Many traditional foods provide excellent nutrition from sustainable resources, with some containing nutraceutical properties that make them not only a source of cultural and traditional value, but also valuable options for addressing the growing need for food resources. This book discusses these ideas and concepts in a comprehensive and scientific manner.Addresses the need for balance in safety regulation and retaining traditional food optionsIncludes case studies from around the world to provide practical insight and guidancePresents suggestions for developing appropriate global safety standards
With a new Afterword by the author
In The Power of Habit, Pulitzer Prize–winning business reporter Charles Duhigg takes us to the thrilling edge of scientific discoveries that explain why habits exist and how they can be changed. Distilling vast amounts of information into engrossing narratives that take us from the boardrooms of Procter & Gamble to sidelines of the NFL to the front lines of the civil rights movement, Duhigg presents a whole new understanding of human nature and its potential. At its core, The Power of Habit contains an exhilarating argument: The key to exercising regularly, losing weight, being more productive, and achieving success is understanding how habits work. As Duhigg shows, by harnessing this new science, we can transform our businesses, our communities, and our lives.
NEW YORK TIMES BESTSELLER • NPR BESTSELLER • WASHINGTON POST BESTSELLER • LOS ANGELES TIMES BESTSELLER • USA TODAY BESTSELLER • PUBLISHERS WEEKLY BESTSELLER
NAMED ONE OF THE BEST BOOKS OF THE YEAR BY
The Wall Street Journal • Financial Times
“Sharp, provocative, and useful.”—Jim Collins
“Few [books] become essential manuals for business and living. The Power of Habit is an exception. Charles Duhigg not only explains how habits are formed but how to kick bad ones and hang on to the good.”—Financial Times
“A flat-out great read.”—David Allen, bestselling author of Getting Things Done: The Art of Stress-Free Productivity
“You’ll never look at yourself, your organization, or your world quite the same way.”—Daniel H. Pink, bestselling author of Drive and A Whole New Mind
“Entertaining . . . enjoyable . . . fascinating . . . a serious look at the science of habit formation and change.”—The New York Times Book Review
“Cue: see cover. Routine: read book. Reward: fully comprehend the art of manipulation.”—Bloomberg Businessweek
“A fresh examination of how routine behaviors take hold and whether they are susceptible to change . . . The stories that Duhigg has knitted together are all fascinating in their own right, but take on an added dimension when wedded to his examination of habits.”— Associated Press
“There’s been a lot of research over the past several years about how our habits shape us, and this work is beautifully described in the new book The Power of Habit.”—David Brooks, The New York Times
“A first-rate book—based on an impressive mass of research, written in a lively style and providing just the right balance of intellectual seriousness with practical advice on how to break our bad habits.”—The Economist
“I have been spinning like a top since reading The Power of Habit, New York Times journalist Charles Duhigg’s fascinating best-seller about how people, businesses and organizations develop the positive routines that make them productive—and happy.”—The Washington Post
From the Trade Paperback edition.
Thinking in Systems, is a concise and crucial book offering insight for problem solving on scales ranging from the personal to the global. Edited by the Sustainability Institute’s Diana Wright, this essential primer brings systems thinking out of the realm of computers and equations and into the tangible world, showing readers how to develop the systems-thinking skills that thought leaders across the globe consider critical for 21st-century life.
Some of the biggest problems facing the world—war, hunger, poverty, and environmental degradation—are essentially system failures. They cannot be solved by fixing one piece in isolation from the others, because even seemingly minor details have enormous power to undermine the best efforts of too-narrow thinking.
While readers will learn the conceptual tools and methods of systems thinking, the heart of the book is grander than methodology. Donella Meadows was known as much for nurturing positive outcomes as she was for delving into the science behind global dilemmas. She reminds readers to pay attention to what is important, not just what is quantifiable, to stay humble, and to stay a learner.
In a world growing ever more complicated, crowded, and interdependent, Thinking in Systems helps readers avoid confusion and helplessness, the first step toward finding proactive and effective solutions.
Strategy is not complex. But it is hard. It’s hard because it forces people and organizations to make specific choices about their future—something that doesn’t happen in most companies.
Now two of today’s best-known business thinkers get to the heart of strategy—explaining what it’s for, how to think about it, why you need it, and how to get it done. And they use one of the most successful corporate turnarounds of the past century, which they achieved together, to prove their point.
A.G. Lafley, former CEO of Procter & Gamble, in close partnership with strategic adviser Roger Martin, doubled P&G’s sales, quadrupled its profits, and increased its market value by more than $100 billion in just ten years. Now, drawn from their years of experience at P&G and the Rotman School of Management, where Martin is dean, this book shows how leaders in organizations of all sizes can guide everyday actions with larger strategic goals built around the clear, essential elements that determine business success—where to play and how to win.
The result is a playbook for winning. Lafley and Martin have created a set of five essential strategic choices that, when addressed in an integrated way, will move you ahead of your competitors. They are:
• What is our winning aspiration?
