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Book SynopsisDebunking the myths around the current economic belief systems, this book reveals how mainstream perspectives work for the benefit of the organised money establishment, while causing all manner of destructions and inequalities which work against the common good. It offers a refreshingly simple business strategy model for a truly sustainable future.Table of ContentsPart 1 ~ Where Are We Now? The ‘Witchcraft’ and ‘Institutional Truths’ of Neoclassical Belief ‘Old Enemies of Peace’: Constituents of Organised Money Resulting Profound Wrongs, Destructions, Inequalities and Frauds Part 2 ~ Where Do We Want to Get To? Democratic Commitments to Sustainable Progression Part 3 ~ How Do We Get There? Real People – Engines of Enterprise Organisational Systems and Their Coordination Organisational Systems Interactions with the Real Economy Part 4 ~ Action Systemic Action for Progression without Destruction Part 5 ~ How Are We Doing? Measures of Real Progression

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Book SynopsisPrivate Sector Entrepreneurship in Global Health seeks solutions to serve those most in need, exploring new marketing and finance models, digital health innovations, and novel organizational processes emerging from the private sector.Table of ContentsIllustrations Tables Introduction Section A: Private Sector Health Care Innovation In Low- and Middle Income Countries Chapter 1: Innovative Health Service Delivery Models in Low- and Middle-Income Countries – What Can We Learn from the Private Sector? Chapter 2: Global Health Innovation: Exploring Program Practices and Strategies Chapter 3: The Future Of Health Care Access Chapter 4: For-Profit Health Care Providers at the Bottom of the Pyramid Chapter 5: Criteria to Assess Potential Reverse Innovations: Opportunities for Shared Learning Between High- and Low-Income Countries Section B: Understanding The Contributions Of Private Sector Health Care Services Chapter 6: Assessing Health Program Performance in Low- and Middle-Income Countries: Building a Feasible, Credible, and Comprehensive Framework Chapter 7: Performance Measurement for Innovative Health Programs: Understanding Efficiency, Quality, and Scale Chapter 8: Trans-National Scale-Up of Services in Global Health Section C: Vertical Cases – The Role Of The Private Sector In Addressing Major Diseases Chapter 9: Innovations in Tuberculosis Healthcare: Exploring the Evidence on Emerging Practices in Low- and Middle-Income Countries Chapter 10: Innovations in Malaria Healthcare: Exploring the Evidence on Emerging Practices in Low- and Middle-Income Countries Chapter 11: Innovative Practices in Global Health to Manage Diabetes Mellitus Chapter 12: Innovations in Global Mental Health Practice Section D: Horizontal Cases – The Role Of The Private Sector In Generating Integrated Solutions Chapter 13: Innovations in Privately Delivered Maternal, Newborn and Child Health: Exploring the Evidence Behind Emerging Practices Chapter 14: Scaling Up Primary Care in Low- and Middle-Income Countries by Using Strategic Management Skills Chapter 15: Integrating Primary Care and Maternal, Newborn and Child Health in Low-and-Middle Income Countries Conclusion List Of Contributors

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Book SynopsisOrganizations, institutions, and individuals get stuck in spite of their innovative ideas and ambitious agendas. Never has the timing been better for a book that cuts through the theoretical jargon and delineates the exact political and managerial skills leaders need to move agendas forward. Whether you''re a team leader trying to lead change and innovation in a large corporation, an entrepreneur trying to gain support, a politician trying to expand your coalition, or an individual trying to advance your career and build networks, The Agenda Mover will give you the political and managerial leadership skills necessary to achieve results. Based on the premise that leadership competencies and skills can be learned, The Agenda Mover is the inaugural volume of the practitioner-oriented Pragmatic Leadership Series published in association with Cornell University Press. Each volume emphasizes specific skills of execution that leaders at all levels need to master. Visit pragmaTrade Review"Innovation and ideation are both very popular given the current business climate, but these alone are insufficient without pairing them with the ability to work great ideas through the maze of the organization. The Agenda Mover uniquely focuses on the critical skills of execution to unleash these great ideas. If you really want your organization to become more innovative, you need to read this book to ensure you can transform the innovative ideas into action plans that will change your organization." -- Andy Doyle, Executive Vice President and Chief Human Resources Officer, Oppenheimer Funds"Professor Bacharach takes the abstract concept of leadership and provides a practical guide to producing results in the modern organization. The Agenda Mover clearly explains how the combination of technical competence and political acumen can be used to make a great idea reality. This is a must-read for every executive." -- Rob Manfred, Commissioner of Major League Baseball"We encounter a lot of leadership experts at Inc., but no one cuts through the hoo-haw surrounding the topic as brilliantly—or as entertainingly—as Sam. Readers of The Agenda Mover come away realizing that the core of leadership isn't the 'vision thing’ or the `charisma thing.’ It’s the execution thing. Leaders who follow Sam’s precepts don’t waste time on flash. Instead they acquire that one essential but all-too-rare attribute of effective leadership: They get things done." -- Eric Schurenberg, President and Editor-in-Chief, Inc. MediaTable of Contents1. The Political Competence of Execution 2. Anticipate the Agendas of Others: Know Where They're Coming From 3. Mobilize Your Campaign: Get Initial Support 4. Negotiate Support: Get the Buy-In 5. Sustain Your Campaign: Get Things Done Conclusion: "We" Not "I": You Can’t Do It Alone

