Organizational theory and behaviour Books

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Book SynopsisThe latest edition of this classic text provides a comprehensive and internationally relevant introduction to work and organizational psychology, exploring the depth and diversity of the field in an accessible way without obscuring the complexities of the subject.Table of ContentsList of Contributors xi Foreword xix Wilmar Schaufeli Introduction xxi Nik Chmiel, Franco Fraccaroli and Magnus Sverke Part I: Job-Focused 1 1. What Do People Really Do at Work? Job Analysis and Design 3 Stephen A. Woods and Daniel P. Hinton 2. How Do I Get a Job, What Are They Looking For? Personnel Selection and Assessment 25 Silvia Moscoso, Jesús F. Salgado and Neil Anderson 3. How Can I Shape My Job to Suit Me Better? Job Crafting for Sustainable Employees and Organizations 48 Pascale M. Le Blanc, Evangelia Demerouti and Arnold B. Bakker 4. What Am I Supposed to Do in My Job? Set Goals and Appraise Your People 64 Gary P. Latham 5. Why Is My Job So Stressful? Characteristics, Processes and Models of Stress at Work 80 Jan de Jonge and Christian Dormann 6. Digital Technologies at Work Are Great, Aren’t They? The Development of Information and Communication Technologies (ICTs) and Their Relevance in the World of Work 102 Christian Korunka and Matti Vartiainen 7. Whose Side Is Technology On, Really? on the Interdependence of Work and Technology 121 Michael Allvin and Fredrik Movitz 8. Why Did I Choose That Career Path? Approaches to Vocational Choices and People’s Readiness to Self-Manage their Own Career Paths 137 Guido Sarchielli Part II: Organization-Focused 159 9. How Do We Get New Entrants ‘On Board’? Organizational Socialization, Psychological Contracts, and Realistic Job Previews 161 Allison M. Ellis and Talya N. Bauer 10. How Does Power Affect Those Who Have It and Those Who Don’t? Power Inside Organizations 176 Lourdes Munduate and Francisco J. Medina 11. Does It Matter Who Leads Us? The Study of Organizational Leadership 192 E. Kevin Kelloway and Stephanie Gilbert 12. Why Are We in a Team? Effects of Teamwork and How to Enhance Team Effectiveness 212 Annika Lantz Friedrich and Daniela Ulber 13. How Do We React When Our Organization Changes? Perspectives on Employees’ Appraisal of Change, Consequences and Mitigating Factors 233 Magnus Sverke, Helena Falkenberg, Johnny Hellgren, Chang-qin Lu and Jaco Pienaar 14. How Do We Feel and Behave When We’re Not Permanent Full-Time Employees? The Case of the Diverse Forms of Non-Standard Work 258 Claudia Bernhard-Oettel, Nele De Cuyper, Megan Murphy and Catherine E. Connelly 15. Why Should Organizations Treat their Employees Fairly? Definition, Relevance, and Consequences of Justice at Work 276 Constanze Eib and Guillaume Soenen 16. What Does Our Organization Do to Help Our Well-Being? Creating Healthy Workplaces and Workers 295 Arla Day and Karina Nielsen Part III: People-Focused 315 17. Does It Matter Who We Are? Personality at Work 317 Adrian Furnham 18. How Do I Learn What to Do? How the Science of Training Supports Learning 335 Amanda Woods, Julie Dinh and Eduardo Salas 19. How Much Effort Will I Put into My Work? It Depends on Your Type of Motivation 354 Anja Van den Broeck, Joseph Carpini, Hannes Leroy and James M. Diefendorff 20. How Do We Handle Computer-Based Technology? What Is the Cost/Benefit Ratio of Technology for Workers? 373 Fred R. H. Zijlstra and Anne-Sophie Nyssen 21. Why Do I Put Myself and Others in Danger or Help Increase Safety? Person- and Situation-Related Causes of Safety Behaviours 388 Nik Chmiel and Gudela Grote 22. Does It Matter Whether I Am a Happy and Committed Worker? The Role of Identification, Commitment and Job Satisfaction for Employee Behaviour 410 Rolf van Dick and Lucas Monzani 23. How Does Work Fit with My Life? The Relation Between Flexible Work Arrangements, Work–Life Balance and Recovery from Work 430 Göran Kecklund, Debby G. J. Beckers, Constanze Leineweber and Philip Tucker 24. What Happens When I Get Older? Older Workers, Late Careers and Transitions to Retirement 448 Franco Fraccaroli, Marco Depolo and Mo Wang Part IV: Advising the Organization 469 25. How Do We Work with Organizations? 471 Henry Honkanen and Diana Rus Case Studies 489 26. A Strategic Approach to Improving Well-Being in a Large Railway Company 491 Ivan Robertson, Matthew Smeed and Victoria Ward 27. Humiliation: Why We Deserve Respect at Work 498 Barbara Ko usznik 28. Resilience Development Through an Organization-Led Well-Being Initiative 506 Katharina Näswall, Sanna Malinen and Joana Kuntz 29. Positive Action: Effectively Increasing Diversity at the Top 514 Nic Hammarling 30. Age Management 521 Christian Stamov-Roßnagel Index 529

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Book SynopsisTable of ContentsForeword xiii Acknowledgments xvii We All Care about Experience (Introduction) xix Part I The Evolution of Employee Experience 1 1 Defining Employee Experience 3 Utility 3 Productivity 3 Engagement 5 Employee Experience 6 2 Research on Employee Experience 11 A Note about the Research Sponsors 15 3 Employee Experience Drivers 17 Poor Success with Engagement 18 Engagement Measures Downward 18 Engagement Has Become the New Annual Review 20 Engagement Tends to Look at the Effect but Not the Cause 21 Engagement Surveys Are Exhaustingly Long 22 Engagement Acts as an Adrenaline Shot 22 The War for Talent 26 Skills Gap and Talent Shortage 26 Changing Demographics 27 Changing Face of Talent Competition 28 Psychology (and Sociology) 29 Business Turbulence 29 Technology 30 Alternative Work Arrangements and the Gig Economy 32 Growing Fast but Not Dominating 33 The Effect on Employee Tenure 35 People Analytics 38 People Analytics in Action 40 The Future of People Analytics 43 Transparency 45 Part II The Reason for Being and the Three Employee Experience Environments 49 4 Reason for Being 51 Statements from Leading Organizations 52 The Three Employee Experience Environments 56 5 The Physical Environment 59 Chooses to Bring in Friends or Visitors 61 Offers Flexibility 64 Organization’s Values Are Reflected 67 Leverage Multiple Workspace Options 70 How Organizations Scored 74 6 The Technological Environment 77 Availability to Everyone 78 Consumer Grade Technology 82 Employee Needs versus Business Requirements 84 How Organizations Scored 86 7 The Cultural Environment 89 Company Is Viewed Positively 90 Everyone Feels Valued 95 Compensation and Benefits 96 Having Employee’s Voices Heard 97 Organization Doesn’t Ask 97 Organization Asks but Does Nothing 98 Organization Asks and Acknowledges 98 Organization Asks, Acknowledges, and Acts 98 Employees Are Recognized for the Work That They Do 98 Legitimate Sense of Purpose 100 Employees Feel like They’re Part of a Team 107 Believes in Diversity and Inclusion 109 Referrals Come from Employees 112 Ability to Learn New Things and Given the Resources to Do So and Advance 114 Learning and Development 115 Advancement 118 Treats Employees Fairly 120 Executives and Managers Are Coaches and Mentors 122 Dedicated to Employee Health and Wellness 124 How Organizations Scored 126 8 The Employee Experience Equation 131 Part III Why Invest in Employee Experience? 133 9 The Nine Types of Organizations 135 inExperienced 136 Emerging 137 Engaged 139 Empowered 140 Enabled 140 preExperiential 141 Experiential 141 10 Employee Experience Distribution 145 11 The Business Value of Employee Experience 149 Customer Service 151 Innovation 153 Employer Attractiveness 153 Admiration and Respect 154 Brand Value 154 Other Lists 155 12 Business Metrics and Financial Performance 157 13 The Cost of Employee Experience 167 Part IV Building the Experiential Organization 171 14 System 1 versus System 2 Experiences 173 15 The Employee Experience Design Loop 177 Respond 178 Analyze 180 Scenario 1 Analysis Reveals 180 Scenario 1 Insight for Your Organization 180 Scenario 2 Analysis Reveals 181 Scenario 2 Insight for Your Organization 181 Scenario 3 Analysis Reveals 181 Scenario 3 Insight for Your Organization 181 Analysis Enablers 181 Design 182 Launch 183 Participate 183 Example: General Electric 184 Respond 184 Analyze 185 Design 185 Launch 186 Participate 187 Example: Airbnb 189 Respond 189 Analyze 189 Design 190 Launch 191 Participate 191 16 The Starbucks Model of Transparency 193 17 The Employee Life Cycle 197 18 Moments That Matter or Moments of Impact 201 Specific Moments That Matter 201 Ongoing Moments That Matter 202 Created Moments That Matter 203 Moments That Matter at Cisco 203 19 Moments That Matter and Employee Experience 205 20 The Employee Experience Pyramid 209 21 What about the Actual Work? 213 22 Who Owns the Employee Experience? 217 Initiated by the CEO and Executive Team 217 Owned by the People Team 219 Driven by Managers 220 Championed by Everyone 222 23 A Lesson from Airbnb 223 24 The Role of Employees 227 25 Where to Start 229 You Have to Care, Really Care 229 Define a Reason for Being 231 Build a People Analytics Function 232 Start Small 232 Identify the Required Skills 234 Have Executive Support, Typically the Chief People Officer 236 Train the Organization 236 Tell Stories 237 Build or Improve the Experience Team 237 Deploy Feedback Tools/Mechanisms 239 In-Person Feedback 239 Feedback via Technology 241 Implement COOL Spaces, ACE Technology, and CELEBRATED Culture 242 Example: Adobe 244 Technological Environment 244 Physical Environment 245 Cultural Environment 246 Identify and Create Moments That Matter (or Moments of Impact) 250 Think of Your Organization like a Lab Instead of a Factory 253 26 Focus on What Makes Your Company Unique 257 27 Size, Industry, and Location Don’t Matter 261 Always Improve 262 Think like a Laboratory 262 Move beyond Checklists 263 Put People at the Center and Know Them 264 Design with, Not For 264 Care 264 Focus on What Makes You Unique 265 28 A Futurist’s Perspective 267 Appendix 269 Index 271

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Book SynopsisTable of ContentsPreface xvii Section 1 Now 1 1 The Death of Business as Usual 3 It’s All Change 3 Truth, Knowledge, Vision 4 Constant Beta 9 Digital Assets and Liabilities 10 Digital Business Transformation: Why It’s More Than Just Technology 12 2 The Four Forces of Connected Change 15 Customer Behaviors 16 Technological Change 18 Business Models 23 Societal Change 26 3 What Is Slowing Down Established Businesses? Blocks, Brakes, and Behaviors 31 Top-down Decision Making 33 Organizational Silos 33 Legacy Technology 36 Short-termism 38 Talent Shortages 38 Values and Culture (and Purpose) 40 “Not Invented Here” 41 Section 2 Next 45 4 Characteristics of a Digital Business 47 The Inconvenient Truth 47 Decoding What Digital Companies Do Well 49 Decoding How They Do It 52 5 The Big Hairy Audacious Goals (BHAGs) of Digital Business Transformation 57 The Two BHAGs of Digital Business Transformation 58 Goal 1: Developing the Muscle of Continuous Change (the PS How) 59 Goal 2: Building the Capability to Identify and Realize Value (SPEED) 61 6 Strategy 65 Swarm Intelligence 65 The Role of Strategy 66 Anchor Strategy on Your Customer, Not Your Competition 67 Determine “Where to Play” by Looking at Your Market Differently (the D-3 Model) 68 “How to Win”: View Your Transformation as a Portfolio of Moves 71 Build “Your” Capabilities: The Partner Ecosystem 73 Bringing Products to Market: The Elusive Product-Market Fit 75 7 Product 77 Operating in Constant Beta 77 The Relentless Hunt for Value 79 The Inconvenient Truths of Product 79 The Forces of Change in Product 81 Agile, Lean, and DevOps 82 Banking Case Study: Transforming Product 85 8 Experience 89 Everything in Your Business Contributes to Your Customer Experience 89 What Is Experience, Anyway? 90 Orienting to the Customer 93 Brand Is the Experience and Experience Is the Brand 95 Data and Computation 100 What Makes a Great Experience? LEAD (Light, Ethical, Accessible, Dataful) 104 9 Engineering 107 Technology as a Cost Center to Technology as a Value-driver 108 Spaghetti Tech: The Layers of Enterprise IT 110 Moore’s Law 110 Legacy Technology 111 The Impact of Product and Rise of Engineering 112 Technology and Engineering 114 Architecture: Cloud 115 Microservices 116 Ways of Working: Agile, Lean, DevOps 118 Engineers 119 Automation 120 It’s All About the Talent 120 10 Data 123 Data as an Asset 125 Getting Started with Data 126 Utility: How Do You Get Useful Data on the Right Audience? 128 Data Architecture: Is the Data in a Format and Structure That Are Accessible? 130 Data Science and Artificial Intelligence 131 Designing for Data: How Do You Design Your Products, Services, and Experiences to Collect Data? 133 Ethics: How Does Becoming Data-led Impact Your Ethical Responsibility? 133 11 Leading a Gryphon Organization 137 Learning to Think Differently 138 Characteristics of a Gryphon Organization 140 Section 3 How 147 12 Components of Successful Digital Business Transformations 149 1. Always Remember the Ultimate Goals of Digital Business Transformations (the DBT BHAGs) 149 2. Align the Team Around a Shared Vision 150 3. Get C-level Buy-In 151 4. Anchor in Outcomes 151 5. Seize Your Quick Wins and Communicate 152 6. Move Fast 153 7. Be Thoughtful About Your Governance Choices 154 8. Choose Partners Who Will Co-create and Are a Fit for Your Team 155 9. Keep Your Teams Small and Cross-functional 156 10. Consider New Approaches to Funding That Match the Way Projects Work 157 13 What Transformation Journeys Actually Look Like 159 They Are Never a Straight Line 159 They Require Treating Digital as More than a Channel 161 They Are Almost Always Driven by Uncertainty 163 Without a Clear Vision, Functions Get Disconnected Fast 165 The Many Paths to Transformation 166 14 The Beginning 169 Why There Is No “End” 169 Where Do We Go from Here? 170 What’s in Your Digital Moat? 173 What Are You Building? 173 Everyday Superheroes 174 Notes 177 Acknowledgments 185 Index 189