• Where will we play?
• How will we win?
• What capabilities must we have in place to win?
• What management systems are required to support our choices?
The stories of how P&G repeatedly won by applying this method to iconic brands such as Olay, Bounty, Gillette, Swiffer, and Febreze clearly illustrate how deciding on a strategic approach—and then making the right choices to support it—makes the difference between just playing the game and actually winning.
Winner of the 2013 PEN/E.O. Wilson Literary Science Writing Award
Over the past two decades of neurological research, it has become increasingly clear that the way we experience the world--our perception, behavior, memory, and social judgment--is largely driven by the mind's subliminal processes and not by the conscious ones, as we have long believed. In Subliminal, Leonard Mlodinow employs his signature concise, accessible explanations of the most obscure scientific subjects to unravel the complexities of the subliminal mind. In the process he shows the many ways it influences how we misperceive our relationships with family, friends, and business associates; how we misunderstand the reasons for our investment decisions; and how we misremember important events--along the way, changing our view of ourselves and the world around us.
THE OLD RULES NO LONGER APPLY . . .
When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training—but none of that seemed to matter.
TEACHING A LEVIATHAN TO IMPROVISE
It’s no secret that in any field, small teams have many advantages—they can respond quickly, communicate freely, and make decisions without layers of bureaucracy. But organizations taking on really big challenges can’t fit in a garage. They need management practices that can scale to thousands of people.
General McChrystal led a hierarchical, highly disciplined machine of thousands of men and women. But to defeat Al Qaeda in Iraq, his Task Force would have to acquire the enemy’s speed and flexibility. Was there a way to combine the power of the world’s mightiest military with the agility of the world’s most fearsome terrorist network? If so, could the same principles apply in civilian organizations?
A NEW APPROACH FOR A NEW WORLD
McChrystal and his colleagues discarded a century of conventional wisdom and remade the Task Force, in the midst of a grueling war, into something new: a network that combined extremely transparent communication with decentralized decision-making authority. The walls between silos were torn down. Leaders looked at the best practices of the smallest units and found ways to extend them to thousands of people on three continents, using technology to establish a oneness that would have been impossible even a decade earlier. The Task Force became a “team of teams”—faster, flatter, more flexible—and beat back Al Qaeda.
BEYOND THE BATTLEFIELD
In this powerful book, McChrystal and his colleagues show how the challenges they faced in Iraq can be relevant to countless businesses, nonprofits, and other organizations. The world is changing faster than ever, and the smartest response for those in charge is to give small groups the freedom to experiment while driving everyone to share what they learn across the entire organization. As the authors argue through compelling examples, the team of teams strategy has worked everywhere from hospital emergency rooms to NASA. It has the potential to transform organizations large and small.
From the Hardcover edition.
Since its publication in 2001, Getting Things Done has become, as Time magazine put it, "the defining self-help business book" of the decade. Having inspired millions of readers around the world, it clearly spoke to an urgent need in an increasingly time-pressured society. Now, in the highly anticipated sequel Making It All Work, Allen unlocks the full power of his methods across the entire span of life and work. While Getting Things Done functioned as an essential tool kit, Making It All Work is an invaluable road map, providing both bearings to help you determine where you are in life and directions on how to get to where you want to go.
From the Trade Paperback edition.
Open this book at your own risk. It contains ideas that may lead to a profound self-awakening. An introspective journey for those in the trenches of today's modern organizations, Deep Change is a survival manual for finding our own internal leadership power. By helping us learn new ways of thinking and behaving, it shows how we can transform ourselves from victims to powerful agents of change. And for anyone who yearns to be an internally driven leader, to motivate the people around them, and return to a satisfying work life, Deep Change holds the key.
Given that the status quo is so potent, how can we change ourselves and our organizations?
In Immunity to Change, authors Robert Kegan and Lisa Lahey show how our individual beliefs--along with the collective mind-sets in our organizations--combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us.
This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work.
Millions worldwide have read and embraced John Kotter’s ideas on change management and leadership.
From the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recession—we’ve learned that widespread and difficult change is no longer the exception. It’s the rule. Now with a new preface, this refreshed edition of the global bestseller Leading Change is more relevant than ever.
John Kotter’s now-legendary eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. Leading Change is widely recognized as his seminal work and is an important precursor to his newer ideas on acceleration published in Harvard Business Review.
Needed more today than at any time in the past, this bestselling business book serves as both visionary guide and practical toolkit on how to approach the difficult yet crucial work of leading change in any type of organization. Reading this highly personal book is like spending a day with the world’s foremost expert on business leadership. You’re sure to walk away inspired—and armed with the tools you need to inspire others.
Published by Harvard Business Review Press.