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Book SynopsisFor many years, there has been quite a bit of talk about employee engagement as a means to lift corporate profits and reduce absenteeism and turnover. However, this talk has not produced better companies. In fact, the evidence shows that incivility and instances of employee abuse are getting worse. Additionally, with profit as the primary goal of organizations, most employees view any benign treatment they receive as a secondary convenience that will dissipate once corporate fortunes decline. That is, many employees still believe they are expendable in the eyes of their employers. This book turns that equation around by examining the practices of twenty-one companies that put the interests and needs of employees first. Profits are necessary but insufficient for corporate health. The companies featured in this book see it as their mission to offer people a better, more fulfilling life for themselves, and assist with that holistic journey by providing the organizational elements people need to reach their potential. They do this first by creating respectful and kind cultures that treat every person as an equal, sentient partner in the success of the company. Second, they diligently work to satisfy people's basic needs: financial security, belonging, meaning, autonomy, self-acceptance, self-confidence, and growth. The result is a web of fellow-feeling: earnest affection among people who feverishly work to live up to both the high standards of the institution and their obligations to one another. By providing a place where people can do their best work and thrive as individuals and as members of a cohesive community, everyone profits.Trade Review"Organizations are only as good as the people who work there. In Organizations for People, Michael O'Malley and Bill Baker show once more that we need to treat people with respect and kindness—because they deserve it. If you do so, good things follow, such as superior economic results and sustainable and harmonious integration in the larger fabric of society. A really important topic and a must-read."—Franz Heukamp, Dean, IESE Business School"O'Malley and Baker challenge their readers to build successful organizations based on 'people-centric' principles and, by extension, evolve from 'unvarnished capitalism' toward a refined system that still benefits from the advantages of innovation and competitive urgency while maintaining a serious commitment to a culture of ethical wellbeing. A thoughtful message for all leaders at this time of national reflection on the equity of our foundational economic system."—Edward Reilly, 17th President and former CEO of the American Management Association"In a refreshing anecdote to incivility and self-interest, O'Malley and Baker showcase 21 kind companies that have placed people and community at the center of their profit-making endeavors. In their psychologically incisive work, the authors provide countless examples of how humanity and capitalism can co-exist. Organizations for People is a timely reminder of how business can positively affect the lives of people inside and outside of the organization."—Steven Rattner, Chairman and CEO of Willett Advisors LLC and Economic Analyst on MSNBC's Morning Joe"Far too many leaders fail, not because they are without talent, but because they are without caring or concern for the people they lead. In Organizations for People, O'Malley and Baker elegantly introduce readers to a brand of leadership that never goes out of style: one that will improve your life, the lives of those you lead, and the members of the communities you serve."—Thomas A. Kolditz, Brigadier General, author of In Extremis Leadership, and Founding Director of the Ann & John Doerr Institute for New Leaders, Rice University"Leaders are looking for simple, impactful practices that they can implement—and this book is filled with them. The authors target areas of true value for organizations and present actionable examples that can transform business. By demanding better leadership, this timely work lays out human-centered processes and practices that leaders at all levels can use to meet business goals."—Donna M. Rapaccioli, Dean of the Gabelli School of Business, Fordham University"[An] upbeat volume that encourages organizations to shift their focus toward making employees' lives better while still meeting economic goals....the narrative is compelling, and the message that kindness and caring will serve organizations better in the long run than will competition and cutthroat policies is refreshing and important. Highly recommended."—L. B. Jabs, CHOICETable of Contents1. Mo 2. Vergonnen 3. Kindness 4. Unruly 5. Community 6. Basic Needs 7. Belonging 8. Meaning 9. Autonomy 10. Self-Acceptance 11. Self-Confidence 12. Growth