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Book SynopsisEverything we do, and sense, happens through our brain. In Coaching the Brain: Practical Applications of Neuroscience to Coaching, highly experienced coaches Joseph O'Connor and Andrea Lages ask and answer the question: How can we use our knowledge of the brain to help ourselves and others to learn, change, and develop?'.This book will show you how to apply insights from the latest neuroscience research in a practical way, in the fields of personal development, coaching and cognitive therapy. Accessible and practical, it begins with an overview of how the brain works along with an explanation of how our brain changes due to our actions and thoughts, illuminating how these habits can be changed through neuroplasticity. Understanding the neuroscience of goals and mental models helps us to work with and change them, and clarity about emotions and the emotional basis of values can help achieve happiness. Most importantly, neuroscience illuminates how wTrade Review "Joseph and Andrea pursue brain based leadership coaching with flair and precision. I highly recommend their book." - Marshall Goldsmith, Thinkers 50 #1 Executive Coach and only two-time #1 Leadership Thinker in the world"This highly accessible and practical book takes modern neuroscience research and demonstrates how it is being used today in the fields of personal development, coaching and cognitive therapy. If you are a coach, this book will make you appear brilliant to your clients. Make sure your clients don't read it first; the book has so many instantly applicable techniques, they might improve themselves before you can do your work." - Brian Van der Horst, Founder NLP Institute for Advanced Studies, San Francisco and Paris; Chief Facilitator, Integral Institute, Europe; Consultant at Stanford Research Institute"A great practical book for coaches and everyone interested in how to apply the new research in neuroscience to change and development." - Adam Harris, Chair, Vistage, Executive coaching; author of The Checkin Strategy Journal"While most coaches focus on working with the minds of their clients, Coaching the Brain takes a powerful dive into the field of neuropsychology, showing coaches how the brain works, how coaching can change the brain, and how valuable these changes can be." - Brian Whetten, author of Yes Yes Hell No! The Little Book for Making Big Decisions"Coaching the Brain is an enjoyable, informative and practical guide for coaches to help their clients grow, change and improve. Every coach needs to know how the brain functions and how that relates to coaching. This book provides just that. Joseph and Andrea integrate neuroscience with coaching skills to present an easy to understand roadmap of the brain and how to apply it - to help coaches and their clients learn more efficiently, be more creative and be happier." Robert Dilts, co-founder of NLP University and Generative Coaching; author of Coach to Awakener"A practical and informative look at our deepest, most complex functions. Joseph and Andrea have taken a notoriously confusing topic and, with their gripping writing style, made the amazing topics of neuroscience and psychophysiology accessible to anyone that has an interest in this fascinating area of science. Not only is the topic made accessible but, more importantly, it's made applicable through the artful use of examples, metaphors, and stories. Anyone wishing to understand themselves and others in a deeper, more insightful way should read this book and apply the knowledge it holds. A "must have" on the bookshelf of all coaches!" Aaron Garner MSc, Director, EIA Group"Coaching the Brain is essential knowledge for all coaches and anyone who wants to change. The book is clear, practical and engaging and ranges wide over the neuroscience behind goals, values, beliefs and habits. You will be surprised at many of the tools you will read about here and surprised at how well they work." - Lars-Eric Unestahl, Ph.D.; President of Scandinavian International University, SwedenTable of ContentsIntroduction. Chapter 1: Clay and flame; Chapter 2: Thinking about change - neuroplasitcity; Chapter 3: Thinking and Feeling - the neuroscience of goals; Chapter 4: Thinking - tricks and traps; Chapter 5: Feeling and Emotion; Chapter 6: Decisions, Decisions; Chapter 7: Memory - into the rose garden; Chapter 8: Learning and Reward - the past in your future; Chapter 9; Mental Modes; Chapter 10: Our Social Brain; Chapter 11: Identity- who are we?; Chapter 12: What Now?; Appendix 1: Bibliography; Appendix 2: Glossary; Appendix 3: Resources; Index.

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Book SynopsisCreative Career Coaching: Theory into Practice is an innovative book for career development students and professionals aiming to creatively progress their coaching practice. Without losing sight of fundamental coaching values and practices, it encourages career development professionals to adapt their practice by harnessing imagination, intuition and critical reflection to engage clients. Hambly and Bomford consider the usefulness of creativity alongside traditional coaching models to reach harder to help groups. They consider a whole-brain approach to creativity, emphasising the need for coaches to adapt their client-facing skills for individual cases. They work through how clients make career decisions, how to use labour market information to motivate clients, how to frame a creative coaching session using techniques such as metaphor, visualisation and role play, how to use practical tools and techniques to resolve a client's individual needs, and how to deliver onTrade Review‘This is an ambitious text that strives, successfully, to emphasise the importance of theory to career practice by integrating broad theoretical understandings of relevant material derived from various academic disciplines (like neuropsychology and economics) with counselling skills (for example, micro, foundation skills, as well as goal setting and action planning) and models that are frameworks for practice (specifically, process models, guiding the interview structure, compared with content models, which provide detailed maps for exploration). All this is integrated with specialist knowledge for use selectively with clients, depending on their presenting needs (e.g. motivation, decision making skills, resilience). Having scanned the horizon regarding the impact of globalisation on the developed labour markets of the world, it significantly also picks up a major influence of globalisation, that is, the potential impact of digitalisation on practice. It tackles the pivotal importance of labour market information to efficacious practice, with all its subtleties. Nor does it shirk engagement with challenging issues relating to marginalised populations (e.g. Lesbian, Gay, Bisexual and Trans). Unusually and importantly for a text of this type, a chapter is included on the professional responsibility of the practitioner to take care of themselves, guarding against stress and trauma by engaging routinely with processes like their own continuing professional development, supervision, and similar.Overall, this text provides a contemporary and informed overview and approach to issues pertinent to current practice, by two highly qualified and experienced trainee educators. Both novice and proficient practitioners will find this text stimulating, challenging, existing and satisfying. The authors are to be commended for grappling so effectively with such a daunting task." - Professor Jenny Bimrose, Institute for Employment Research, University of Warwick, UK"This book is truly ground-breaking in linking brain science theory to innovative career guidance practice. The content is well researched and highly practical. Case studies provide rich insights for trainers and practitioners to reflect on 'the art of the possible'. There is sound evidence on what works well and in what circumstances. Most importantly, the authors inspire the reader to continuously improve practice working creatively with both young people and adults." - Dr Deirdre Hughes, OBE; Director, DMH & Associates Ltd, UK‘This is an ambitious text that strives, successfully, to emphasise the importance of theory to career practice by integrating broad theoretical understandings of relevant material derived from various academic disciplines (like neuropsychology and economics) with counselling skills (for example, micro, foundation skills, as well as goal setting and action planning) and models that are frameworks for practice (specifically, process models, guiding the interview structure, compared with content models, which provide detailed maps for exploration). All this is integrated with specialist knowledge for use selectively with clients, depending on their presenting needs (e.g. motivation, decision making skills, resilience). Having scanned the horizon regarding the impact of globalisation on the developed labour markets of the world, it significantly also picks up a major influence of globalisation, that is, the potential impact of digitalisation on practice. It tackles the pivotal importance of labour market information to efficacious practice, with all its subtleties. Nor does it shirk engagement with challenging issues relating to marginalised populations (e.g. Lesbian, Gay, Bisexual and Trans). Unusually and importantly for a text of this type, a chapter is included on the professional responsibility of the practitioner to take care of themselves, guarding against stress and trauma by engaging routinely with processes like their own continuing professional development, supervision, and similar.Overall, this text provides a contemporary and informed overview and approach to issues pertinent to current practice, by two highly qualified and experienced trainee educators. Both novice and proficient practitioners will find this text stimulating, challenging, existing and satisfying. The authors are to be commended for grappling so effectively with such a daunting task.’ - Professor Jenny Bimrose, Institute for Employment Research, University of Warwick, UKTable of ContentsPrefaceAcknowledgementsPart I: Setting the scene1 The bigger picture: Global trends2 A brief history of career development theory3 The brilliant brain: Insights from neuropsychologyPart II: Managing interactions4 Microskills: The building blocks5 Process models6 Laying the foundations7 Frameworks for exploring the client’s story8 Goals and actions9 Digital coachingPart III: Designing your session to meet client needs10 Motivation and readiness11 Decision-making12 Self-awareness13 Opportunity awareness14 Transition15 ResiliencePart IV: Practitioner issues16 The resilience of the coachIndex

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Book SynopsisBrooks offers readers a succinct, lively and robust introduction to the subject of organisational behaviour.While aiming to encourage and promote the critical examination of the theory of organisational behaviour, this book also seeks to enable students to interpret and deal with real organisational problems. Table of ContentsPreface About the author Acknowledgements Chapter 1 Organisational behaviour in an international context Chapter 2 From classical organisational theory to the gig economy Chapter 3 Perspectives on individual behaviour CHAPTER 4 Motivation theory, practice and generational change CHAPTER 5 Groups and teams CHAPTER 6 Management and leadership CHAPTER 7 Organisational structure CHAPTER 8 Organisational power, politics and conflict CHAPTER 9 Organisational culture: the impact on organisational behaviour

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Book SynopsisTable of ContentsIntroduction 1 Part 1: Introducing OKRs 5 Chapter 1: Achieving Goals with OKRs 7 Chapter 2: The Benefits of OKRs 19 Part 2: Preparing to Create OKRs 35 Chapter 3: First Things First: Identify Why You Are Creating OKRs 37 Chapter 4: Filling Vital OKRs Roles within the Organization 47 Chapter 5: Determining Where and When to Create OKRs 67 Chapter 6: The Raw Materials of OKRs: Mission, Vision, and Strategy 89 Part 3: Creating OKRs 109 Chapter 7: Preparing to Create OKRs 111 Chapter 8: Rolling Up Your Sleeves, Part 1: Creating Objectives 137 Chapter 9: Rolling Up Your Sleeves, Part 2: Creating Key Results 163 Chapter 10: Making Your OKRs Even Stronger 189 Part 4: Managing with OKRs 211 Chapter 11: Holding OKRs Review Meetings 213 Chapter 12: Scoring and Analyzing OKRs Results 235 Chapter 13: Making OKRs Stick 253 Part 5: The Part of Tens 271 Chapter 14: Ten Common Questions about OKRs 273 Chapter 15: Ten “Musts” to Ensure OKRs Success 283 Chapter 16: Ten Tips for Creating Effective OKRs 293 Index 303

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Book SynopsisDon’t risk the dire consequences of your work processes becoming obsolete—discover a powerful model for constant, ongoing, enterprise-wide process evolution and optimization.If you have a great product, but don’t have the operations in place to efficiently and effectively support it—production, manufacturing, sales, finance, human resources, etc.—you won’t succeed. Product innovation is seen as flashier and so gets far more attention, but you can create an enduring competitive advantage by revolutionizing business operations.The problem is most attempts to improve business operations are reactive, sporadic, and siloed. Tony Saldanha and Filippo Passerini’s Dynamic Process Transformation model provides a living model for constant, ongoing process evolution and optimization.The authors focus on maximizing three drivers of change. First, “open market rules”—each business process must be run as a separate business, instead of via monolithic mandates coming down from on high. Second, there must be “unified accountability”— outcomes must be clear and consistent across the company, instead of being siloed within departments. And third, there needs to be a “dynamic operating engine,” a methodology to convert the constantly changing business process goals into tactical day-to-day employee actions.With numerous examples from leading companies, this book shows how to proactively keep business processes across the company from becoming obsolete and take advantage of a neglected key to success.