Research in psychology has revealed that our decisions are disrupted by an array of biases and irrationalities: We’re overconfident. We seek out information that supports us and downplay information that doesn’t. We get distracted by short-term emotions. When it comes to making choices, it seems, our brains are flawed instruments. Unfortunately, merely being aware of these shortcomings doesn’t fix the problem, any more than knowing that we are nearsighted helps us to see. The real question is: How can we do better?
In Decisive, the Heaths, based on an exhaustive study of the decision-making literature, introduce a four-step process designed to counteract these biases. Written in an engaging and compulsively readable style, Decisive takes readers on an unforgettable journey, from a rock star’s ingenious decision-making trick to a CEO’s disastrous acquisition, to a single question that can often resolve thorny personal decisions.
Along the way, we learn the answers to critical questions like these: How can we stop the cycle of agonizing over our decisions? How can we make group decisions without destructive politics? And how can we ensure that we don’t overlook precious opportunities to change our course?
Decisive is the Heath brothers’ most powerful—and important—book yet, offering fresh strategies and practical tools enabling us to make better choices. Because the right decision, at the right moment, can make all the difference.
From the Hardcover edition.
The world around you is pulling your strings, shaping your innermost instincts and your most private thoughts. And you don't even realize it.
Every day and in all walks of life, we overlook the enormous power of situations, of context in our lives. That's a mistake, says Sam Sommers in his provocative new book. Just as a museum visitor neglects to notice the frames around paintings, so do people miss the influence of ordinary situations on the way they think and act. But frames- situations- do matter. Your experience viewing the paintings wouldn't be the same without them. The same is true for human nature.
In Situations Matter, Sommers argues that by understanding the powerful influence that context has in our lives and using this knowledge to rethink how we see the world, we can be more effective at work, at home, and in daily interactions with others. He describes the pitfalls to avoid and offers insights into making better decisions and smarter observations about the world around us.
Managers and professionals across the globe have embraced Primal Leadership, affirming the importance of emotionally intelligent leadership. Its influence has also reached well beyond the business world: the book and its ideas are now used routinely in universities, business and medical schools, and professional training programs, and by a growing legion of professional coaches.
This refreshed edition, with a new preface by the authors, vividly illustrates the power—and the necessity—of leadership that is self-aware, empathic, motivating, and collaborative in a world that is ever more economically volatile and technologically complex. It is even timelier now than when it was originally published.
From bestselling authors Daniel Goleman, Richard Boyatzis, and Annie McKee, this groundbreaking book remains a must-read for anyone who leads or aspires to lead.
Also available in ebook format wherever ebooks are sold.
Julie Morgenstern has made a career out of helping her clients get organized. But in the process, she discovered something surprising: for many of her clients, organizing isn’t enough. For those who are eager to make a change in their lives—a new job, a new relationship, a new stage in life—they need to get rid of the old before they can organize the new. They need to SHED their stuff before they can change their lives! So Julie created the SHED process—a four-step plan to get rid of the physical, mental, and schedule clutter that holds back so many of us. But SHEDing isn’t just about throwing things away! Julie teaches that its just as important to focus on what comes before and after you heave the clutter, so that the changes you make really stick in the long term. Learn about:
• Separating the treasures (figuring out what really matters)
• Heaving the rest (undertaking the tough work of eliminating excess)
• Embracing your true identity (figuring out who you really want to be)
• Driving yourself forward (achieving real change now that the past isn’t holding you back any longer)
Whether you’re facing a move, a promotion, an empty nest, a marriage, divorce, or retirement, SHED Your Stuff, Change Your Life provides a practical, transformative plan for positively managing change in every aspect of your life.
Why is change so hard? Because in order to make any transformation successful, you must change more than just the structure and operations of an organization—you need to change people’s behavior. And that is never easy.
The Heart of Change is your guide to helping people think and feel differently in order to meet your shared goals. According to bestselling author and renowned leadership expert John Kotter and coauthor Dan Cohen, this focus on connecting with people’s emotions is what will spark the behavior change and actions that lead to success. Now freshly designed, The Heart of Change is the engaging and essential complement to Kotter’s worldwide bestseller Leading Change.
Building off of Kotter’s revolutionary eight-step process, this book vividly illustrates how large-scale change can work. With real-life stories of people in organizations, the authors show how teams and individuals get motivated and activated to overcome obstacles to change—and produce spectacular results. Kotter and Cohen argue that change initiatives often fail because leaders rely too exclusively on data and analysis to get buy-in from their teams instead of creatively showing or doing something that appeals to their emotions and inspires them to spring into action. They call this the see-feel-change dynamic, and it is crucial for the success of any true organizational transformation.
Refreshingly clear and eminently practical, The Heart of Change is required reading for anyone facing the challenges inherent in leading change.
As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day.
The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality.
Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.
Picture your ideal customer: friendly, eager to meet, ready to coach you through the sale and champion your products and services across the organization. It turns out that’s the last person you need.