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Book SynopsisCreativity has long been thought of as a personal trait, a gift bestowed on some and unachievable by others. While we laud the products of creativity, the stories behind them are often abridged to the elusive "aha!" moment, the result of a momentary stroke of genius. In The Craft of Creativity Matthew A. Cronin and Jeffrey Loewenstein present a new way to understand how we innovate. They emphasize the importance of the journey and reveal the limitations of focusing on outcomes. Drawing on a wide range of scholarship, their own research, and interviews with professionals and learners who employ creativity in the arts, engineering, business, and more, Cronin and Loewenstein argue that creativity is a cognitive process that hinges on changing one's perspective. It's a skill that anyone can hone, and one that benefits from thinking with others and over time. Breaking new ground in the discussion about how we innovate, this book provides strategies that everyone can use to be more creative.Trade Review"Clear, digestible writing paired with the most up-to-date scholarship and illustrative examples invite even those with no prior knowledge of creativity or the science behind it into this outstanding book."—Roni Reiter-Palmon, University of Nebraska at Omaha"I have not seen another book that skillfully disseminates this knowledge to readers who are not pure researchers. Based on some of the most cutting-edge work in business and management, Cronin and Loewenstein provide actionable practices for the entire creative process."—Jing Zhou, Rice University"This book won't just convince you that everyone has the potential to be creative. It will show you how. It's a rare read on creativity that's engaging, evidence-based, and entirely useful."—Adam Grant, New York Times bestselling author of Originals, Give And Take, and Option B with Sheryl Sandberg"The Craft of Creativity completely changed my thinking about creativity. It not only provides deep insights, but useful skill-building exercises, examples, and tools you can use on the job. A must-read for those eager for a new perspective on creativity and innovation."—Jennifer Mueller, author of Creative Change: Why We Resist ItHow We Can Embrace It"Matthew Cronin and Jeffrey Loewenstein show that creativity is more than you think: more practical, more transformational, and more learnable. Today's fast-paced, unpredictable world simply demands that you develop and use creativity—and this book helps you do it."—Heidi K. Gardner, Harvard Law SchoolTable of Contents1. Perspectives on Creativity 2. Getting Insight 3. Turning Potential into Inventions 4. Enlightenment as a Creative Product 5. Cues as Clues to the Process 6. Thinking Tools for the Road 7. The Value of Persistence 8. Developing the Craft of Creativity

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Book SynopsisIn the last decade, research on negative social evaluations, from adverse reputation to extreme stigmatization, has burgeoned both at the individual and organizational level. Thus far, this research has largely focused on major corporate risks. Corporate public relations and business executives intuitively know that a negative image deters important relationships—from customers and partners, to applicants, stakeholders, and potential funding. At the same time, business is conducted in an age of heightened connection, including digital platforms for criticism and a 24-hour news cycle. Executives know that some degree of public disapproval is increasingly unavoidable. Negative social evaluations can also put social actors on the map. In the era of identity politics, many political leaders express controversial views to appeal to specific audiences and gain in popularity. Through network and signaling effects, being controversial can potentially pay off. Thomas J. Roulet offers a framework for understanding not only how individuals and organizations can survive in an age of increasing scrutiny, but how negative social evaluations can surprisingly yield positive results. A growing body of work has begun to show that being "up against the rest" is an active driver of corporate identity, and that firms that face strong public hostility can benefit from internal bonding. Synthesizing this work with his original research, and drawing comparisons to work on misconduct and scandals, Roulet addresses an important gap by providing a broader perspective to link the antecedents and consequences of negative social evaluations. Moreover, he reveals the key role that audiences play in assessing these consequences, whether positive or negative, and the crucial function of media in establishing conditions in which public disapproval can bring positive results. Examples and cases cover Uber and Google, Monsanto, Electronic Arts, and the investment banking industry during the financial crisis. Trade Review"Thomas Roulet has very compellingly articulated the power of divisiveness in channeling negative social evaluations and perceived stigma to empower us into action and success, something that I have experienced personally in my professional life. Highly relevant and a must-read for professionals as well as researchers grappling with the velocity and impact of social perceptions in the increasingly digital world."—Navdeep Arora, former Senior Partner, McKinsey & Company"A careful and forensic analysis of why and how attacks by others on your capability or your character can in fact be positive and productive forces. The book takes us through a journey of in-groups, echo chambers, social trolls, post-truth narratives, and permanent peer evaluation to bring us fresh insights into the addictive practice of picking each other apart."