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Book SynopsisIn Managing Change in Organizations, Stefan Sveningsson and Nadja Sörgärde explore a broad range of perspectives on change management, encouraging critical reflection and making sense of a complex field of theories. Their unique approach based around three key perspectives of change will help students understand: How change is accomplished – the tool perspective What change means for those involved – the process perspective And Why is change initiated (and is it necessary) – the critical perspective This focus on the common how, what and why questions offers students the chance to learn pragmatic tools for managing change, as well as gain an in-depth understanding of different theories and their value. The book is complemented by a range of online resources including PowerPoint Slides, Multiple Choice Questions, and a selection of SAGE Business Cases and journal articles. Stefan Sveningsson is Professor of Business Administration at the School of Economics and Management, Lund University, Sweden. Nadja Sörgärde is a Senior Lecturer at the School of Economics and Management, Lund University, Sweden. Trade Review"This is a much-needed book that allows readers to not only examine the practical and planned aspects of change, but also to explore organizational change from the processual and critical perspectives which are all too often neglected in books on managing organizational change." -- Professor Cynthia Hardy"Eschewing easy and simplistic answers, the authors also refuse to be fazed by the complexities of organizational change. They offer a sharp, multi-dimensional and probing commentary on how organizational change comes about, why it so often goes against the intentions of its instigators, why it breeds resistance and why resistance is not necessarily a bad thing. They are not afraid to engage and offer compelling commentaries on what exactly counts as change, why one person sees change where another sees continuity, who stands to benefit and lose from change. Above all, they demonstrate the practical wisdom of approaching change as a fluid phenomenon that can at best be managed but not fully controlled. This is a must for all scholars of organizational change and practitioners wise enough to look beyond the recipe book." -- Professor Yiannis GabrielTable of ContentsChapter 1: Introduction Chapter 2: Perspectives on Change Chapter 3: Why Organizational Change? Chapter 4: The Tool Perspective – planned change and organizational development Chapter 5: The Tool Perspective – integrated organizational models Chapter 6: Process perspective – interpretation and understanding-orientation Chapter 7: Process perspective – the importance of language Chapter 8: Critical perspective on Change Chapter 9: The Complexity of Resistance Chapter 10: Managing Organizational Change - Practical Insights and Lessons Learned

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Book SynopsisThis book offers a remarkable collection of chapters, written by the leading scholars in CSR and employee engagement. Using the existing literature, new empirical studies, case studies and thought-provoking insights, this collection of authors discuss why and how to engage employees in CSR and through CSR. Employee engagement in Corporate Social Responsibility focuses on engaging employees in socially responsible initiatives with three major parts of the book: the antecedents that lead to employee engagement in CSR; the processes and opportunities to involve employees; and the impact of the above on employees, the company, non-profit organisations and society. This book contributes to both research and managerial practice by presenting cutting edge knowledge from leading CSR scholars and practitioners.Trade ReviewAs businesses strive to transform their organisations towards sustainability and responsible management, this book provides expert strategies to achieve competitive advantages while fulfilling employee engagement opportunities. I admire the book’s organisation—antecedents, processes, and impacts. Stimulating employee engagement is on the cutting edge of successful CSR application today. Whether you are a novice or seasoned academic, researcher or practitioner, this book is appropriate for you. I strongly and enthusiastically endorse it. -- Archie B. CarrollSuccessfully engaging employees in their social responsibility programs is one of the key challenges facing responsible businesses today. In this brilliant new collection, many of the leading researchers in the field provide new ideas, evidence and insights about problems companies face and how they can go about tackling them. A timely and valuable volume for anyone interested in engaging employees in CSR. -- Andrew CraneTable of ContentsPart 1: Introduction Chapter 1: Introduction to the book Part 2: Antecedents Chapter 2: Employee (dis)engagement in corporate social responsibility Chapter 3: Development of employee engagement through CSR Chapter 4: Corporate social responsibility and gender Part 3: Processes Chapter 5: Understanding long-term CSR engagement strategies of organisational change agents Chapter 6: The role of communications in employee engagement in CSR: A sensemaking approach Chapter 7: Social intrapreneurship: A new horizon for employee engagement in CSR Part 4: Impacts Chapter 8: Global pro bono service: results from 30 companies and communities served Chapter 9: Attractiveness of corporate social responsibility in job choice decisions: the case of India Chapter 10: Corporate political activism and employee responses Part 5: Discussion Chapter 11: Discussion and conclusion: moving forward from here

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Book SynopsisYou can change your company's culture.Organizational culture often feels like something that has a life of its own. But leaders are the stewards of a company's culture and have the power to shape and even change it.If you read nothing else on building a better organizational culture, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you identify where your culture can be improved, communicate change, and anticipate and address implementation challenges.This book will inspire you to: See what your company culture is currently like--and what it could be Explore your company's emotional culture Gather input on what needs to be fixed or initiated Improve collaboration Foster a culture of trust Articulate the new culture's mission, values, and expectations Deal with resistance and roadblocks This collection of articles includes "The Leader's Guide to Corporate Culture," by Boris Groysberg, Jeremiah Lee, Jesse Price, and J. Yo-Jud Cheng; "Manage Your Emotional Culture," by Sigal Barsade and Olivia A. O'Neill; "The Neuroscience of Trust," by Paul J. Zak; "Creating a Purpose-Driven Organization," by Robert E. Quinn and Anjan V. Thakor; "Creating the Best Workplace on Earth," by Rob Goffee and Gareth Jones; "Cultural Change That Sticks," by Jon R. Katzenbach, Ilona Steffen, and Caroline Kronley; "How to Build a Culture of Originality," by Adam Grant; "When Culture Doesn't Translate," by Erin Meyer; "Culture Is Not the Culprit," by Jay W. Lorsch and Emily Gandhi; "Conquering a Culture of Indecision," by Ram Charan; and "Radical Change, the Quiet Way," by Debra E. Meyerson.

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Book SynopsisStanding still in today’s business environment is not an option if you are to survive and thrive. But navigating your way through change can be complex, challenging and daunting. Business Morphology is here to help break down this complexity.No matter what sector you’re in or what challenges your organization is facing, there are five fundamental levers that you can apply to effect real change.This book explores each of those five levers through a Morphology Map – an easy-to-use visual tool to help guide your thinking and prioritisation, and create a plan of action to help ensure you reach your outcomes. As an added bonus, there is also a Morphology Map to help you maximise your own personal impact too.Julie Nerney, MBA, CDir, FloD has been a serial entrepreneur, and is now a business transformation expert, spanning private, public and not-for-profit sectors. Geoff Robins BSc, PhD has led a number of major transformation programmes in the private and public sectors and is now a strategic advisor and Non-Executive Director.Trade ReviewExcellent and concise guide to how to set solid foundations for delivering a transformation journey. The real life experiences shine through. - AmazonTable of ContentsForeword by Tim Morris, Emeritus Professor of Oxford University Said Business SchoolPrefaceChapter 1. Morphology Maps: Navigating ChangeChapter 2. Modifying Your Operating ModelChapter 3. Product or Service DiversificationChapter 4. Mergers and AcquisitionsChapter 5. PeopleChapter 6. CultureChapter 7. Maximising Your Personal ImpactChapter 8. Bringing it all togetherEpilogueAcknowledgmentsIndex

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Book SynopsisThis book introduces an innovative new digital approach to speed up cultural change in organisations and reduce failure rates through use of the Culture Acceleration Tool and Methodology (CATM). This tool combines the methodology of the Organizational Cultural Assessment Instrument (OCAI), Action Design Thinking and Group Decision Support Systems. In order to transform employee mindsets and align workforces to the strategic goals of their organisation in Industry 4.0, culture change and organisational transformation is necessary. However, culture change is a complex process which takes years to complete, often with low success rates. In Accelerating Organisation Culture Change, Jaclyn Lee presents resolutions to these issues through the CATM toolkit that combines capabilities of diagnosing culture, refining the change process, and using a digital platform to brainstorm and set clear goals for change management. Including real life case studies on the application of CATM in organisations, the book demonstrates the possibility of a higher success rate with organisational culture change management, and provides researchers, organisations and practitioners with a clear roadmap on how to develop the CATM toolkit for their own culture transformation journey.Table of ContentsChapter 1. Change in the Digital Age Chapter 2. Organisational Culture and Change Management Chapter 3. Accelerate Culture Change through Digital Tools Chapter 4. A Digital Toolkit for Culture Acceleration: CATM Chapter 5. Developing a Culture of Innovation: The Singapore University of Technology and Design Story Chapter 6. Managing Culture Change in a Technology Set-Up using CATM Chapter 7. Future of Digital Tools in Change Management

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Book SynopsisThe Emerald Handbook of Authentic Leadership is a ground-breaking interdisciplinary collection, opening the black box of leadership authenticity to advance understanding of theory and practice. It presents a wide-ranging, diverse source of new concepts, theories, insights, applications to advance thinking and practice in leadership and leadership authenticity. The first publication of its kind, the contributors – leading scholars, researchers, business and NGO leaders, policy makers – explore differing, contrasting perspectives on the evolving, fluid subject of authentic leadership. The thematic sections examine ‘The Search for Authenticity from Theory to Practice’, ‘The Search for Authenticity from Practice to Theory’, and ‘Developing Authentic Leadership Values, Understanding and Practice’. The Emerald Handbook of Authentic Leadership is a quest for interdisciplinary insights arising out of theory and practice. It is intended for a wide readership interested in leadership and leadership authenticity in the contemporary world.Trade ReviewThe Emerald Handbook of Authentic Leadership is a remarkable reader covering the complexities of leading across time, and into the future, with authenticity. The handbook offers a fresh leadership perspective across a vast field of research, from leadership insight revealed by classic literature, to the role of political and multinational institutions, to the growing influence of the internet of things, and well beyond. Great leadership literature compels the individual to think well beyond the chapters. As the handbook is about original research into the topic, the questions and unique insights about the leadership conditions lead the reader to consider their own role and aspirations in leadership. It is truly a mind-expanding exploration into all things authentic leadership. -- Justin Ferbey, Deputy Minister of Economic Development, Yukon, CanadaLike many helpful big ideas, the notion of authentic leadership can prove to be remarkably slippery when subjected to close academic scrutiny. With contributions from a wide diversity of expert contributors, The Emerald Handbook of Authentic Leadership maps out and explores the boundaries of the landscape of authentic leadership, its literature, theory and practice, with commendable clarity and insight. I am encouraged to hope that its contribution will broaden our knowledge and understanding of the notion of authentic leadership, making it less slippery and more profoundly useful for many readers. -- Norman M. Fraser, PhD, IT entrepreneur, Adjunct Professor, Aalborg University Business School, Denmark.Scholars, practitioners, and the general public will enjoy this insightful handbook on authentic leadership lessons from AI, education, business, policy, NGO contexts, as well as COVID-19, which specifically benefits from considerable data and hindsight since the pandemic onset. This interdisciplinary author team blends historical approaches with the latest in the field to provide analysis and advice for leaders in corporations, non-profits, and the public sector. The variety of methodological approaches (e.g., bibliometrics, inductive qualitative research, and autoethnography) and contexts showcase state-of-the-art scholarship and practice in authentic leadership. -- Siri Terjesen, Professor, Florida Atlantic University, USIn today's fast-paced and ever-changing world, leadership plays an indispensable role in shaping society. With the emergence of alternative facts, truth decay, siloed thinking, and the unstoppable rise of AI, it has become increasingly difficult to come together and tackle regional and global issues while adhering to shared values. The Emerald Handbook of Authentic Leadership is a must-read for anyone who wants to understand and participate in the dialogue around the role of authentic leadership in today’s fluid world. It is a wide-ranging, interdisciplinary guide that serves as a catalyst for meaningful conversations about what it means to be an authentic leader and the important part it plays in our ability to navigate the challenges of the 21st century. I believe it spurs on multi stakeholder debate and further collaboration on the complex topic of authentic leadership. -- Alex Tveit, Co-founder and CEO, Sustainable Impact Foundation, Toronto, CanadaIn a world where the old paradigms are breaking down, we need leaders to guide our politics, institutions and organisations through the turbulent waters of the 21st century and enable the world to break through to new sustainable models of growth. What is leadership? How do we define it and what does ‘good’ look like, in a world increasingly disrupted by existential threats such as pandemics and climate change? What do we mean by ‘authentic and how does it “fit” with different cultures, social norms and the increasing intrusion of technology into decision-making? Finally, as new types of organisations and businesses emerge, what types of leadership are needed? The Emerald Handbook of Authentic Leadership gives us perspectives from multiple dimensions as to how we might answer these vital questions. It will provoke thinking and, hopefully, lead to different ways of being and seeing leaders in our modern world. -- Steven Parker, Leadership Coach, Chair of TAA Tech Ventures, UKTable of ContentsPart 1. Introduction Chapter 1. Leadership: The Conundrum of Authenticity; John E. Reilly and Romeo V. Turcan Part 2. The Search For Authenticity From Theory to Practice Chapter 2. A Bibliometric Study of Authentic Leadership; Hannes Velt and Rudolf R. Sinkovics Chapter 3. Authentic Leadership: A Critical Review; Demet Schaefler Chapter 4. The Challenge of Authentic Leadership in a Volatile, Uncertain, Complex and Ambiguous Business Environment; Yariv Taran Chapter 5. Authentic Leadership at the Edge of Chaos; Jackson Kinyanjui and Romeo V. Turcan Chapter 6. The Search for Authenticity in Artificial Intelligence-Enhanced Leadership; Niilo Noponen, Tommi Auvinen, and Pasi Sajasalo Chapter 7. The ComPILAR Model of Group Dynamics Elaborating Authentic Leadership; Ben Heslop Chapter 8. Searching for Authenticity: Leadership at the Intersection of Tradition and Modernity; Louis Lines and Romeo V. Turcan Chapter 9. Storytelling: The Importance of Space and Materiality for Authentic Leadership; Kennenth Mølbjerg Jørgensen Part 3. The Search for Authenticity From Practice to Theory Chapter 10. Leadership in the Classical World: A perspective on Authenticity; Justinus Pieper Chapter 11. Leadership in Business: Establishing Authenticity; Mihai Pohontu Chapter 12. Political Leadership: Discovering Authenticity; Lord Michael German OBE Chapter 13. Leadership as Service: Constructing Authenticity; Jeremy Lefroy and David Woollcombe Chapter 14. Ethics Shaping, Underpinning, and Sustaining Leadership Authenticity; Chris Mould Chapter 15. The Indispensability of Authenticity in Leadership: Why It is the Essence of Leadership Success; Demet Schaefler Chapter 16. Limitations and Opportunities in Entrepreneurial Innovation and Education: Values in Authentic Leadership; Dennis P. Sakalauskas and George S. Terry Chapter 17. In search for meaning and authenticity; Romeo V. Turcan Part 4. Developing Authentic Leadership Values, Understanding and Practice Chapter 18. Sensing as a leadership competence: Determining situational authenticity in the academic world; Eneli Kindsiko and Maaja Vadi Chapter 19. Leading or Being Led: The Authentic Leadership Dilemma; Louise B. Kringelum, Lucia Mortensen, and Jens Holmgren Chapter 20. The UN Sustainable Development Goals in Education and Well-being in Need of Authentic Leadership; Sofia Daskou and Nikolaos Tzokas Chapter 21. The Challenge to Establish Authentic Leadership in the Digital Age; Titta Pitman and John E. Reilly Chapter 22. Leadership in International Entrepreneurship: In Search of Authenticity; Igor Laine, Sami Saarenketo, and Xiaotian Zhang Chapter 23. Authentic Leadership as a Meta Competence; Ralph Dreher and Gesine Haseloff Chapter 24. Authentic Leadership as a Generic Competence; Susanne Sandberg, Igor Laine, Andreea I. Bujac, Gesine Haseloff, and John E. Reilly Part 5. Concluding Remarks Chapter 25. Leadership: Facing the Authenticity Conundrum; Romeo V. Turcan and John E. Reilly

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Book SynopsisRussell Ackoff's long and distinguished career as the doyen of Design and Systems Thinking was built around a collection of deceptively simple - but often overlooked - principles and observations. In "Differences That Make a Difference" - the last of his many books - Ackoff determined to distill the wisdom of a lifetime into a 'glossary' that would be easily accessible to managers, employees, students, and academics alike. His aim was to dissolve (not solve or resolve) some of the many disputes in professional and private life that revolve around meaning and (mis)understanding. For example, development and growth do not mean the same thing. A cemetery or rubbish heap can grow without developing, whereas a person continues to develop long after he or she has stopped growing. Ackoff understood that getting to the bottom of differences like this one could have far-reaching practical consequences for improving our organizational health. In "Differences That Make a Difference", he has succeeded magnificently in creating what Charles Handy in his Foreword calls 'a manual for clear thinking'. And if the world ever needed clear thinking...