Most marketing and sales teams go after low-hanging fruit: buyers who are eager and have clearly articulated needs. That’s simply human nature; it’s much easier to build a relationship with someone who always makes time for you, engages with your content, and listens attentively. But according to brand-new CEB research—based on data from thousands of B2B marketers, sellers, and buyers around the world—the highest-performing teams focus their time on potential customers who are far more skeptical, far less interested in meeting, and ultimately agnostic as to who wins the deal. How could this be?
The authors of The Challenger Customer reveal that high-performing B2B teams grasp something that their average-performing peers don’t: Now that big, complex deals increasingly require consensus among a wide range of players across the organization, the limiting factor is rarely the salesperson’s inability to get an individual stakeholder to agree to a solution. More often it’s that the stakeholders inside the company can’t even agree with one another about what the problem is.
It turns out only a very specific type of customer stakeholder has the credibility, persuasive skill, and will to effectively challenge his or her colleagues to pursue anything more ambitious than the status quo. These customers get deals to the finish line far more often than friendlier stakeholders who seem so receptive at first. In other words, Challenger sellers do best when they target Challenger customers.
The Challenger Customer unveils research-based tools that will help you distinguish the "Talkers" from the "Mobilizers" in any organization. It also provides a blueprint for finding them, engaging them with disruptive insight, and equipping them to effectively challenge their own organization.
I am able to assess others in a fair and accurate way.
These self-perceptions are challenged by leading psychologists Mahzarin R. Banaji and Anthony G. Greenwald as they explore the hidden biases we all carry from a lifetime of exposure to cultural attitudes about age, gender, race, ethnicity, religion, social class, sexuality, disability status, and nationality.
“Blindspot” is the authors’ metaphor for the portion of the mind that houses hidden biases. Writing with simplicity and verve, Banaji and Greenwald question the extent to which our perceptions of social groups—without our awareness or conscious control—shape our likes and dislikes and our judgments about people’s character, abilities, and potential.
In Blindspot, the authors reveal hidden biases based on their experience with the Implicit Association Test, a method that has revolutionized the way scientists learn about the human mind and that gives us a glimpse into what lies within the metaphoric blindspot.
The title’s “good people” are those of us who strive to align our behavior with our intentions. The aim of Blindspot is to explain the science in plain enough language to help well-intentioned people achieve that alignment. By gaining awareness, we can adapt beliefs and behavior and “outsmart the machine” in our heads so we can be fairer to those around us. Venturing into this book is an invitation to understand our own minds.
Brilliant, authoritative, and utterly accessible, Blindspot is a book that will challenge and change readers for years to come.
Praise for Blindspot
“Conversational . . . easy to read, and best of all, it has the potential, at least, to change the way you think about yourself.”—Leonard Mlodinow, The New York Review of Books
“Accessible and authoritative . . . While we may not have much power to eradicate our own prejudices, we can counteract them. The first step is to turn a hidden bias into a visible one. . . . What if we’re not the magnanimous people we think we are?”—The Washington Post
“Banaji and Greenwald deserve a major award for writing such a lively and engaging book that conveys an important message: Mental processes that we are not aware of can affect what we think and what we do. Blindspot is one of the most illuminating books ever written on this topic.”—Elizabeth F. Loftus, Ph.D., distinguished professor, University of California, Irvine; past president, Association for Psychological Science; author of Eyewitness Testimony
“A wonderfully cogent, socially relevant, and engaging book that helps us think smarter and more humanely. This is psychological science at its best, by two of its shining stars.”—David G. Myers, professor, Hope College, and author of Intuition: Its Powers and Perils
“[The authors’] work has revolutionized social psychology, proving that—unconsciously—people are affected by dangerous stereotypes.”—Psychology Today
“An accessible and persuasive account of the causes of stereotyping and discrimination . . . Banaji and Greenwald will keep even nonpsychology students engaged with plenty of self-examinations and compelling elucidations of case studies and experiments.”—Publishers Weekly
“A stimulating treatment that should help readers deal with irrational biases that they would otherwise consciously reject.”—Kirkus Reviews
From the Hardcover edition.
So you'd better make sure you're doing it right. All too often, performance measurement creates dysfunction, whether among individuals, teams, or across entire divisions and companies. Most traditional measurement systems actually encourage unhealthy competition for personal gain, creating internal conflict and breeding distrust of performance measurement.
Transforming Performance Measurement presents a breakthrough approach that will not only significantly reduce those dysfunctions, but also promote alignment with business strategy, maximize cross-enterprise integration, and help everyone to work collaboratively to drive value throughout your organization.
Performance improvement thought leader Dean Spitzer explains why performance measurement should be less about calculations and analysis and more about the crucial social factors that determine how well the measurements get used. His ""socialization of measurement"" process focuses on learning and improvement from measurement, and on the importance of asking such questions as: How well do our measures reflect our business model? How successfully are they driving our strategy? What should we be measuring and not measuring? Are the right people having the right measurement discussions?