—Rupert Younger, Director, Oxford University Centre for Corporate Reputation"This is a must-read for organization and management theory scholars. It provides a comprehensive analysis of the overlapping literatures that address how organizations are influenced by negative social evaluations. Roulet puts forward—convincingly—the strikingly counterintuitive idea that under certain conditions negative evaluations are beneficial—and, in contrast, that positive evaluations can have negative consequences for the targeted actors. How this happens, and the potential implications for society, are thought-provoking and often worrying. This is a timely and important book."—Royston Greenwood, Professor Emeritus, Alberta School of Business, University of Alberta, and Professorial Fellow, University of Edinburgh Business School"While not explicitly a management book, this is a fascinating study of the social-media fuelled and fast-changing landscape of public opinion, and the possible ways in which that might be beneficial."—Financial Times"Roulet's framework provides an important starting point for understanding how organizations and their members might survive in a world where everyone's a critic with easy access to a social platform."—Kimberly D. Elsbach, Administrative Science QuarterlyTable of ContentsIntroduction: A Framework to Understand Negative Social Evaluations 1. Where It All Begins: Understanding the Antecedents of Negative Social Evaluations 2. Resisting Hostility: Resilience to Negative Social Evaluations 3. Going Beyond Resilience and Capitalizing on Negative Social Evaluations 4. Practical Implications for Individuals, Organizations, and Society Conclusion: Conclusion

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Book SynopsisInstitutional review boards (IRBs) are panels charged with protecting the rights of humans who participate in research studies ranging from biomedicine to social science. Regulating Human Research provides a fresh look at these influential and sometimes controversial boards, tracing their historic transformation from academic committees to compliance bureaucracies: non-governmental offices where specialized staff define and apply federal regulations. In opening the black box of contemporary IRB decision-making, author Sarah Babb argues that compliance bureaucracy is an adaptive response to the dynamics and dysfunctions of American governance. Yet this solution has had unforeseen consequences, including the rise of a profitable ethics review industry.Trade Review"Beautifully done. Sarah Babb adroitly explains IRBs as but one expression of a general feature of distributed governance in the United States. Like it or not, this is what happens to ethics in complex systems."—Mitchell Stevens, Stanford University"Scientific research has long been portrayed as self-regulating, governed by practices of peer review and professionalism. But in recent decades, this self-regulation has been brought into question by research gone drastically wrong and transformed by federal policy. Focusing on institutional review boards, Regulating Human Research uses this case to document how the American state relies on private organizations to interpret and implement policy. In this succinct and insightful account, Sarah Babb illuminates policy developments and organizational changes that have been felt by a wide range of researchers, in academic and commercial institutions alike."—Elisabeth S. Clemens, Civic Gifts: Voluntarism and the Making of the American Nation-State"It sounded so good: colleagues reviewing each others' projects to ensure that human research subjects were properly protected. And yet that project, like many, went badly off the rails. Sarah Babb's exceptionally lucid book explains how a flexible, locally controlled system morphed into a quasi-legal body of arcane rules, spawned a new profession, and split into private and for-profit branches that do more to protect research institutions than research subjects. Rounding out her story and seamlessly stitching together several fields, Babb explains why the pressures of ambiguous federal rules nevertheless led to quite different compliance bureaucracies in other fields such as financial services and equal employment law. If you have time for only one piece on IRBs—or indeed on responses to federal regulation—this book should be your hands-down choice. Or you could just read it because it's a fantastic and elegant piece of scholarship."—Carol A. Heimer, Northwestern University and American Bar Foundation"[An] outstanding volume....Babb's discussion of the differences between the ways equal employment opportunity, IRBs, and financial services approach compliance is compelling, particularly her consideration for the reliance of IRBs and financial services on efficiency goals. Thoughtful and readable. Highly recommended."—K. E. Murphy, CHOICETable of ContentsIntroduction 1. The Federal Crackdown and the Twilight of Approximate Compliance 2. Leaving It to the Professionals 3. Organizing for Efficiency 4. Ethics Review, Inc. 5. The Common Rule and Social Research 6. Varieties of Compliance Conclusion