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Book SynopsisCan a magnetic culture elevate you to unparalleled performance? ! And your journey to a magnetic culture starts by recognizing that good culture simply isn’t enough to drive top performance. With uncertainty swirling around every corner in the world today, team members are re-evaluating their workplaces and walking out as they look past hollow promises and perks that are a mere temporary bandage. People are searching for teams with purpose, a compelling vision, and a sense of belonging where they can pursue their full potential and live their lives to the fullest. In Leading with Significance, Joey Havens breaks through the limiting barriers of common culture theory and shows, with great transparency, the real human emotions that elevate a culture to one that is genuine, enduring, and magnetic. Joey shares insights, failures, low points, lessons learned, and growth from his experience of helping lead the successful transformation of HORNE LLP’s good culture to a magnetic, people-first culture based on the Christian principles of caring and service. Whether you are inspired by exponential growth, the power of inclusion, or attracting and retaining outstanding people, this book will inspire you to choose a journey toward significance.

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Book SynopsisWhile technology and geopolitical forces change the face of business today, the patterns and challenges of organizing humans to work together across organization, culture, language and time zone boundaries remain. To face these challenges, all organizations need to be agile, networked and scalable. Networked, Scaled, and Agile reveals how to shape organizations that will enable people to make faster and better decisions in a more complex world. By outlining the tension between the need for agility/differentiation and scale/integration, the book offers a new way to think about this debate using the models of the Tower (vertical integration) and the Square (horizontal integration). It addresses the role of the leadership team and how the organization design process can build C-suite leaders and successors. Each chapter concludes with a series of reflection questions for leaders as well as a summary of key concepts and tips. Including case studies from global organizations, Networked, Scaled, and Agile reveals how organization design can address three of the biggest business challenges organizations face today: how to build a new capability across the entire enterprise; how to make the entire organization more customer-centric; and how to allow for faster innovation.Trade Review"Kates, Kesler and DiMartino have created something special. Their framework resists fads in favor of examining the core trade-offs in a business, its environment and through its lifecycle. I believe the concepts herein will survive the test of time." * Gary Guthart, CEO, Intuitive Surgical *"The team at Kates Kesler has an innate feel for how sound organizational design acts as the accelerator for sustainable growth. If you are an executive who is asked to lead a transformation or find a path for growth in these dynamic times, this book will prove invaluable." * Andre Martin, Vice President PeopleDev, Google *"Organization design is not just for the big company. The Kates Kesler methodology positioned Zwift for explosive growth. We've been able to scale efficiently and make smart decisions about linking innovation to our core business." * Eric Min, Founder and CEO, Zwift *"As part of our journey to transform VF's brand portfolio for the future, we partnered with the Kates Kesler team to reimagine our business operating model. Their expertise established a strong foundation that has enabled our enterprise functions and brands to work more seamlessly and with greater agility, ultimately improving how we serve our consumers around the world." * Steve Rendle, Chairman, President and CEO, VF Corporation *"This book shows you how to design an organization to be both big and fast. The Kates Kesler methodology guided W.L. Gore in making key choices to evolve our structure and still maintain the essence of our unique culture." * Mary Tilley, Enterprise Business Transformation Leader, W.L. Gore and Associates, Inc. *"An insightful, compelling and pragmatic book which offers thoughtful solutions to the complex organizational challenges faced by businesses today." * Andrew Clarke, President, Mars Wrigley *"This book provides a timely and insightful lens for thoughtful discourse on designing organizations in our fast-changing landscape. Its focus on networks, scale and agility deeply resonate with our efforts in the Singapore Public Service to design the future of work, workplace and workforce in our agencies." * Ong Toon Hui, Dean and CEO, Civil Service College, Singapore *"Kates, Kesler and DiMartino build on well-tested theories of human behavior and large-scale systems to show how organization design frameworks apply to the new and challenging realities of today." * Charles Snow, Professor Emeritus, Penn State Smeal College of Business *"This is the perfect book for leaders who need to align their organization with the strategy, and who are searching for a comprehensive framework. Kates, Kesler and DiMartino discuss the design of the overall operating model, horizontal linkages as well as the vertical layers and roles in complex organizations. They also provide numerous practical examples of how we can design organization to achieve both agility and efficiency." * Nicolay Worren, Associate Professor, School of Economics and Business, Norwegian University of Life Sciences, Co-founder of Reconfig, Member of curatorial board, European Organization Design Forum *Table of Contents Chapter - 00: Introduction; Chapter - 01: The Central Design Problem; Chapter - 02: Operating Models; Chapter - 03: Organization Models; Chapter - 04: Vertical Organization - The Tower; Chapter - 05: Horizontal Organization - The Square; Chapter - 06: Leadership in the Tower and the Square; Chapter - 07: Design Challenge - Enterprise Capabilities; Chapter - 08: Design Challenge - Customer Solutions; Chapter - 09: Design Challenge - Faster Innovation; Chapter - 10: Conclusion

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

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Book Synopsis1. There is chemistry and then there is Chemistry 2. Brains, Bodies and Businesses: a systems approach 3. The New Model Leader 4. Testosterone, Risk and Entrepreneurship 5. Why is the Soft Stuff so Hard? 6. The Challenge of Decisions 7. Changing Yourself Changing Others 8. Elite Performance, Brain Agility and Engagement 9. Stress, Resilience and Confidence 10. Creating the Spark, Lighting the Fire 11. Difference, Diversity and Gender 12. Whole Person, Vibrant OrganizationTrade ReviewWinner of the CMI Management Book of the Year for Practical Managers 2016 “This book comes from three authors who combine knowledge and experience in applied neuroscience, psychiatry, organizational psychology, learning and leadership coaching at a world class level.” (CMI Management Book of the Year, yearbook.managers.org.uk, February, 2016)Table of Contents1. There is chemistry and then there is Chemistry 2. Brains, Bodies and Businesses: a systems approach 3. The New Model Leader 4. Testosterone, Risk and Entrepreneurship 5. Why is the Soft Stuff so Hard? 6. The Challenge of Decisions 7. Changing Yourself – Changing Others 8. Elite Performance, Brain Agility and Engagement 9. Stress, Resilience and Confidence 10. Creating the Spark, Lighting the Fire 11. Difference, Diversity and Gender 12. Whole Person, Vibrant Organization

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

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Book SynopsisFrom Design Thinking to Design Doing Innovators today are told to run loose and think lean in order to fail fast and succeed sooner. But in a world obsessed with the new, where cool added features often trump actual customer needs, it's the consumer who suffers. In our quest to be more agile, we end up creating products that underwhelm. So how does a company like Nest, creator of the mundane thermostat, earn accolades like "beautiful" and "revolutionary" and a $3.2 billion Google buyout? What did Nest do differently to create a household product that people speak of with love? Nest, and companies like it, understand that emotional connection is critical to product development. And they use a clear, repeatable design process that focuses squarely on consumer engagement rather than piling on features for features' sake. In this refreshingly jargon-free and practical book, product design expert Jon Kolko maps out this process, demonstrating how it will help you and your team conceive and build successful, emotionally resonant products again and again. The key, says Kolko, is empathy. You need to deeply understand customer needs and feelings, and this understanding must be reflected in the product. In successive chapters of the book, we see how leading companies use a design process of storytelling and iteration that evokes positive emotions, changes behavior, and creates deep engagement. Here are the four key steps: 1. Determine a product-market fit by seeking signals from communities of users. 2. Identify behavioral insights by conducting ethnographic research. 3. Sketch a product strategy by synthesizing complex research data into simple insights. 4. Polish the product details using visual representations to simplify complex ideas. Kolko walks the reader through each step, sharing eye-opening insights from his fifteen-year career in product design along the way. Whether you're a designer, a product developer, or a marketer thinking about your company's next offering, this book will forever change the way you think about--and create--successful products.Trade Review"Top 11 Books to Watch for Q4." -- 250 Words (250words.com) A "Best Book of the year" pick." ... worthy reading for anyone looking to launch a new product or tweak an existing one." -- SUCCESS magazine "... a welcome reminder that respecting customers' emotional needs should be your top product-development priority--no matter what you're designing." -- Inc. "If consumers engage with a product to the point of modifying their own behavior--hello iPad!--the marketing is a done deal. It's all about identifying the opportunities then designing products that connect." -- Qantas - The Australia Way "Well-Designed provides a refreshing approach to the way we view successful services, policies, strategies and business models." -- Engineering and Technology Magazine, The Institution of Engineering and Technology ADVANCE PRAISE for Well-Designed: Richard Florida, professor, University of Toronto and New York University; author, The Rise of the Creative Class-- "Steve Jobs's creativity as a designer was the key to his entrepreneurial genius. But can Jobs's style of 'design thinking' be scaled? Jon Kolko shows that it can be--step by step, through a set of processes that are iterative, collaborative, and, best of all, easily learned. Well-Designed is bracingly practical and deeply inspiring." John Maeda, design partner, Kleiner Perkins Caufield & Byers; author, The Laws of Simplicity and Redesigning Leadership-- "Great companies are made through great products, and increasingly, great products are made through design. Kolko demonstrates that product managers must learn to think like designers; they need to embrace intuition, emotion, and most importantly, empathy. This insightful book is a must-read." Ric Grefe, Executive Director, AIGA, the professional association for design-- "Jon Kolko illuminates the intuitive skills of the designer with such clarity, truly describing 'how' instead of just 'what.' Two millennia ago, Vitruvius's manifesto on great design exhorted, 'utilitas, firmitas, e venustas.' Well-Designed expands on this: make things useful, usable, and delightful--and here's how." Liz Danzico, cofounder and Chair, MFA Interaction Design Program, School of Visual Arts; Creative Director, NPR-- "There are books about design, and there are books about leadership. By uniting practical processes and insightful ideas and interviews, Jon Kolko gives us both: an essential playbook comprising advice, research, and methods for engaged product design leadership." Robert Fabricant, cofounder and Principal, Design Impact Group, Dalberg Global Development Advisors-- "Product managers are the most important link between great ideas and great products. Jon Kolko speaks directly to this critical audience, providing the practical know-how to make design fit within their day-to-day decision making. Well-Designed is the essential guide to design that all product managers will learn from and love." Don Norman, Director, Design Lab, University of California, San Diego; author, Design of Everyday Things-- "Well-Designed presents a unique, powerful, human-centered way to design a product and then, how to master the important and oft-neglected task of guiding it through the complexities of development and delivery. This unique, easy to read, and powerful book is essential for anyone involved with product management."

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Book SynopsisOffering leaders and senior managers the answers to critical questions on organizational design and management.Leading Organizations offers an accessible and practical new framework for addressing some of the most common issues facing leaders and senior managers today. The two authors, both consultants with McKinsey, took stock of the most common questions they are asked by their clients in the areas of human capital, organization design, transformational change, and merger management. Containing the latest thinking on the most effective answers to those questions, this book offers leaders and senior managers support of their efforts to harness the full potential of their organizations.Leading Organizations is anchored in a series of essays or short chapters using graphics, bullet points, and examples to illustrate the key messages and ensure a highly visual exploration of organizational design and management.Trade ReviewSenior executives should greet this book with joy and gratitude. Meticulous analysis reveals that the ten most important management topics today are as they have always been. So first you learn what most needs to be done – and then the time-tested ways to make it happen. -- Sir Martin Sorrell * CEO, WPP *No one has time to read long-winded business books or is too impatient to do so. Leading Organizations is different...its content is both practical and refreshing. Simply essential reading for any leader. -- Daniel Vasella * former Chairman and CEO, Novartis *Leading Organizations is like reading ten business books in one. These leadership lessons put into action are a catalyst to sustainable competitive advantage. -- Greg Case * CEO, Aon *The book is an accessible, digestible and valuable contribution to business leadership, built on the bedrock of tried and tested experience in managing challenge and change. -- Sir Roger Carr * Chairman, BAE Systems plc *An A-Z guide for leaders, covering everything from talent and teams, to design and decision-making, to culture and change - mandatory reading for anyone who aspires to be a great leader of organizations. -- Herman Gref * CEO and Chairman of the Executive Board, Sberbank *Leading Organizations contains extraordinary insight, powerful ideas, and practical guidance. It has something for everyone, whether you are just setting out or an experienced leader – a must-read. -- Carolyn Fairbairn * Director-General of the Confederation of British Industry *Keller and Meaney's Leading Organizations: Ten Timeless Truths reveals clear, real-world actions on how to tackle the issues that leaders of every organization face. The topics addressed are truly timeless - making it a vital read for start-ups and mature organizations alike. -- Peter Ma * Chairman, Ping An Insurance Company of China *Leading Organizations is straight to the point and counter-intuitive – and, above all, impact-focused. -- Alain Bejjani * CEO and Director, Majid Al Futtaim Holding LLC *A plain talking primer for CEOs and senior leaders who want to focus their attention on what matters. -- Nancy G. Hesse * President and CEO, Cancer Treatment Centers of America *Leading Organizations is easy to read, very pragmatic, and focused on results. -- Walter Bayly * CEO, Bancode Credito del Peru *Great handbook on how to develop high-performing organizations. A fresh departure from conceptual business books - very practical. -- Suh Kyung-bae * Chairman, AmorePacific Corporation *[Keller and Meaney] zero in on the essentials...digging into the few key lessons that matter most. I find Leading Organizations: Ten Timeless Truths to be a lovely example of profound simplicity. -- Robert I. Sutton * best-selling author, and Professor of Management Science and Engineering, Stanford University *Table of ContentsIntroduction Part One: Talent and teams 1. How do I attract and retain the right talent? 2. How do I develop the talent we need to win? 3. How I manage performance to unlock our full potential? 4. How do I create a high-performing leadership team? Part Two: Decision-making and design 5. How do I improve the quality and speed of decision-making? 6. How do I reorganize to capture maximum value quickly? 7. How do I reduce overhead costs sustainably? Part Three: Culture and change 8. How do I make culture a competitive advantage? 9. How do I lead organization-wide transformational change? 10. How do I successfully transition into a new leadership role?