Performance measurement is a dynamic process that calls for an awareness of the balance necessary between seemingly disparate ideas: the technical and the social aspects of performance measurement. For example, you need technology to manage the flood of data, but you must make sure that it supports the people who will be making decisions and taking action crucial to your organization's success. This book shows you how to design that technical-social balance into your measurement system.
While it is urgent to start taking action now, transforming your organization's performance measurement system will take time. Transforming Performance Measurement gives you assessment tools to gauge where you are now and a roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system.
The book also provides 34 TMAPs, Transformational Measurement Action Plans, which suggest both well-accepted and "emergent" measures (in areas such as marketing, human resources, customer service, knowledge management, productivity, information technology, research and development, costing, and more) that you can use right away.
In the end, you get what you measure. If you measure the wrong things, you will take your company farther and farther away from its mission and strategic goals. Transforming Performance Measurement tells you not only what to measure, but how to do it -- and in what context -- to make a truly transformational difference in your enterprise.
In the late spring and early summer, as a bee colony becomes overcrowded, a third of the hive stays behind and rears a new queen, while a swarm of thousands departs with the old queen to produce a daughter colony. Seeley describes how these bees evaluate potential nest sites, advertise their discoveries to one another, engage in open deliberation, choose a final site, and navigate together--as a swirling cloud of bees--to their new home. Seeley investigates how evolution has honed the decision-making methods of honeybees over millions of years, and he considers similarities between the ways that bee swarms and primate brains process information. He concludes that what works well for bees can also work well for people: any decision-making group should consist of individuals with shared interests and mutual respect, a leader's influence should be minimized, debate should be relied upon, diverse solutions should be sought, and the majority should be counted on for a dependable resolution.
An impressive exploration of animal behavior, Honeybee Democracy shows that decision-making groups, whether honeybee or human, can be smarter than even the smartest individuals in them.
What’s the hidden power behind the success of Wikipedia, Craigslist, and Skype? What do eBay and General Electric have in common with the abolitionist and women’s rights movements? What fundamental choice put General Motors and Toyota on vastly different paths? How could winning a Supreme Court case be the biggest mistake MGM could have made?
After five years of ground-breaking research, Ori Brafman and Rod Beckstrom share some unexpected answers, gripping stories, and a tapestry of unlikely connections. The Starfish and the Spider argues that organizations fall into two categories: traditional “spiders,” which have a rigid hierarchy and top-down leadership, and revolutionary “starfish,” which rely on the power of peer relationships.
The Starfish and the Spider explores what happens when starfish take on spiders (such as the music industry vs. Napster, Kazaa, and the P2P services that followed). It reveals how established companies and institutions, from IBM to Intuit to the US government, are also learning how to incorporate starfish principles to achieve success. The book explores:
* How the Apaches fended off the powerful Spanish army for 200 years
* The power of a simple circle
* The importance of catalysts who have an uncanny ability to bring people together
* How the Internet has become a breeding ground for leaderless organizations
* How Alcoholics Anonymous has reached untold millions with only a shared ideology and without a leader
The Starfish and the Spider is the rare book that will change how you understand the world around you.
From the Hardcover edition.
About the Book
Organizing for Success, Second Edition provides simple, remarkably effective time management technique to help reders get two extra productive hours out of every day. The book uses “The Master List” concept to show readers how to budget their time and energy by the day, week, and month.
Readers will learn how to quickly prioritize their goals, complete tasks on time and under budget, and even helps readers plan for the interruptions, urgent emails, and unexpected meetings that will inevitably attack their day. This new edition places heavier emphasis on technology, including advice on how to write, manage and file email more effectively; how to use Lotus Notes and Microsoft Office to streamline the day; and how to use devices like Blackberries and social media as assets and time-savers, rather than as distractions and time sinks.
Key Selling FeaturesZeigler has been recognized as a leader in the time-management field since 1996; his books have sold over 15,000 copies to date. He speaks at least three times per week to as many as 1,000 people Companion website will include customizable, downloadable “Master Lists” that readers can print out or export into their pdas, iphones, and work computers Zeigler's website gets about 1,000 hits a day; he spends approximately $50,000 per year on Google AdWords and clickthrough advertising In the last year alone, he has appeared on the Neil Cavuto Show, in the Chicago Tribune, and on MoneyMatters
Market / Audience
Business professionals and managers, readers of Getting Things Done
About the Author
Kenneth Zeigler (Charlotte, NC) has been recognized as an expert on the subject since developing a time management system for Hertz in 1997. He has been on the cover of Investor's Business Daily and has published numerous articles for such newspapers as The Washington Post, the NY Post, and the Charlotte Observer. Over the years he has advised such clients as Hertz, Toys "R" Us, The Federal Reserve, The Comptroller of the Currency, Hormel, and Fidelity Investments.
How good are you at knowing the minds of others? How well can you guess what others think of you, know who really likes you, or tell when someone is lying? How well do you really understand the minds of those closest to you, from your spouse to your kids to your best friends? Do you really know what your coworkers, employees, competitors, or clients want?