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Book SynopsisInstitutional review boards (IRBs) are panels charged with protecting the rights of humans who participate in research studies ranging from biomedicine to social science. Regulating Human Research provides a fresh look at these influential and sometimes controversial boards, tracing their historic transformation from academic committees to compliance bureaucracies: non-governmental offices where specialized staff define and apply federal regulations. In opening the black box of contemporary IRB decision-making, author Sarah Babb argues that compliance bureaucracy is an adaptive response to the dynamics and dysfunctions of American governance. Yet this solution has had unforeseen consequences, including the rise of a profitable ethics review industry.Trade Review"Beautifully done. Sarah Babb adroitly explains IRBs as but one expression of a general feature of distributed governance in the United States. Like it or not, this is what happens to ethics in complex systems."—Mitchell Stevens, Stanford University"Scientific research has long been portrayed as self-regulating, governed by practices of peer review and professionalism. But in recent decades, this self-regulation has been brought into question by research gone drastically wrong and transformed by federal policy. Focusing on institutional review boards, Regulating Human Research uses this case to document how the American state relies on private organizations to interpret and implement policy. In this succinct and insightful account, Sarah Babb illuminates policy developments and organizational changes that have been felt by a wide range of researchers, in academic and commercial institutions alike."—Elisabeth S. Clemens, Civic Gifts: Voluntarism and the Making of the American Nation-State"It sounded so good: colleagues reviewing each others' projects to ensure that human research subjects were properly protected. And yet that project, like many, went badly off the rails. Sarah Babb's exceptionally lucid book explains how a flexible, locally controlled system morphed into a quasi-legal body of arcane rules, spawned a new profession, and split into private and for-profit branches that do more to protect research institutions than research subjects. Rounding out her story and seamlessly stitching together several fields, Babb explains why the pressures of ambiguous federal rules nevertheless led to quite different compliance bureaucracies in other fields such as financial services and equal employment law. If you have time for only one piece on IRBs—or indeed on responses to federal regulation—this book should be your hands-down choice. Or you could just read it because it's a fantastic and elegant piece of scholarship."—Carol A. Heimer, Northwestern University and American Bar Foundation"[An] outstanding volume....Babb's discussion of the differences between the ways equal employment opportunity, IRBs, and financial services approach compliance is compelling, particularly her consideration for the reliance of IRBs and financial services on efficiency goals. Thoughtful and readable. Highly recommended."—K. E. Murphy, CHOICETable of ContentsIntroduction 1. The Federal Crackdown and the Twilight of Approximate Compliance 2. Leaving It to the Professionals 3. Organizing for Efficiency 4. Ethics Review, Inc. 5. The Common Rule and Social Research 6. Varieties of Compliance Conclusion

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Book SynopsisThe global electronics industry is one of the most innovation-driven and technology-intensive sectors in the contemporary world economy. From semiconductors to end products, complex transnational production and value-generating activities have integrated diverse macro-regions and national economies worldwide into the "interconnected worlds" of global electronics. This book argues that the current era of interconnected worlds started in the early 1990s when electronics production moved from systems dominated by lead firms in the United States, Western Europe, and Japan towards increasingly globalized and cross-macro-regional electronics manufacturing centered in East Asia. By the 2010s, this co-evolution of production network complexity transformed global electronics, through which lead firms from South Korea, Taiwan, and China integrated East Asia into the interconnected worlds of electronics production across the globe. Drawing on literature on the electronics industry, new empirical material comprising custom datasets, and extensive personal interviews, this book examines through a "network" approach the co-evolution of globalized electronics production centered in East Asia across different national economies and sub-national regions. With comprehensive analysis up to 2021, Yeung analyzes the geographical configurations ("where"), organizational strategies ("how"), and causal drivers ("why") of global production networks, setting a definitive benchmark into the dynamic transformations in global electronics and other globalized industries. The book will serve as a crucial resource for academic and policy research, offering a conceptual, empirically driven grounding in the theory of these networks that has become highly influential across the social sciences.Trade Review"Henry Wai-chung Yeung provides a comprehensive and fascinating analysis of the decisive role of global production networks in driving the shift of global electronics industry to East Asia in the early 21st century. The book features rich and detailed firm level data, an excellent resource for both teaching and research. It is a must-read for anyone seeking to understand the dominance of East Asia in the industry."—Yuqing Xing, Professor of Economics, National Graduate Institute for Policy Studies"Henry Wai-chung Yeung's highly original and insightful book provides us understanding of a deeper and wider form of global production integration than that of global value chains. These are interconnected worlds of global production. The interdependencies that he captures shed light on new possibilities for global development, but also deep challenges and risks for global development policy, as well as global business."