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Book SynopsisBehavioral Science in the Wild helps managers understand how best to incorporate key research findings to solve their own behavior change challenges in the real world from lab to field. Behavioral Science in the Wild helps managers to implement research findings on behavioral change in their own workplace operations and to apply them to business or policy problems. As the second book in the Behaviourally Informed Organizations series, Behavioral Science in the Wild takes a step back to address the why and how behind the origins of behavioral insights, and how best to translate and scale behavioral science from lab-based research findings. Governments, for-profit enterprises, and welfare organizations have increasingly started relying on findings from the behavioral sciences to develop more accessible and user-friendly products, processes, and experiences for their end-users. While there is a burgeoning science thatTable of ContentsAcknowledgements Preface: Behavioral Science in the Wild Part 1: The Translation and Scaling Challenge 1. The Science of Translation and Scaling Nina Mažar and Dilip Soman 2. When Governments Use Nudges: Measuring Impact "At Scale" Elizabeth Linos 3. Prescriptions for Successfully Scaling Behavioral Interventions Laura Goodyear, Tanjim Hossain, and Dilip Soman 4. The Last Yard Problem: Tailoring of Behavioral Interventions for Scale Saugato Datta, Alissa Fishbane, Piyush Tantia, and Cassie Taylor 5. The Limited Importance of External Validity in Experimental Economics Colin F. Camerer Part 2: Some Popular Behavioral Interventions 6. Why Many Behavioral Interventions Have Unpredictable Effects in The Wild: The Conflicting Consequences Problem Indranil Goswami and Oleg Urminsky 7. Norm Nudging: How to Measure What We Want to Implement Cristina Bicchieri 8. The Fresh Start Effect: Motivational Boosts Beyond New Year’s Resolutions Jason Riis, Hengchen Dai, and Katherine L. Milkman 9. Reminders: Their Value and Hidden Costs Christina Gravert Part 3: Domain Specific Behavior Change Challenges 10. Applying Behavioral Insights to Cultivate Diversity and Inclusion Joyce C. He, Grusha Agarwal, and Sonia K. Kang 11. Sustainable Nudges for The Wild: Recommendations from Shift David J. Hardisty, Katherine White, Rishad Habib, and Jiaying Zhao 12. Start Communicating Effectively: Best Practices for Educational Communications Jessica Lasky-Fink and Carly D. Robinson 13. A Psychological “Vaccine” Against Fake News: From The Lab to Worldwide Implementation Sander van der Linden and Jon Roozenbeek 14. Developing Effective Healthy Eating Nudges Romain Cadario and Pierre Chandon 15. Wellness Rewarded: A “How To” On Designing Behavioral Science-Informed Financial Incentives To Improving Health (That Work) Marc Mitchell and Renante Rondina 16. Increasing Blood and Plasma Donations: Behavioral Ethical Scalability Nicola Lacetera and Mario Macis 17. Evidence-Based Interventions for Financial Well-Being Daniel Fernandes 18. Financial Inclusion: Lab-Based Approaches for Consumer Protection Policymaking in The Wild Rafe Mazer Part 4: Tools and Techniques 19. Implementing Behavioral Science Insights with Low-Income Populations in The Global South Chaning Jang, Neela A. Saldanha, Anisha Singh, and Jennifer Adhiambo 20. If You Want People to Accept Your Intervention, Don’t Be Creepy Patricia de Jonge, Peeter Verlegh and Marcel Zeelenberg 21. Digital Nudging: Using Technology to Nudge for Good Michael Sobolev 22. To Effectively Apply and Scale Behavioral Insights, Practitioners Must Be Scientific Nathaniel Barr, Michelle C. Hilscher, Ada Lê, David R. Thomson, and Kelly Peters 23. It’s All About the Soul! Why Sort, Order and Use Labeling Results in Smart Scorecards Claire Heard, Elena Reutskaja, and Barbara Fasolo 24. Applying Behavioral Interventions in A New Context Barnabas Szaszi, Krisztian Komandi, Nandor Hajdu, and Elisabeth Tipton Contributors

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Book SynopsisWhy do some countries succeed while others struggle? Why are some firms profitable while rivals fail? Why do some marriages thrive and others end in divorce? These questions seem unrelated, but societies, companies, and marriages have one important thing in common: they involve more than one individual. They thus face the same fundamental challenges. How can people be made to help rather than hurt each other? How can they use sacrifice, cooperation, and coercion to promote the common good? In this introductory text, Tore Ellingsen equips readers to answer essential questions around the success and failure of humans in groups, drawing on behavioral game theory, psychology, and sociology. He emphasizes how other-regarding preferences such as altruism and dutifulness matter for societies’ prosperity, and analyzes the role of culture in the form of shared values and understandings. One lesson is that cooperation is facilitated when people anticipate that they will hold common memories of past behavior, especially if agreements take precedence over leaders’ authority. A groundbreaking text, Institutional and Organizational Economics is essential reading for students and scholars of economics, political science, sociology, and public administration.Trade Review“Institutional and Organizational Economics not only provides a superb development of the ideas of organizational economics, using the tools of basic game theory, but also offers fascinating connections to history, sociology, and literature. A tour de force.”Oliver D. Hart, Harvard University“This slim volume offers an amazing wealth of ideas about institutions and organizations. The exposition nicely combines historical and experimental evidence with clear and simple behavioral game theoretic explanations. A book to instruct and delight students and scholars alike.”Avinash Dixit, Princeton UniversityTable of ContentsPreface1 The Organizational Challenge2 Sacrifice3 Selfishness, Rationality, and Utility4 Situations, Games, and Cooperation5 Shared Understandings and Values6 Predicting Behavior in Games7 A Model of Anarchy8 Changing the Game9 Coordination10 Authority’s Limitations11 Relationships12 Third-party Punishment13 Coercion: Costs and Benefits14 Contracts and Governance15 Limited Liability and Corporate Finance16 Asymmetric Information17 Application: The Oil-Pool Problem18 Conclusion19 More Food for Thought20 Further ReadingPostfaceAnswers to ExercisesNotesReferencesIndex

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Book SynopsisRevamp your workplace culture with these 100 accessible strategies for creating a supportive, flexible, productive, and happy work environment, perfect for managers, human resource representatives, and other workplace leaders.It’s time to update your workplace culture! One of the most important reasons people today choose to stay—or leave—a job is the culture of the company. As people become more socially conscious; focus more on wellness, self-care, and work-life balance; and seek jobs where they feel a real connection, it’s more important than ever to think about the elements of a job between the work itself. But how do you create a culture that people enjoy while staying productive and successful? In Happy at Work, you’ll first learn a bit more about why a happy workplace is so important and how it can benefit both the individual employees and the company as a whole. Then, it’s time to take action. Considering new trends in the workplace and the ever-changing workplace, this book provides 100 strategies for improving your work environment. You’ll learn to tackle big topics that are important to people today, such as: -Providing fair compensation and benefits -Giving your employees real recognition and rewards -Respecting diverse needs -Cultivating a healthy work-life balance -And much more! This book not only provides great ideas for changing your workplace for the better, but also provides clear guidance on how to make those changes happen. Whether you’re a new manager, a long-time HR representative, or another leader ready to make a change, Happy at Work gives you everything you need to know to revitalize your workplace and make you (and your employees) happy to come to work every single day.Trade Review“My favorite is Chapter 7, which is all about how to achieve work-life balance. My daily battle! I got great tactical advice, with examples laid out nicely for me. Garrett’s tone made me feel ready and accepted. On the go? Each chapter lays out what to expect, and you won’t be disappointed. She gets right to the point and makes me feel confident about facing my challenges head-on. Don’t walk to get this book—run!” —Elainy Mata, Harvard Business Review“Digestible, actionable, and honest are how I describe this book. Happy at Work is what leaders who want to improve themselves need when they aren’t sure where to start. A wonderful reminder that there’s always something we should be willing to improve upon—because people depend on us.” —Franky “Tank” Rhodes, aPHR, @hrsagentofchaos on TikTok“If you are responsible for managing people in the corporate world, I highly recommend! Garrett brings tangible advice for leaders of an intergenerational workforce and offers sound guidance on how to create a workplace culture that is not only positive but authentic. I was inspired by how she made the concepts so approachable and easy to apply. You’ll want to keep this book in your office for reference—and it won’t get a chance to collect dust.” —Sequoia Owen, leadership coach, workplace culture consultant“Adapting to challenges in the workplace requires understanding leadership’s role in integrating changes into the culture. Happy at Work isn’t just a great read—its strategies are necessary to reach success. Garrett addresses how to maintain collective value in the workplace, describes the three tenets of workplace culture, and provides systematic changes to learn and grow.” —Bella Rushi, author of The Innovative Executive: Leading Intelligently in the Age of Disruption“Creating a thriving workplace culture is crucial in today’s rapidly changing workplace. Robyn L. Garrett’s groundbreaking book, Happy at Work, gives you one hundred strategies to transform your work environment into a supportive, flexible, productive, and happy one. It’s an essential read for leaders who want to cultivate a culture in which employees feel valued and motivated. Happy at Work isn’t just a collection of ideas; it’s a road map to a better workplace, and it deserves to be on the reading list of every leader who wants to create a productive, successful, and welcoming workplace.” —Jha’nee Carter, founder and CEO of The HRQUEEN“Robyn L. Garrett’s book, Happy at Work, is a timely road map to workplace effectiveness. Given the rise of recent and unique employer challenges, Garrett offers a refreshing, holistic, and practical take on organizational trends, while giving tangible tips that leaders can directly apply. Backed by cutting-edge research, this is a must-read for leaders at any and all levels.” —Allison Barr, MBA, MAP, global Leadership Solutions consultant and faculty“What I particularly love about Garrett’s premise is that we are all accountable for our own happiness. As leaders, it’s our job to role-model this accountability and create a culture that allows our team the space to create their own happiness. I love that Garrett is creating this ‘how-to’ book that today’s—and tomorrow’s—leaders can use to reshape the corporate environment.” —Mel Savage, executive coach, host of The Career Reset podcast“Happy at Work is a clarion call for modern executives to stop talking about culture and start building it with passion and intention. Robyn L. Garrett highlights the economic benefits of being happy at work and offers a practical path forward that’s accessible to anyone with the courage to take the first step.” —Gregory Offner Jr., author of Tip Jar Culture“Happy at Work is a modern guide to being a great leader in today’s working world. The work environment is going through a massive paradigm shift, and Garrett’s book is full of reasonable, actionable tips to help leaders navigate this new normal. If you manage a team, this is the guide you’ve been waiting for!” —Colin Rocker, TikTok career influencer“Creating truly human workplaces requires courageous and empathetic leaders. Happy at Work is a practical, approachable playbook that offers a blueprint for leaders at any level to create empowered, effective and, most importantly, happy teams. If you want to be a leader people love to work for, consider this required reading.” —Naveed Siddiqui, executive coach, future of Work Advisor

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Book SynopsisTrade ReviewWinner of the 2016 Max Weber Book Award, Organizations, Occupations, and Work Section of the American Sociological Association Winner of the 2016 Mary Douglas Prize for Best Book, Sociology of Culture Section of the American Sociological Association Co-Winner of the 2016 Distinguished Book Award, Sociology of Law Section of the American Sociological Association Co-Winner of the 2016 Silver Medal in Career (Job Search, Career Advancement), Axiom Business Book Awards One of Choice's Outstanding Academic Titles for 2015 "Pedigree: How Elite Students Get Elite Jobs is an academic book with the requisite references to gender theory and Marxist concepts of inequality. But read it carefully and it becomes something far more useful--a guide on how to join the global elite."--Economist "[Rivera's] richly described account is mesmerising--and horrifying."--Gillian Tett, Financial Times "[Pedigree] provides an insider look at how top-notch places hire, and explores how their processes serve those with the most privileged and affluent backgrounds."--Bouree Lam, The Atlantic "Forget Hollywood. Forget the American Dream. In Pedigree, Lauren Rivera discloses the harsh reality of landing a job on Wall Street... In this valuable book, [she] sheds light on [the] selection process, homing in on how employers contribute to elite reproduction. The outcome is a highly informed analysis of class and cultural capital."--Angelia Wilson, Times Higher EducationTable of ContentsAcknowledgments xi 1 Entering the Elite 1 2 The Playing Field 29 3 The Pitch 55 4 The Paper 83 5 Setting the Stage for Interviews 113 6 Beginning the Interview: Finding a Fit 135 7 Continuing the Interview: The Candidate's Story 147 8 Concluding the Interview: The Final Acts 183 9 Talking It Out: Deliberating Merit 211 10 Social Reconstruction 253 11 Conclusion 267 Afterword to the Paperback Edition 287 Appendix A Who Is Elite? 291 Appendix B Methodological Details 295 Appendix C List of Interviews 311 Notes 319 References 351 Index 369