In this illuminating exploration of one of the great mysteries of the human mind, University of Chicago psychologist Nicholas Epley introduces us to what scientists have learned about our ability to understand the most complicated puzzle on the planet—other people—and the surprising mistakes we so routinely make. Why are we sometimes blind to the minds of others, treating them like objects or animals? Why do we sometimes talk to our cars, or the stars, as if there is a mind that can hear us? Why do we so routinely believe that others think, feel, and want what we do when, in fact, they do not? And why do we believe we understand our spouses, family, and friends so much better than we actually do? Mindwise will not turn other people into open books, but it will give you the wisdom to revolutionize how you think about them—and yourself.
From the Hardcover edition.
We'd like to think that if we met someone who was completely without conscience -- someone who was capable of doing anything at all if it served his or her purposes -- we would recognize it. In popular culture, the image of the psychopath is of someone like Hannibal Lecter or the BTK Killer. But in reality, many psychopaths just want money, or power, or fame, or simply a nice car. Where do these psychopaths go? Often, it's to the corporate world.
Researchers Paul Babiak and Robert Hare have long studied psychopaths. Hare, the author of Without Conscience, is a world-renowned expert on psychopathy, and Babiak is an industrial-organizational psychologist. Recently the two came together to study how psychopaths operate in corporations, and the results were surprising. They found that it's exactly the modern, open, more flexible corporate world, in which high risks can equal high profits, that attracts psychopaths. They may enter as rising stars and corporate saviors, but all too soon they're abusing the trust of colleagues, manipulating supervisors, and leaving the workplace in shambles.
Snakes in Suits is a compelling, frightening, and scientifically sound look at exactly how psychopaths work in the corporate environment: what kind of companies attract them, how they negotiate the hiring process, and how they function day by day. You'll learn how they apply their "instinctive" manipulation techniques -- assessing potential targets, controlling influential victims, and abandoning those no longer useful -- to business processes such as hiring, political command and control, and executive succession, all while hiding within the corporate culture. It's a must read for anyone in the business world, because whatever level you're at, you'll learn the subtle warning signs of psychopathic behavior and be able to protect yourself and your company -- before it's too late.
As in the third edition, Bernard Bass begins with a consideration of the definitions and concepts used, and a brief review of some of the betterknown theories. Professor Bass then focuses on the personal traits, tendencies, attributes, and values of leaders and the knowledge, intellectual competence, and technical skills required for leadership. Next he looks at leaders' socioemotional talents and interpersonal competencies, and the differences in these characteristics in leaders who are imbued with ideologies, especially authoritarianism, Machiavellianism, and self-aggrandizement. A fuller examination of the values, needs, and satisfactions of leaders follows, and singled out for special attention are competitiveness and the preferences for taking risks. In his chapters on personal characteristics, Bass examines the esteem that others generally accord to leaders as a consequence of the leaders' personalities.
The many theoretical and research developments about charisma over the past thirty years are crucial and are explored here in depth. Bass has continued to develop his theory of transformational leadership -- the paradigm of the last twenty years -- and he details how it makes possible the inclusion of a much wider range of phenomena than when theory and modeling are limited to reinforcement strategies. He also details the new incarnations of transformational leadership since the last edition.
Bass has greatly expanded his consideration of women and racial minorities, both of whom are increasingly taking on leadership roles.
A glossary is included to assist specialists in a particular academic discipline who may be unfamiliar with terms used in other fields.
Business professors and students, executives in every industry, and politicians at all levels have relied for years on the time-honored guidance and insight afforded by the Handbook.
Does your organization manage complexity by making things more complicated? If so, you are not alone.
According to The Boston Consulting Group’s fascinating Complexity Index, business complexity has increased sixfold during the past sixty years. And, all the while, organizational complicatedness—that is, the number of structures, processes, committees, decision-making forums, and systems—has increased by a whopping factor of thirty-five. In their attempt to respond to the increasingly complex performance requirements they face, company leaders have created an organizational labyrinth that makes it more and more difficult to improve productivity and to pursue innovation. It also disengages and demotivates the workforce.
Clearly it’s time for leaders to stop trying to manage complexity with their traditional tools and instead better leverage employees' intelligence. This book shows you how and explains the implications for designing and leading organizations.
The way to manage complexity, the authors argue, is neither with the hard solutions of another era nor with the soft solutions—such as team building and feel-good “people initiatives”—that often follow in their wake. Based on social sciences (notably economics, game theory, and organizational sociology) and The Boston Consulting Group’s work with more than five hundred companies in more than forty countries and in various industries, authors Yves Morieux and Peter Tollman recommend six simple rules to manage complexity without getting complicated.
Showing why the rules work and how to put them into practice, Morieux and Tollman give managers a much-needed tool to reinvigorate people in the face of seemingly endless complexity. Included are detailed examples from companies that have achieved a multiplicative effect on performance by using them.