—Michael Storper, Professor of Economic Geography, London School of Economics; Distinguished Professor of Regional and International Development, UCLA"From startling revelations about the centrality of semiconductors in modern manufacturing to current debates on deglobalization, decoupling and the reshoring of global supply chains, the electronics industry has moved to center stage in public awareness. Interconnected Worlds could not be more timely in unpacking the regional roots of global electronics and bridging academic, firm strategy and policy domains."—Gary Gereffi, Emeritus Professor and Director of the Global Value Chains Center at Duke University, Durham, NC"This book is Yeung's remarkable update on his long-time study on electronic industry in Asia and the globe, comprising semi-conductors, cell phones, PCs and displays. It reflects his intellectual journey from his early focus on inter-national political economy to a new network approach on inter-firm and intra-firm production activities across national boundaries. It is timely and extremely helpful to understand the nature of the disruptions in global value chains since the US-China trade conflicts and the Covid-19, and also to derive effective responses to them."—Keun Lee, Distinguished Professor, Seoul National University; winner of the 2014 Schumpeter Prize"Yeung [has] made a significant contribution to our understanding of how the globe's most important technology-based industries are evolving."—Robert Huggins and Andrew Johnston, Eurasian Geography and Economics"[Interconnected Worlds] offers an empirical, grounded study that will inform research on the reconfiguration of global electronics production networks in the decades to follow... No doubt it will represent a 'benchmark for assessing changes in the early 2020s and beyond'."—Chun Yang, Regional Studies"Interconnected Worlds makes an excellent contribution to explaining the evolution of electronics GPNs by the integration of companies in East Asian [sic] or, alternatively, by tracking the shift of electornics GPNs to East Asia. It is a thorough and exhaustive piece of work and easily the most complete analysis of the electronics sector in East Asia and its integration with electronics GPNs."—Seamus Grimes, Economic GeographyTable of Contents1. Worlds of Electronics: From National Innovations to Global Production 2. Changing Fortunes in Global Electronics: A Brief History 3. Global Production Networks: A Theory of Interconnected Worlds 4. Geographical Configurations of Global Electronics Centered in East Asia 5. Firm Strategies and Organizational Innovations in Production Networks 6. Explaining Production Networks: Causal Drivers and Competitive Dynamics 7. Whither (De-)Globalized Electronics Production in the 2020s? Current Trajectories and Future Agendas

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Book SynopsisExecutive development programs have entered a period of rapid transformation, driven by digital disruption and a widening gap between the skills that participants and their organizations demand and those provided by their executive programs. This work delves into the objective functions of the executive development space, analyzes the demand characteristics of the learners and the organizations that pay for the programs, and the ways in which business schools and other providers deliver (or not) on the promises they make regarding skill development and the continued value of learning to the organization. They show how a trio of disruptive forces (disintermediation, disaggregation and decoupling) which have figured prominently in industries disrupted by digitalization,are reshaping the structure of demand for executive development. The authors look at the future of executive development in the era of self-refining algorithms (aka machine learning) and wearable sensors and computers, and offer a compass for making the right choice for CEOs and CLOs who are guiding executive program design. Ultimately, they offer a guide for to optimize the learning production function for both skill acquisition and skill transfer – the two charges that the new skills economy has laid out for any educational enterprise.Trade Review"What's the best way to develop your best people? Moldoveanu and Narayandas answer this essential leadership question, at a moment in time when our competitiveness—if not our survival—depends on our leaders' ability to learn. After reading this rigorous, engaging book, my key takeaway is 'don't just trust your instincts."—Frances Frei, UPS Professor of Service Management, Harvard Business School"This book is as timely, especially after COVID-19, as it is precise in describing a pressing problem: the training and up-skilling of executives. The unprecedented changes that company executives will face in this new era, combined with the extraordinary developments in new digital affordances for training delivery, make this book essential for anyone who manages people."—Sanjay Sarma, Professor and Vice President for Open Learning, MIT"This important book provides academics and practitioners the vocabulary for understanding what new skill building systems and strategies are required to equip executives to compete in the digital age. Thoughtful and thorough, The Future of Executive Development will be your guide to the disruption of corporate learning, with respect to both means and ends."—Martin Reeves, Managing Director and Senior Partner, Boston Consulting Group"The Future of Executive Development gives us a clear and exciting roadmap to address one of the great management challenges of our time: reinventing the way leaders learn, so they can stay ahead of the curve."—Matthew Breitfelder, Global Head of Human Capital, Apollo Global ManagementTable of Contents1. The Skills Gap and the Skills Transfer Gap 2. Executive Development Programs Enter the Digital Matrix 3. Disrupting the Landscape of Suppliers of Executive Development Programs 4. What Is to be Done? The Chief Learning Office's Compass and the Program Designer's Guide 5. From Know It Alls to Learn It Alls: Executive Development in the Era of Self-Refining Algorithms and Ubiquitous Measurement and Connectedness