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Book SynopsisTrade Review"Inviting and inspiring! Gittell masterfully weaves together academic insights and the voices of change agents to create a compelling guidebook. Each page of this book reveals something critical about the relational dynamics needed for our health care system to function better." -- Kathryn McDonald, Senior Scholar and Executive Director * Stanford Health Policy (CHP/PCOR) *"Positive sustained change in firms happens through relationships. This book is an inspired and substantive account of how relational coordination enables excellence in team and organizational performance. It offers a powerful framework, useful tools, and clear examples that will help readers to create impactful change." -- Jane E. Dutton * University of Michigan *"Jody Hoffer Gittell is one those rare individuals who has successfully translated 'what works' in industry for health care settings. Her relational coordination framework, implementation guide, and case studies provide a coherent approach for moving beyond fragmented efforts to improve teamwork. With this book, you can create organization-wide change based on shared goals, shared knowledge, and mutual respect." -- Don Goldmann, Chief Medical and Scientific Officer * Institute for Healthcare Improvement *"Transforming organizations requires courage, perseverance, and vision. Anyone considering this challenge will find it easier and more doable with the evidence, cases, and tools that Jody Hoffer Gittell provides. This book is a beacon based on her pioneering work on positive relationships that drive and sustain innovation. Let's do it!" -- Thomas A. Kochan * MIT Sloan School of Management and Institute for Work and Employment Research *"We are entering the age of relationships. This book makes a good argument for how effective work relationships will enable us to manage the tough problems which complex cross-cultural interdependent work will increasingly confront us." -- Edgar H. Schein * MIT Sloan School of Management and author of Humble Inquiry and Humble Consulting *Table of ContentsContents and Abstracts1Meeting Performance Pressures with a Relational Response chapter abstractOrganizations in virtually every industry are facing pressures to do more with less. Whether these pressures come from customers, supply chain partners, policy makers or regulators, organizations feel compelled to provide better, higher-quality outcomes, more rapidly, and at lower cost. As always when facing performance pressures, there are critical choices to be made. Namely, will we pursue low-road strategies that rely primarily on the reduction of pay and the degradation of working conditions? Or will we instead pursue the high-road strategies that produce positive outcomes for a broader range of stakeholders? High-road approaches to high performance are fundamentally relational, requiring not just human capital but social capital to integrate across difference, thus creating new value rather than simply redistributing it. 2How Relational Coordination Drives High Performance chapter abstractRelational coordination is simply coordinating work through relationships of shared goals, shared knowledge, and mutual respect. Together, these relational dimensions reinforce communication that is sufficiently frequent, timely, accurate, and problem-solving rather than blaming when things go wrong. Relational coordination is extremely practical, supporting a wide range of positive performance outcomes—efficiency, financial performance, quality, safety, client engagement, worker engagement—as well as the ability for organizations to learn, innovate, and adapt. Relational coordination works especially well under the challenging conditions of uncertainty, interdependence, and time constraints. 3Engaging Clients in Relational Coproduction chapter abstractRelational coproduction happens when workers and their clients produce desired outcomes together by engaging in high-quality communication supported by relationships of shared goals, shared knowledge, and mutual respect. Rather than workers telling clients what they need, relational coproduction involves reciprocal interrelating between workers and clients regarding what should be done and how best to do it. Obstacles to relational coproduction include lack of accountability, lack of knowledge, and excessive attachment to professional autonomy. Traditional professional-client relationships may not even consider the possibility that clients have knowledge enabling them to contribute in a fundamental way to the achievement of desired outcomes. This chapter proposes a new model of professionalism based on "power with" rather than "power over." 4Engaging Co-Workers in Relational Leadership chapter abstractWe know from decades of research that leadership is instrumental for achieving organizational change, whether through the exercise of power or through the exercise of influence. In this chapter we explore relational leadership as an alternative to hierarchy, based on "power with" rather than "power over." More specifically, relational leadership is a process of reciprocal interrelating between leaders and those they lead. Relational leaders create influence in two ways: by developing shared goals, shared knowledge, and mutual respect with others—and by developing shared goals, shared knowledge, and mutual respect among others. Relational leadership requires that leaders have the courage to move beyond the divide-and-conquer strategy to purposely build connections among others. 5How Structures Support—or Undermine—the Three Relational Dynamics chapter abstractManagers and frontline workers often develop relationships at work that enable them to get their jobs done. But these personal ties are not sufficiently reliable to achieve the performance outcomes that are at stake for their organizations, especially organizations that must deliver promised outcomes to multiple stakeholders without missing a beat, whether or not a particular individual happens to be present. Structures are needed to enable reliable performance outcomes, yet existing structures tend to be bureaucratic, creating strong ties within one's area of expertise and weak ties at critical handoffs. This chapter introduces organizational structures that range from selecting and training for teamwork, to shared protocols and shared information systems, designed to reinforce and strengthen relationships across the boundaries where they tend to be weak. 6A Relational Model of Organizational Change chapter abstractA Relational Model of Organizational Change proposes that three types of interventions—relational, work process, and structural—are needed to transform role relationships in a positive and sustainable way. Relational interventions enable participants to transform the way they see themselves and their role within their organization. Relational interventions include building a safe space within which to experiment with new ways of interrelating. To achieve positive sustainable changes in relationships, work process interventions are needed to apply the new dynamics to the work itself, enabling participants to visualize the work they are engaged in and identify opportunities to redesign that work to achieve the desired state. Even this is not sufficient however. Structural interventions are also needed to redesign existing structures to support and sustain the new ways of working together. 7Relational Coordination at Group Health chapter abstractGroup Health Cooperative gives us a chance to explore, up close, efforts to enhance relational coordination for the purpose of achieving high quality performance outcomes more efficiently. In the face of financial and system-level leadership challenges, Group Health's primary care leadership team decided to build on previous successes with lean process improvement by measuring and strengthening relational coordination among frontline care workers. Even though frontline workers and frontline leaders embraced these efforts, the challenges they faced were many, and successes were mixed with failures. 8Relational Coproduction in Varde Municipality chapter abstractPromoting health and wellness in the community means moving away from a narrow focus on treating illness to a broader focus on fostering wellness. It is both more holistic and smarter from the standpoint of shifting investment from downstream consequences to upstream causes. But investing upstream creates a need for relational coordination and coproduction across a greater number of sectors. Varde Municipality of Denmark provides an opportunity to explore efforts to build relational coordination across multiple sectors as well as relational coproduction with citizens themselves. With leadership support from the mayor and the municipal CEO, and a focus on leadership development at the frontline, this change effort was on a path to achieving sustainable positive outcomes. 9Relational Leadership at Dartmouth-Hitchcock chapter abstractThe Dartmouth-Hitchcock health system in central New Hampshire has long enjoyed a sterling reputation for healthcare delivery and innovation. Despite its impressive resources and accomplishments, there were some challenges as well. The Department of Surgery was facing tremendous performance pressures due in part to the shift toward accountable care. To respond to these challenges, the chair of surgery proposed two distinct change initiatives—building relational leadership among his surgical chiefs, and building relational coordination among frontline staff. We follow their journey closely, learning from its successes and its limitations. 10Bringing It All Together at Billings Clinic chapter abstractWhat does it look like to build relational coordination among workers and relational coproduction with your customers, while supported by relational leadership throughout your organization? While no one organization can perfectly exemplify this integrated approach, Billings Clinic was moving in this direction with strong leadership support from frontline workers, unit leaders, middle managers and the CEO. In addition to assessing and feeding back relational coordination metrics, this change initiative used positive deviance and games of positive recognition such as RC Bingo. We observe frontline efforts to redesign structures including payment models, team meetings, and information systems. After starting in an area of existing strength, this change initiative begins spreading to other parts of the system through positive contagion. 11Relational Interventions to Create New Ways of Relating chapter abstractRelational interventions are informed by process consultation, organizational development, and positive psychology. The underlying philosophy is that participants can assume a proactive role in transforming their role relationships with each other, their clients and their leaders, and that ultimate responsibility for change rests in their hands. In this chapter, we learn about relational interventions and the tools associated with them, such as safe spaces, relational mapping, the relational coordination survey, and facilitated dialogue. Interventions informed by relational coordination improve participants' capacity to self-manage their interdependence: to understand their common goals, to understand how their individual work fits into the larger work process, and to carry out their work with a mindfulness of how their actions affect the work of others. 12Work Process Interventions to Create New Ways of Working chapter abstractWhile relational interventions are focused on transforming relationships among those doing the work, work process interventions are focused on transforming the work itself. Process improvement and relational coordination are often seen as competing approaches. For decades, however, sociotechnical systems designers have seen the two as complementary approaches for organizational change. This chapter introduces tools from popular methodologies, such as lean, and microsystems for carrying out work process interventions in three phases: assessing the current state, envisioning the desired state, then experimenting to achieve the desired state. Once participants use relational interventions to begin changing the way they communicate and relate across key boundaries, they are better able to use these tools to change the work itself. 13Structural Interventions to Support and Sustain the New Dynamics chapter abstractStructural interventions are new structures introduced to support and sustain shared goals, shared knowledge, and mutual respect between workers, with their clients, and with their leaders—such as new forms of team meetings, or protocols to clarify roles and the connections between them, or boundary spanners whose role is to coordinate work, or hiring and training for teamwork, or revised structures for accountability and rewards, or newly designed supervisory roles, or shared conflict resolution practices, or shared information systems. While these new structures can support new relational dynamics, they cannot create these dynamics. When participants' sense of self is defined by the old relational dynamics, these new structures will feel unwelcome. These new structures are implemented successfully only when participants themselves see the need for them and participate in their design and implementation, having understood the principles of relational coordination, relational coproduction, and relational leadership through their own direct experience. 14Bringing It All Together in Your Own Organization—and Beyond chapter abstractWith the Relational Model of Organizational Change we have identified three types of interventions that together support sustained positive relational change: relational interventions to give birth to new patterns of interaction, work process interventions to diagnose and improve the work itself, and structural intervention to reinforce and sustain the new ways of working together. We have learned that these three types of interventions are quite synergistic. Given that they come from different "thought worlds," however, it is easy for change agents to become siloed. Perhaps the most powerful learning from this book is the critical role that change agents play in creating organizational change through small actions that have cumulative and transformative effects. The key is to carry out these small actions with intention, with awareness of one's power, as well as deliberate planning with others to create collective impact for positive change.

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Book SynopsisDigital Body LanguageHow to Build Trust and Connection, No Matter the DistanceThe book we all read right now: the definitive guide to communicating and connecting wherever you are.Email replies that show up a week later. Video chats full of oops sorry no you go' and can you hear me?!' Ambiguous text-messages. Weird punctuation you can't make heads or tails of. Is it any wonder communication takes us so much time and effort to figure out? How did we lose our innate capacity to understand each other?Humans rely on body language to connect and build trust, but with most of our communication happening from behind a screen, traditional body language signals are no longer visible or are they? In Digital Body Language, Erica Dhawan, a go-to thought leader on collaboration and a passionate communication junkie, combines cutting edge research with engaging storytelling to decode the new signals and cues that have replaced traditional body language across genders, generations, and culture. In real life, we lean in, uncross our arms, smile, nod and make eye contact to show we listen and care. Online, reading carefully is the new listening. Writing clearly is the new empathy. And a phone or video call is worth a thousand emails.Digital Body Language will turn your daily misunderstandings into a set of collectively understood laws that foster connection, no matter the distance. Dhawan investigates a wide array of exchangesfrom large conferences and video meetings to daily emails, texts, IMs, and conference callsand offers insights and solutions to build trust and clarity to anyone in our ever changing world.We need Erica Dhawan's book more than ever. ?Sheryl Sandberg, COO of Facebook and founder of Lean InAn indispensable guide to a business world turned upside down by video calls, group texts, and remote work. ?Daniel H. Pink, bestselling author of Drive This book is a breakthrough that will be read for years to come ?Seth Godin, author of The PracticeTrade Review‘A profound look at how to foster inclusion and better leadership in our digital world. Digital Body Language makes a strong case for the importance of equality in all forums.’ —Billie Jean King, Founder, Billie Jean King Leadership Initiative ‘Non-verbal cues are vital to understanding each other. Now that so much communication happens online–and with the massive shift to distance learning and remote workplaces–we need Erica Dhawan’s book more than ever. In Digital Body Language, Erica shares tips and strategies for communicating effectively on chats, emails, and video calls, so everyone can successfully share and connect in the digital age.’ —Sheryl Sandberg, COO of Facebook and founder of Lean In and Option B ‘Digital Body Language is an indispensable guide to a business world turned upside down by video calls, group texts, and remote work. With Dhawan’s expert guidance, you’ll learn how to read and send the subtle cues that signal trust, competence, and authenticity. You’ll discover practical tips for using everything from exclamation points to emojis. Most of all, you’ll understand that that effective communication and collaboration begin with valuing others.’ —Daniel H. Pink, author of When, Drive, and To Sell Is Human “This book is a welcome and practical guide to the ways in which we need to rethink how we interpret on-screen and inbox behaviour. Developing a common digital body language will help everyone ― while also opening a path to better ways for all of us to relate to one another and create a sense of inclusion and belonging.” – Financial Times “Fascinating, helpful, and engaging … Dhawan offers this timely book on digital body language and creative ways to foster inclusion and belonging in digital communications in the workplace.” –Booklist

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Book SynopsisAnybody recognizes that if things were better organized people would be better off. We have all had experiences with bureaucratic red tape, impersonal government agencies or careless commercial enterprises. The problem of poor organization is serious and costs trillions in waste, inefficiency and lowered productivity. On a more individual level, organization is a key-and often missing-factor in personal success. It is also a necessity for a flourishing family. Attainment of one's goals, no matter how small or how large, requires a knowledge of organization. How do you most efficiently and productively manage your time, your activities and your resources? How do you minimize distractions? And how do you align your strengths in order to accomplish your purposes? L. Ron Hubbard recognized that Man was as lacking in understanding of how to organize his activities as he was about his true spiritual nature. And a sizable portion of his research was devoted to clarify the subject of organization, a task he fully accomplished. This course contains only some of the most basic principles of the organizing technology he developed, but these fundamentals are, by themselves, enough to greatly enhance the activity of any endeavor, whether that of a group or an individual. Chaos and confusion are not natural conditions of life. They only exist when natural laws are not understood and followed. Here are some of the natural laws of organization and organizing.