It’s time to manage complexity better. Employ these six simple rules to foster autonomy and cooperation and to effectively handle business complexity. As a result, you will improve productivity, innovate more, reengage your workforce, and seize opportunities to create competitive advantage.
A new edition of the classic project management book is here, revised and updated with even more guidelines and real-world examples. This expanded fifth edition provides an applications-oriented understanding of the issues you must confront and important tips for passing the Project Management Professional exam.
The standard guidebook in the Project Management field for over 20 years Project Planning Scheduling and Control now offers more strategies for dealing effectively with team members, clients, senior managers and other key stakeholders and is the perfect prescription for project success.
NEW TO THIS EDITION:Chapters on Full-spectrum Project Management and how to manage a virtual project team Managing and facilitating project meetings Techniques for dealing with contractors Guidelines for setting up a project office
The Handbook of Organizational Economics surveys the major theories, evidence, and methods used in the field. It displays the breadth of topics in organizational economics, including the roles of individuals and groups in organizations, organizational structures and processes, the boundaries of the firm, contracts between and within firms, and more.
The defining book on the subject, The Handbook of Organizational Economics is essential reading for researchers and students looking to understand this emerging field in economics.Presents the first comprehensive treatment of organizational economics Features contributions by leaders in the field Unifies and extends existing literatures Describes theoretical and empirical methods used today
"When the economy is unpredictable and we don't know about the next quarter let alone the next year, how do we find our way? Where do we look for stability?
As Nanci Raphael teaches us, the kind of stability that will guide us comes from inside. In this wonderful guidebook, she teaches us how chaotic life can become when we devote our energies to avoiding what we are afraid of. She carefully shows us the many benefits we derive when we are able to slow down, reflect, meditate, find what success really means, and ultimately develop faith in our own creativity and resilience, and she does this through practical examples, helpful exercises, and gentle guidance. She is the guide any entrepreneur needs today... and tomorrow."---Daniel Gottlieb, PhD, Host of "Voices in the Family" WHYY FM Philadelphia, and Author of Letters to Sam: A Grandfather's Lessons on Love, Loss, and the Gifts of Life, Learning from the Heart: Lessons on Living, Loving, and Listening, and The Wisdom of Sam: Observations on Life from an Uncommon Child
"In this masterpiece, Nanci delivers some of the most important lessons you will ever need to learn in business! One of my favorite quotes is by Oliver Wendell Holmes: `We all need an education in the obvious' Nanci is delivering an advanced program of the most important obvious education you will ever need inside this book! Don't just read this book, devour every single word!"---Peggy McColl, New York Times Bestselling Author of your Destiny Switch: Master Your key Emotions, and Attract the Life of Your Dreams!
"Nanci Raphael has shifted the way small business owners can achieve true, long-lasting success. This is not another step-by-step, how-to book on getting rich. This is a book that looks at how to `have it all,'---money, meaning, and success. She shows you how to get it (the easy way), how to keep it, and how to get it back if you lose your way. If you're an entrepreneur, you owe it to yourself to read this book!"---Christine Kloser, Author of The Freedom Formula: How to Put Soul in Your Business and Money in four Bank
"It's been said that most business problems are personal problems in disguise. If you want to do big things in business (or life) the inner game is the game you must win. If you do, you'll create breakthrough results. The Entrepreneur's Guide to Mastering the Inner World of Business is your playbook. Study its strategies, principles, and techniques. Your future depends on it."---Michael Port, New York Times Bestsefing Author
"In The Entrepreneur's Guide to Mastering the Inner World of Business, Nanci Raphael describes in beautiful, gut-wrenching detail what it's like to live in the mind, heart, (and the body) of a business owner. She is qualified to offer proven action steps to take to make change happen."---Marcie Wieder, CED/Founder, Dream University
"If you ever get a sense as an entrepreneur that you're the only one feeling or acting a certain (strange!) way, then read Nanci's book immediately Her insightful and inspirational stories will help you push through the pain and reach your goals."---Verne Harnish, "Growth Guy", CEO Gazelles
the entrepreneur's guide series
Entrepreneurs dream. Many dream big. But as dreams get bigger, more obstacles loom---obstacles like fear, doubt, anger, or stress. These are emotional challenges that too often get in the way of the daily tasks of running a company and managing people. These struggles can be overcome. Here's how
Focusing on the internal blocks, obstacles, and struggles all entrepreneurs face sooner or later, The Entrepreneur's Guide to Mastering the Inner World of Business shows how these unrecognized selfimposed barriers make it difficult to work at peak levels of performance. This guide will help readers explore perceptions they have about themselves and identify hidden weaknesses, frustration, and fears rarely talked about. They will learn to manage these factors to avoid sure failure and to enhance, instead of detract, from business growth, work performance, profitability, and a more meaningful life
Each chapter of the book concentrates on a difficult, universal problem entrepreneurs may face, such as managing doubt, worry and indecision, remaining innovative even during stressful times, coping with loneliness, confronting overwhelming "busy-ness," discovering the meaning of success and managing it, climbing up from failure and despair, and knowing oneself. "Ask yourself" questions help the reader identify the particular issue within him/herself. "Practices" suggest proven solutions for issues based on those the author has taught to thousands of business leaders
In The Chaos Imperative, organizational expert and bestselling author Ori Brafman (Sway, The Starfish and the Spider) shows how even the best and most efficient organizations, from Fortune 500 companies to today's US Army, benefit from allowing a little unstructured space and disruption into their planning and decision-making.