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Book SynopsisThere is a complexity paradox that we all need to understand. We humans have a natural inclination towards connection, engagement, and creativity – all necessary skills to thrive in complexity. The problem is that the stress caused by uncertainty and ambiguity makes it difficult to tap into this inclination when we need it the most. This book offers a set of practices that help you not only understand complexity but actually hack into your own nervous system to bring your natural capacities back online. By paying close attention to your body, redefining your emotional experiences, and connecting more deeply to others, you can transform the anxiety, exhaustion, and overwhelm that complexity creates. Better still, as you unleash your natural complexity genius, you create the conditions for those around you to flourish in an uncertain world.Trade Review"The arrival of Unleash Your Complexity Genius is perfectly timed to help us navigate the moment. Compassionate and actionable, this wonderful book can help you access and use your innate genius for handling the complexity all of us find ourselves confronting today. I promise that you will find yourself taking a calming deep breath within the first few pages. But don't stop there, or you'll miss valuable tips for navigating your most perplexing challenges with humility and grace."—Amy C. Edmondson, Professor at Harvard Business School; author of The Fearless Organization"Imagine you could be in a fabulous workshop, taught by world-renowned facilitators, who are gifted at holding a space for your learning. Now imagine you can experience the workshop as quickly or slowly as you like, and you can re-take any part of it you want to do over. That is your opportunity in Unleash Our Complexity Genius. Don't just "read" this book. Open the cover and enter the workshop!"—Robert Kegan, Chief Knowledge Officer, The Developmental Edge, LLC"Simple yet powerful insights into how to find and unlock your own genius for dealing with complexity. Using GEMs, you will learn how to be yourself, deliver bigger outcomes, and make whatever you do enjoyable. Jennifer has worked closely with my leadership team, and I can attest for the applicability and efficacy of her advice."—Vinod Kumar, CEO, Vodafone Business"In today's world, effective leadership requires thriving in an increasingly complex world. Unleash Your Complexity Genius is an invaluable guide to proven practices to grow as a leader and be energized by facing complexity. I have benefitted immensely from these concepts in my own leadership journey and my work with these extraordinary authors."—Vas Narasimhan, CEO, Novartis"Jennifer and Carolyn continue to do incredible work to help us handle our complex, confusing and uncertain lives. Combining their expertise in adult development, biology and neurology with their experience in organisational and human behaviour, this book offers enlightening case studies, pinpoint diagnoses, and valuable advice. Even more generously, they have developed multiple practices to help brain and body reach peak fitness for this challenge of our times."—Nick Studer, CEO, Oliver WymanTable of Contents1. It's not just out there, it's in here: your nervous system meets complexity 2. Start with the present: The genius of noticing 3. Adjust yourself first: the genius of breathing, moving, and sleeping 4. Create the conditions for things to change: The Genius of experimenting 5. Emotions are the new facts: the Genius of laughing and wondering 6. Connections matter more than competence: the Genius of loving

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Book SynopsisHow do social relations, or guanxi, matter in China today and how can this distinctive form of personal connection be better understood? In Guanxi: How China Works, Yanjie Bian analyzes the forms, dynamics, and impacts of guanxi relations in reform-era China, and shows them to be a crucial part of the puzzle of how Chinese society operates. Rich in original studies and insightful analyses, this concise book offers a critical synthesis of guanxi research, including its empirical controversies and theoretical debates. Bian skillfully illustrates the growing importance of guanxi in diverse areas such as personal network building, employment and labor markets, informal business relationships, and the broader political sphere, highlighting guanxi’s central value in China's contemporary social structure. A definitive statement on the topic from a top authority on the sociology of guanxi, this book is an excellent classroom introduction for courses on China, a useful reference for guanxi researchers, and ideal reading for anyone interested in Chinese culture and society.Trade Review“Yanjie Bian is the pre-eminent scholar on social networks and guanxi in China and this monograph is the benchmark of his theoretical and methodological analysis of guanxi and its global implications. A must-read for scholars and students on social networks everywhere.”Nan Lin, Duke University “Combining deep knowledge of Chinese culture with expertise in global network theory, Professor Yanjie Bian offers the definitive book on guanxi – the interpersonal connections through which personal achievement happens in China, and often (by other names) in the West.”Ronald S. Burt, University of Chicago “[This] book provides valuable information regarding the complicated and myriad ways in which Chinese society functions and how this actually affects the politics and economics of society.”Asian AffairsTable of ContentsMap x Chronology xi Preface xiv 1 What is Guanxi? 