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Book SynopsisDrawing inspiration from quantum physics, innovative management thinker Danah Zohar offers a powerful new model for business thinking and practice. "Quantum leaders," she says, like the systems they have to manage, are poised at "the edge of chaos." They thrive on the potential latent in uncertainty and are adept at unleashing the creativity of self-organization. More important, they are vision- and value-led; they adapt quickly, are unafraid to play with the boundaries and reinvent the rules, and celebrate diversity. Zohar points out that the existing, business-as-usual paradigm owes a great deal to the outdated thinking, assumptions, and values of Newtonian science, which gave rise to the Industrial Revolution. Newtonian thinking assumes that corporations and markets are like machines--predictable, stable, and controllable; they are best managed in a way that eliminates risk and assures equilibrium. Unfortunately, as the global financial collapse of 2008 demonstrated, this way of thinking is as obsolete as the steam engine. Further developing ideas she introduced in her acclaimed Rewiring the Corporate Brain and Spiritual Capital, Zohar has written an inspirational book that will motivate leaders to tap the full potential of their employees, their businesses, and the customers they serve.

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Book SynopsisPresence: Exploring Profound Change in People, Organisations and Society gives the reader an intimate look at the development of a new theory about change and learning. In wide-ranging conversations held over a year and a half, Senge, Scharmer, Jaworski and Flowers explore their own experiences and those of one hundred and fifty scientists and social and business entrepreneurs in an effort to explain how profound collective change occurs.Their journey of discovery articulates a new way of seeing the world, and of understanding our part in creating it - as it is and as it might be. Radical and hopeful - Presence synthesises leading-edge thinking, first-hand knowledge and ancient wisdom to explore the living fields that connect us to one another, to life more broadly, and, potentially, to what is 'seeking to emerge'. Seven capacities underlie out ability to see, sense, and realise new possibilities. Developing these capacities accesses a deeper level of learning that is the key to creating change that serves the whole - ourselves, our organisations, and the communities of which we are a part.Trade ReviewPresence is a timely and altogether important book. Drawing on a leading-edge understanding of human learning and awareness, it offers a simple but effective gateway to our capacity to become change agents of the future - in business, work and relationships. Finding our presence is finding the key to creative change and to our own future. -- Ken Wilber, A Theory of Everything: An Integral Vision for Business Politics, Science and SpiritualityA remarkable book, Presence is a journey from the present to an unknown future, a journey of exploration rather than dogma, and a journey toward a vision of humanity at its highest. Like a good documentary, Presence is a book with 'emotional truth,' a wonderful combination of intellectual and visceral experience. -- Robert Fritz, The Path of Least ResistanceAt this turbulent juncture in human history, a whole new set of social innovations promises to shift humanity away from its destructive path towards a brighter planetary civilization. Presencing and its U process is one of the most profound. It provides all who want to change the world not only with profound hope, but with a systematic and effective way to birth a sustainable planetary society. -- Nicanor Perlas, Recipient of the 2003 Alternative Nobel Prize and the U.N. Environmental Program Global 500 AwardPresence represents a further evolution of many of the themes presented in Peter Senge's classic The Fifth Discipline and its sequels... This latest book takes a fresh, daring and deeply felt leap into a shift of awareness as a collective practice. -- David I. Rome, Senior Vice-President for Planning, Grayston FoundationIf you believe, as I do, that an organisation is ultimately a human community, then nothing is more important than how we sense our future and act to create it together. This is something all creative business leaders know yet have found almost impossible to talk about - until Presence. -- Rich Teerlink, CEO (retired), Harley-Davidson

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Book SynopsisWe need a new approach for solving tough problems in a complex world—we need to collaborate smarter.Market volatility. Sustainability demands. Hybrid working. Opportunities and hazards of fast-changing technology and regulations. Companies and nonprofits face more daunting challenges than ever. How can we collaborate in our organizations—and with outside partners—to solve problems, innovate, and succeed?Smarter Collaboration offers groundbreaking solutions. This indispensable new book lays out a pragmatic action plan blending rich stories, new empirical research, and loads of practical advice to help companies thrive by collaborating more effectively. As Harvard professor Heidi K. Gardner and senior executive Ivan A. Matviak show, firms that collaborate smarter consistently generate higher revenues and profits, boost innovation, strengthen client relationships, and attract and retain better talent. In this successor to Gardner's bestselling first book, Smart Collaboration, the authors expand their mandate, illustrating the fundamental dynamics of collaborating well across industries like financial services, health care, biotech/pharma, consumer products, automotive, and technology.Based on their research with thousands of executives from around the world, they share deep insights on how to implement smarter collaboration and avoid the potential pitfalls. They also help leaders troubleshoot thorny challenges like misaligned incentives, collaboration overload, and unintended consequences on diversity and inclusion. Complete with how-tos and cases, the book concludes with inspiring examples of groups harnessing smarter collaboration to tackle society's biggest challenges such as saving the oceans, eradicating diseases, and tackling global warming.Smarter Collaboration is the essential guide for forward-thinking leaders to transform their organizations, reshape the way they work, and increase impact and success.Trade Review"This is an essential guide for forward-thinking leaders who want to transform their organizations, reshape the way they work, and increase impact and success." — SHRM (Society of Human Resource Management)Advance Praise for Smarter Collaboration:"In the coming years, one of the most significant private-sector divides will be between companies that embrace collaboration, bridge-building, and collective action to help them thrive and those that remain limited by siloed thinking and poor partnership skills. Gardner and Matviak will help your business ensure it is on the right side of that line." — Paul Polman, former CEO, Unilever; business leader; campaigner; coauthor, Net Positive"The authors' deep grasp of the business world combines with expertise in the psychology underpinning our human foibles. The result is actionable advice for implementing smarter collaboration to capture its financial and human benefits." — Amy C. Edmondson, professor, Harvard Business School; author, The Fearless Organization"Gardner and Matviak provide leaders with a clear guide to making smarter collaboration happen. It's full of tips on today's most pressing topics, including hybrid working, inclusion, diversity and equity, and the role of technology and analytics. This is a must-read for any business leader." — Nhlamu Dlomu, Global Head of People, KPMG International"An organization's culture determines its destiny. Smarter Collaboration does an excellent job of showing you how to get a great one." — Ray Dalio, Founder, Bridgewater Associates; author, Principles"Everyone talks about collaboration, but relatively few people actually know how to do it effectively. Gardner and Matviak have written the go-to guide for doing collaboration right. Their use cases for smarter collaboration will resonate deeply with any business leader who's seeking to rev up innovation, profitability, and employee engagement." — Gunjan Kedia, Vice Chairman, U.S. Bank"With the scale and complexity of challenges facing business and society today, knowing how to collaborate—how to really collaborate—is one of the most important skills of our time. Through pragmatic insight and engaging examples, Gardner and Matviak illuminate a path for leaders that begins with truly valuing the wisdom people bring, and results in innovations beyond what any one group could create alone." — Sandy Speicher, former CEO, IDEO

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Book SynopsisFrom The New York Times best-selling author and host of Hidden Brain comes a counterintuitive, thought-provoking exploration of deception’s role in human success.

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Book Synopsis Liberate yourself by understanding and mastering power dynamics All social relations are laden with power. Getting out from under dominant power relations and mastering power dynamics is perhaps the most essential skill for change agents across all sectors seeking to ignite positive change in the world.This concise action manual explores major concepts of power, with a focus on the dynamics of domination and liberation, and presents methods for shifting power relations and enacting freedom. The Power Manual: Clearly distills the major theories of power from post-modern and feminist theory to business management and developmental psychology, and beyond Examines key ways that power is deployed and transformed in society Presents a new theory of power based on enactment-the bringing of something to life through one''s actions Explains how to refuse powerless identities and enact powerful ones Helps readTable of ContentsIntroduction Section OnePOWER + IDENTITY | Refusing Powerless Identities Power + Identity Intro 1 | Effective InteractionsSupremacist Power and Liberator Power 2 | Interaction PatternsPatterns of Domination and Patterns of Resistance 3 | Transmission of AffectLife-affirming and Life-draining Affects 4 | The Sources of Power RelationsDevelopmental Stages and Mind Forms 5 | Powerless and Powerful IdentitiesHegemony and Supreme Power Section TwoPOWER + CHOICE | Triggering Choice Power + Choice Intro 6 | Decision and ChoiceThe Efficient Unconscious and the Effort of Intention 7 | The Social Aspects of ChoiceParticipation in Decision Making 8 | Supreme ChoiceMastery Over Inner Experience Section ThreePOWER + THRESHOLDS | Creating the Self Power + Thresholds Intro 9 | Rites of PassageSelf Formation in Liminal Space 10 | Theater as Interaction and Identity CreationHigh Status and Low Status Characters Section FourPOWER + GAMES | Playing with Power Power + Games Intro 11 | The Purpose of PlayPlay As Evolution 12 | The Structure of GamesOrdering Interactions 13 | The Party GameSign Reading 14 | The Stand, Sit, Kneel GameDeconstruction 15 | The Tongue Twister GameReconstruction 16 | The Meisner GameReconstruction 17 | The Yes, But/Yes, And GameSign Reading, Deconstruction 18 | The Circle GameReconstruction 19 | The Lane GameReconstruction 20 | The Body Language GameSign Reading 21 | The Switching GameReconstruction 22 | The Status Master GameSign Reading, Deconstruction, Reconstruction 23 | The Scene Study GameDeconstruction 24 | The Character Study GameReconstruction ReferencesIndexAbout the AuthorA Note about the Publisher

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Book SynopsisThis book reveals the power dynamics and interpersonal politics that lie at the heart of professional organizations. Drawing on the latest academic theory, and based on interviews with over 500 senior professionals, it analyses how professionals come together to create 'leadership'. It explains how change happens and why leaders so often fail.Trade ReviewThe book is a rich treasury of research and insight... It offers plenty of important lessons for leaders in any knowledge business. * Andrew Hill, Financial Times *This is a landmark study of the issues around leading professionals. The lessons are crucial to leaders of any organization that depends on highly talented, highly motivated, highly demanding individuals. They hold as true in the worlds of media and culture as they do in the traditional professions. * Lord Hall, Director General of the BBC *Empson's eloquent and superbly researched book is essential reading for anyone who wants to understand the challenges of organizing knowledge work and of leading knowledge workers through influence and inspiration rather than authority. * Professor Paul Adler, Marshall School of Business, University of Southern California *The higher reaches of the knowledge industry are difficult places to work. And if working in these organizations is tough, leading them is even tougher. How do you lead, cajole, and win the respect of these highly motivated, skittish, and suspicious people? Laura Empson has spent years pondering these questions and Leading Professionals is the highly revealing and accomplished result. * Michael Skapinker, Contributing Editor and Columnist, Financial Times *Laura Empson has written a deeply engaging and enlightening book about the critical leadership challenges facing professional service firms. Based on extensive research and experience, this book is required reading for anyone who aspires to lead these increasingly large and diverse organizationsand for everyone who understands the central role that professionals occupy in the global economy. * Professor David Wilkins, Harvard Law School *Laura Empson tackles a hugely complex phenomenon: the nature of leadership in professional service firms, where no one wants to be a follower and leaders only survive through the consent of their colleagues. She has created a truly fascinating portrait of what it means to be a leader in such settings. The book is full of rich insights engagingly told, and often revealed in the words of the professional leaders themselves. This portrait will resonate strongly with practising and aspiring professional leaders who will find much to learn from the stories she tells and the insights she develops. Scholars of management will appreciate her work, not only for its significant contribution to academic knowledge, but also because it speaks to us directlywe are, after all, professionals and struggle with similar issues of leadership in our own working lives. * Professor Ann Langley, HEC Montréal *A richly detailed analysis of the complexities of modern professional organizations. The observations, based on more than twenty years of research, show a deep understanding of the tensions inherent in all successful firms. For those of us who lead or aspire to lead such firms, the lessons and conclusions are telling and valuable. * Philip Davidson, Managing Partner, KPMG UK *Professor Empson has made a major contribution to the literature on how professional services firms work and how they are best led. This is very well-researched and insightful analysis, based on a wealth of interviews, and written in a very readable style. All in all, a must on the reading list. * Edward Braham, Global Senior Partner, Freshfields Bruckhaus Deringer *This is an exciting and challenging book. It manoeuvres extremely well between what we know, academically, about professional leadership, and the concerns of thinking practitioners. The central ideas of plural leadership, leadership constellations, and ambiguity challenge all of us to re-evaluate our notions of leading professionals. Professor Empson has made an important contribution. * Professor C. R. (Bob) Hinings, University of Alberta *Partnerships play a vital role in the modern economy. The spirit of partnership is a mystery to those who have not experienced it directly and also sometimes to partners themselves. This book is a highly readable explanation of what makes professional firms work and, importantly, how they are successfully led. * Sir Gerry Grimstone, Chairman of Standard Chartered, Deputy Chairman of Barclays *This is a must-read for anyone wondering why it is so challenging to lead in professional environments and how to do it more effectively. Empson masterfully brings together findings from research with the lived experiences of those she has studied to provide in-depth and detailed analysis of what it takes to survive and thrive in these politicized, but highly rewarding, work environments. * Professor Mary Uhl-Bien, Neeley School of Business, TCU *It's accepted wisdom that leading a professional services firm is different from other leadership roles, but very few have been able to explain why and in what ways. Laura Empson unravels this mystery, shining light deep into the underlying challenges leaders face and explaining ways to navigate them. An important book in a neglected and misunderstood area. * Hugh Verrier, Chairman, White & Case *Professor Empson has done an exceptional job making theory understandable and relevant to those actually involved in leading professional organizations whilst helping those more interested in the theory better understand how the real world works. Leading a professional organization can be lonely and Lauras research insights will help those grappling with the challenges of leadership to realize that they are not alone. * Jeremy Newman, Former Global CEO, BDO *Empsons latest book lifts the lid on the idiosyncrasies, paradoxes, and tensions of leadership in professional services firms. Featuring insights drawn from hundreds of interviews, Leading Professionals offers invaluable guidance to current / future leaders and management professionals alike. * Wim Dejonghe, Global Senior Partner, Allen & Overy *A modern global management consultancy practice contains a complex mix of people from differing backgrounds with different cultures and aspirations. Leading them is a daunting task but a task which is helped significantly by the insights within the book. I wish I could have read this book fifteen years ago. * Mike Cullen, Former Global Managing Partner (Talent), EY *

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Book SynopsisStrategy, an ancient pursuit, has evolved through the centuries and in today''s business environment applies to all organizations, across all sectors and geographies. The Strategist''s Handbook is a collection of the best materials, insights, tools, and templates that comprise the core Strategy course taught in the undergraduate, MBA, Executive MBA, and Post-graduate Diploma programs at the Saïd Business School, University of Oxford. Each of the best practices, pitfalls to avoid, tools and templates presented in this book has been field-tested and refined for over three decades while working with for profit, not-for-profit, and government organizations, across multiple industries around the globe to help them develop and implement their strategies. The guidance and tools can be applied in small, mid-sized, and large organizations; their application just needs to be scaled accordingly. While this is a practical how to book, the tools and approaches presented are based on a solid foundat

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Book SynopsisUnderstanding Social Networks explains the big ideas that underlie social networks, covering fundamental concepts then discussing networks and their core themes in increasing order of complexity.Trade ReviewIntegrates the history, theories, and substantive applications of social network analysis... should be especially accessible to neophytes... Despite the nontechnical treatment, Kadushin encompasses deep analytic coverage and broad empirical research...The final chapter summarizes the conceptual tour de force in 'Ten Master Ideas of Social Networks. * David Knonke, Contemporary Sociology *Finally! A sociologically informed and compelling introduction to social network analysis by one of the giants of the field. While there has been dramatic recent growth in the study of networks, new entrants often miss much of the rich history and compelling social theory that has been the field's foundation. This book represents an introduction to networks for social scientists and students looking to learn the 'why' of social network analysis, rather than computational detail. An all-around gem that should take a canonical place in social network courses. * James Moody, Duke University *Social networks are more than Facebook or a set of methods. Charles Kadushin is a veteran in thinking about what social networks do and what they mean. This thoughtful book provides a host of knowledge about how social networks operate in small groups, organizations and throughout society. Kadushin's ten master ideas distill the essence of social networks. * Barry Wellman, S.D. Clark Professor of Sociology, University of Toronto *In Understanding Social Networks Charles Kadushin dispels the myth that social network research is simply methodology. The book is chock full of ideas that lay out vast terrains ripe for future research and exploration. All of the ideas are buttressed with historical documentation and developed within the context of existing social, psychological, economic, and other theories. Bravo! * Thomas Valente, University of Southern California *Charles Kadushin is one of the sociologists who pioneered social network analysis and he has continued to make stimulating, thoughtful contributions. His new book provides a lucid, revealing introduction to the basic ideas and findings of the social networks field. * Claude S. Fischer, University of California, Berkeley *Table of ContentsPreface ; 1) Introduction ; -Getting Connected ; -Networks as Information Maps ; -Leaders and Followers ; -Networks as Conduits ; -The Point of View ; 2) Basic Network Concepts, Part I: Individual Members of Networks ; -Introduction ; -What Is a Network? ; -Sociological Questions about Relationships ; Connections ; Propinquity ; Homophily ; Individual-Level Homophily ; Homophily and Collectivities ; -Dyads and Mutuality ; -Balance and Triads ; -Where We Are Now ; 3) Basic Network Concepts, Part II: Whole Social Networks ; -Distributions ; Dyads and Triads ; Density ; Structural Holes ; Weak Ties ; -"Popularity" or Centrality ; -Distance ; Size of the Interpersonal Environment ; The "Small World" ; -Multiplexity ; -Roles and Positions ; Named Positions and Relationships ; Informal Positions and Relationships ; Informal Relations and Hierarchies ; Embeddedness of the Informal within Instituted or Named Networks ; Observed Roles ; -Summary ; 4) Basic Network Concepts, Part III: Network Segmentation ; -Introduction ; -Named and Unnamed Network Segments ; Primary Groups, Cliques, and Clusters ; -Segmenting Networks from the Point of View of the Observer ; Segmenting Groups on the Basis of Cohesion ; Resistance to Disruption ; Structural Similarity and Structural Equivalence ; Core/Periphery Structures ; -Where We Are Now ; 5) The Psychological Foundations of Social Networks ; -Getting Things Done ; -Community and Support ; -Safety and Affiliation ; -Effectiveness and Structural Holes ; -Safety and Social Networks ; -Effectiveness and Social Networks ; -Both Safety and Effectiveness? ; -Driving for Status or Rank ; -Cultural Differences in Safety, Effectance, and Rank ; -Motivations and Practical Networks ; -Motivations of Corporate Actors ; -Cognitive Limits on Individual Networks ; -Where We Are Now ; 6) Small Groups, Leadership, and Social Networks: The Basic Building Blocks ; -Introduction ; -Primary Groups and Informal Systems: Propositions ; -Pure Informal Systems ; -How to Find Informal Systems ; -Asymmetric Ties and the Influence of the External System ; -Formalizing the System ; -Where We Are Now ; 7) Organizations and Networks ; -The Contradictions of Authority ; -Emergent Networks in Organizations ; The Factory Floor ; -Information-Driven Organizations ; -Inside the Box, Outside the Box, or Both ; -Bridging the Gaps: Tradeoff s between Network Size, Diversity, and Social Cohesion ; -Where We Are Now ; 8) The Small World, Circles, and Communities ; -Introduction ; -How Many People Do You Know? ; -The Skewed Distribution of the Number of People One Knows ; -Formal Small World Models ; -Clustering in Social Networks ; -Social Circles ; -The Small World Search ; -Applications of Small World Theory to Smaller Worlds ; -Where We Are Now ; 9) Networks and Diffusion ; -Networks and Diffusion-An Introduction ; The Basic Model ; Exogenous Factors in the Adoption of Innovation ; - Influence and Decision-Making ; The Current State of Personal Influence ; Self-Designated Opinion Leaders or Influentials ; Characteristics of Opinion Leaders and Influentials ; Group Influence ; -Epidemiology and Network Diffusion ; Social Networks and Epidemiology ; Social Networks and HIV-AIDS ; Transporting Disease-Large-Scale Models ; -Tipping Points and Thresholds ; Threshold ; - Where We Are Now ; 10) Networks as Social Capital ; - Introduction ; The General Idea of Social Capital ; Social Capital as Investment ; -Individual-Level Social Capital ; Social Support ; Individual Networked Resources: Position and Resource Generators ; Correlates of Individual Social Capital ; Other Indicators of Networked Resources ; -Social Capital as an Attribute of Social Systems ; Theorists of Social System Social Capital ; Bowling Alone ; Recent Findings on Social System Social Capital and Its Consequences ; -Where We Are Now ; 11) Ethical Dilemmas of Network Research ; -Networks as a Research Paradigm ; -Anonymity, Confidentiality, Privacy, and Consent ; -Who Benefits ; - Cases and Examples ; Survey Research ; Organization Research ; Terrorists and Criminals ; Networks and Terrorism: The CASOS Projects ; -Conclusion: More Complicated than the Belmont Report ; 12) Coda: Ten Master Ideas of Social Networks ; -Introduction ; -The Ten Master Ideas ; Bibliography ; Notes ; Index

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Book SynopsisAs the most critical yet accessible introduction to organizational behaviour and work, this book will help you understand the complexities of organizational life and evaluate modern business practices.Classic organizational behaviour topics such as team-working, motivation, and change are complemented by core critical approaches such as power and control, organizational misbehaviour, and health and well-being through a clear three-part structure. Students are encouraged to look beyond a descriptive approach and truly engage with the content. Examples and ''Stop and Think'' boxes placed throughout chapters, as well as end-of-chapter case studies with accompanying questions, provide the opportunity for this engagement and show how each chapter''s theoretical coverage applies in real-life business situations. Suggestions of films and novels which relate to the chapter topic provide further opportunities to see organizational behaviour in context and demonstrate just how prevalent its prinTrade ReviewWilson writes in an extremely accessible way with a good balance of depth and breadth. * Ronnie Caddow, Glasgow Caledonian University *This book stands out in its commitment to taking a critical approach to the study of Organisational Behaviour. It introduces students to the main debates in the literature on each subject and in this way becomes a helpful starting point in their learning journey. * Dr Patrizia Kokot, University of Reading *This book has all the hallmarks of a great Organizational Behaviour textbook; being comprehensive in content whilst informative and accessible for students across a range of levels. * Michael Frize, University of Sheffield *A stimulating, astute, and original introduction to the core questions on work, organizations, and their management. * Dr Pasi Ahonen, University of Essex *Table of ContentsApproaching management criticallySetting the sceneEmployees' views of workManagerial views of workThe rationality of managementSexuality, sex typing, and genderClassic organizational behaviour and the critiqueMotivationLeadershipPerceptionPersonalityOrganizational learningCultureTeams and teamworkingStructureAll change?The core of critical approachesManagerial power and controlOrganizational misbehaviourVoluntary, not-for-profit, and alternative organizationsHealth, well-being, emotion, and stress

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Book SynopsisThe book explores how strategic human resource management has implications for performance, through underlying theory, research evidence, examples from practice, and tools for practitioner application. The book presents not only details of how a strategic human resource management system might be effective in an organization, but also why.Table of Contents1: Introduction 2: HRM and Strategy 3: The More Fits the Better 4: Human Resource Management in Context: An Institutional Perspective 5: HRM and Performance: Achievements and Challenges 6: The Contextual SHRM Framework 7: The Contextual SHRM Framework in Practice 8: Sector Level Application of the Contextual SHRM Model 9: International HRM Perspectives on High-Performing Multinational Corporations 10: HR Profession Roles and Performance 11: Human Resource Delivery and Metrics 12: Reflections for the Future

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Book SynopsisThis new text presents a rounded approach to organizational change, encompassing emotional and psychological dimensions. The author team bring their strong experience of consultancy within a range of industries to bear both in the case studies used and the general approach of the text, balancing theoretical rigour with practical insight.Table of ContentsPART A: THE CHANGE PROCESS; PART B: PERSPECTIVES FOR UNDERSTANDING CHANGE; PART C: DELIVERING CHANGE

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Book SynopsisAnyone who has spent time in an organization knows that dysfunctional behavior abounds. Conflict is frequently avoided or pushed underground rather than dealt with openly. At the same time, the same arguments often burst out again and again, almost verbatim. Turf battles continue for extended periods without resolution. People nod their heads in agreement in meetings, and then rush out of the room to voice complaints to sympathetic ears in private. Worst of all, when people are asked if things will ever change, they throw up their hands in despair. They feel like victims trapped in an asylum. And people often are trapped. But they are not trapped by some oppressive regime or organizational structure that has been imposed on them. They are not victims. In fact, people themselves are responsible for making the status quo so resistant to change. We are trapped by our own behavior. Researchers and practitioners have often reflected on these things, but there is a puzzle. On the one hand, tTrade ReviewFor over half a century, Chris Argyris has been helping those who are willing to reflect on their own behavior to become more effective. This latest work is his clearest elucidation yet of why we fall into the traps that stymie us and how we can author our own escapes. And while he is at it, he provides wise counsel on how to audit the logic of those who purport to tell us the secrets of leadership. * Roger Martin, Dean, Rotman School of Management, University of Toronto *Chris Argyris is a master of revealing the universal dysfunctionalities of organisations and the challenges of dealing with them. Here he picks up the theme of Organizational Traps and successfully links them to issues of leadership, culture, and organizational design. Once again Argyris offers us insights in how to understand and tackle them. * Andrew M Pettigrew OBE, FBA, Professor of Strategy and Organisation, Saïd Business School *Argyris has once again challenged my thinking, theories and advice. Despite an explosion of books and articles about how to lead, improve organizational effectiveness and change culture we continue to see well intentioned and competent leaders embroiled in personal and organizational failures. Using decades of research, Argyris shows us the problem; our theories and advice ignore or bypass the hard truth; people avoid conversations that will help them learn about gaps between their intention to change and reality. Argyris argues that this well documented truth must be incorporated in our theories if they are to be robust and make a sustained difference. And leaders must insist we do if they are to avoid spending millions on flawed advice. * Michael Beer, Chairman, TruePoint and Professor Emeritus, Harvard Business School *It is rare for a serious management book to be a real page-turner, but this one is. Drawing on fascinating cases from a lifetime of research on group and organizational dynamics, Chris Argyris shows how our own reasoning processes entrap us in patterns of behavior that we detest but cannot change. He explains how these traps become self-sealing and why even our best efforts to escape them merely tighten their bonds. The provocative strategy he offers for breaking out of our self-created traps merits close attention by anyone who seeks to improve life and work in organizations. * J. Richard Hackman, Edgar Pierce Professor of Social and Organizational Psychology, Harvard University *Table of ContentsIntroduction ; PART I: WHY WE ACT AGAINST OUR OWN STATED INTERESTS ; 1. How we Deal with Difficult Situations ; 2. Actions that Trap us ; 3. Causes of Traps ; PART II: HOW CONVENTIONAL APPROACHES BYPASS TRAPS - AND WHAT TO DO ABOUT IT ; 4. Leadership and Traps ; 5. Culture, Leadership, and Traps ; 6. Strengthening New Approaches ; Conclusion: Traps and the Human Predicament

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Book SynopsisThe Oxford Handbook of Project Management presents and discusses leading ideas in the management of projects. Positioning project management as a domain much broader and more strategic than simply ''execution management'', this Handbook draws on the insights of over 40 scholars to chart the development of the subject over the last 50 years or more as an area of increasing practical and academic interest. It suggests we could be entering an emerging ''third wave'' of analysis and interpretation following its early technical and operational beginnings and the subsequent shift to a focus on projects and their management. Topics dealt with include: the historical evolution of the subject; its theoretical base; professionalism; business and societal context; strategy; organization; governance; innovation; overruns; risk; information management; procurement; relationships and trust; knowledge management; practice and teams. This handbook is of particular relevance to those interested in the research issues underlying project management.Table of ContentsPART I: HISTORY AND FOUNDATIONS; PART II: INDUSTRY AND CONTEXT; PART III: STRATEGY AND DECISION-MAKING; PART IV: GOVERNANCE AND CONTROL; PART V: CONTRACTING AND RELATIONSHIPS; PART VI: ORGANIZING AND LEARNING

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