1 Guanxi in Everyday Chinese Life 2 Guanxi as Local Knowledge 7 Theoretical Models of Guanxi in the Social Sciences 12 A SNA Approach toward Guanxi 19 Guanxi as Resource Mobilizer: A Concluding Note 25 2 Guanxi and Network Building 28 Guanxi Interaction as an Everyday Phenomenon 28 Guanxi Cultivation and Expansion through Banquets 38 Guanxi Exchanges at Events of Cultural Significance 47 Guanxi Networks and Social Class 54 A Concluding Note: Rural-Urban Differences 62 3 Guanxi and Jobs 66 The Maoist Era 67 The Post-Mao Era 72 The Dynamics of Guanxi 77 Empirical Evidence from Large-Scale Social Surveys 82 Summary 99 4 Guanxi and Business Founding 102 China's Business World: An Overview 102 Guanxi as Mechanisms of Self-Employment 107 Guanxi as Mechanisms of Business Founding 115 Entrepreneur Networks in Business Founding and Later Success 121 5 Guanxi and Organizational Development 128 Theoretical Perspectives on Guanxi-Organization Relations 128 Guanxi as Mechanisms of Organizational Governance 141 Guanxi as Mechanisms of Organizational Performance 154 Foreign Organizations in Guanxi Culture 161 6 Guanxi and Politics 168 Nepotism and Guanxi Networks in a Local Government 168 Guanxi Favoritism and the Politics of Promotion 176 Guanxi Favoritism in the Politicized Legal System 191 7 Guanxi and Social Structure 202 The Internal and External Logics of Guanxi 202 Guanxi Networks and Social Structure 207 Guanxi Networks as Social Structure 212 A Research Agenda 218 Bibliography 223 Chinese-Language References 242 Index 246

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Book SynopsisHow do social relations, or guanxi, matter in China today and how can this distinctive form of personal connection be better understood? In Guanxi: How China Works, Yanjie Bian analyzes the forms, dynamics, and impacts of guanxi relations in reform-era China, and shows them to be a crucial part of the puzzle of how Chinese society operates. Rich in original studies and insightful analyses, this concise book offers a critical synthesis of guanxi research, including its empirical controversies and theoretical debates. Bian skillfully illustrates the growing importance of guanxi in diverse areas such as personal network building, employment and labor markets, informal business relationships, and the broader political sphere, highlighting guanxi’s central value in China's contemporary social structure. A definitive statement on the topic from a top authority on the sociology of guanxi, this book is an excellent classroom introduction for courses on China, a useful reference for guanxi researchers, and ideal reading for anyone interested in Chinese culture and society.Trade Review“Yanjie Bian is the pre-eminent scholar on social networks and guanxi in China and this monograph is the benchmark of his theoretical and methodological analysis of guanxi and its global implications. A must-read for scholars and students on social networks everywhere.”Nan Lin, Duke University “Combining deep knowledge of Chinese culture with expertise in global network theory, Professor Yanjie Bian offers the definitive book on guanxi – the interpersonal connections through which personal achievement happens in China, and often (by other names) in the West.”Ronald S. Burt, University of Chicago “[This] book provides valuable information regarding the complicated and myriad ways in which Chinese society functions and how this actually affects the politics and economics of society.”Asian AffairsTable of ContentsMap x Chronology xi Preface xiv 1 What is Guanxi? 1 Guanxi in Everyday Chinese Life 2 Guanxi as Local Knowledge 7 Theoretical Models of Guanxi in the Social Sciences 12 A SNA Approach toward Guanxi 19 Guanxi as Resource Mobilizer: A Concluding Note 25 2 Guanxi and Network Building 28 Guanxi Interaction as an Everyday Phenomenon 28 Guanxi Cultivation and Expansion through Banquets 38 Guanxi Exchanges at Events of Cultural Significance 47 Guanxi Networks and Social Class 54 A Concluding Note: Rural-Urban Differences 62 3 Guanxi and Jobs 66 The Maoist Era 67 The Post-Mao Era 72 The Dynamics of Guanxi 77 Empirical Evidence from Large-Scale Social Surveys 82 Summary 99 4 Guanxi and Business Founding 102 China's Business World: An Overview 102 Guanxi as Mechanisms of Self-Employment 107 Guanxi as Mechanisms of Business Founding 115 Entrepreneur Networks in Business Founding and Later Success 121 5 Guanxi and Organizational Development 128 Theoretical Perspectives on Guanxi-Organization Relations 128 Guanxi as Mechanisms of Organizational Governance 141 Guanxi as Mechanisms of Organizational Performance 154 Foreign Organizations in Guanxi Culture 161 6 Guanxi and Politics 168 Nepotism and Guanxi Networks in a Local Government 168 Guanxi Favoritism and the Politics of Promotion 176 Guanxi Favoritism in the Politicized Legal System 191 7 Guanxi and Social Structure 202 The Internal and External Logics of Guanxi 202 Guanxi Networks and Social Structure 207 Guanxi Networks as Social Structure 212 A Research Agenda 218 Bibliography 223 Chinese-Language References 242 Index 246

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