Designed to compliment existing textbooks for the course, the companion provides:
- Easy access to the key themes in Organizational Theory
- Helpful summaries of the approaches taken by the main course textbooks
- Sample questions and answers, with common themes that must always be addressed
- Short vignettes and a case study that runs throughout the chapters
- Guidance on the essential study skills required to pass the course
- `Taking It Further' sections that suggest how readers can extend their thinking beyond the `received wisdom'
The SAGE Course Companion in Organizational Theory is much more than a revision guide for undergraduates; it is an essential tool that will help readers take their course understanding to new levels and help them achieve success in their undergraduate course.
This is a pragmatic, hands-on, up-to-date guide to determining right and wrong in the business world. Joseph Weiss integrates a stakeholder perspective with an issues-oriented approach so students look at how a business’s actions affect not just share price and profit but the well-being of employees, customers, suppliers, the local community, the larger society, other nations, and the environment.
Weiss uses a wealth of contemporary examples, including twenty-three customized cases that immerse students directly in recent business ethics dilemmas and ask them to consider how they would resolve them. The recent economic collapse raised ethical issues that have yet to be resolved—there could not be a better time for a fully updated edition of Weiss’s classic, accessible blend of theory and practice.
New to the Sixth Edition!
New Cases! Fourteen of the twenty-three cases in this book are brand new to this edition. They touch on issues such as cyberbullying, fracking, neuromarketing, and for-profit education and involve institutions like Goldman Sachs, Google, Kaiser Permanente, Walmart, Ford, and Facebook.
Updated Throughout! The text has been updated with the latest research, including new national ethics survey data, perspectives on generational differences, and global and international issues. Each chapter includes recent business press stories touching on ethical issues.
New Feature! Several chapters now feature a unique Point/Counterpoint exercise that challenges students to argue both sides of a contemporary issue, such as too-big-to-fail institutions, the Boston bomber Rolling Stone cover, student loan debt, online file sharing, and questions raised by social media.
Most organizations approach innovation as if it were a sideline activity. Every so often employees are sent to “Brainstorm Island”: an off-site replete with trendy lectures, creative workshops, and overenthusiastic facilitators. But once they return, it’s back to business as usual.
Innovation experts Paddy Miller and Thomas Wedell-Wedellsborg suggest a better approach. They recommend that leaders at all levels become “innovation architects,” creating an ecosystem in which people engage in key innovation behaviors as part of their daily work.
In short, this book is about getting to a state of “innovation as usual,” where regular employees—in jobs like finance, marketing, sales, or operations—make innovation happen in a way that’s both systemic and sustainable.
Instead of organizing brainstorming sessions, idea jams, and off-sites that rarely result in success, leaders should guide their people in what the authors call the “5 + 1 keystone behaviors” of innovation: focus, connect, tweak, select, stealthstorm, (and the + 1) persist:
• Focus beats freedom: Direct people to look only for ideas that matter to the business
• Insight comes from the outside: Urge people to connect to new worlds
• First ideas are flawed: Challenge people to tweak and reframe their initial ideas
• Most ideas are bad ideas: Guide people to select the best ideas and discard the rest
• Stealthstorming rules: Help people navigate the politics of innovation
• Creativity is a choice: Motivate everyone to persist in the five keystone behaviors
Using examples from a wide range of companies such as Pfizer, Index Ventures, Lonza, Go Travel, Prehype, DSM, and others, Innovation as Usual lights the way toward embedding creativity in the DNA of the workplace.
So cancel that off-site. Instead, read Innovation as Usual—and put innovation at the core of your business.
This theory of novelty emerging from intersecting production and biographical flows is developed through formal deductive modeling and through a wide range of original historical case studies. Padgett and Powell build on the biochemical concept of autocatalysis--the chemical definition of life--and then extend this autocatalytic reasoning to social processes of production and communication. Padgett and Powell, along with other colleagues, analyze a very wide range of cases of emergence. They look at the emergence of organizational novelty in early capitalism and state formation; they examine the transformation of communism; and they analyze with detailed network data contemporary science-based capitalism: the biotechnology industry, regional high-tech clusters, and the open source community.
The 5 Levels of Leadership are:
1. Position - People follow because they have to.
2. Permission - People follow because they want to.
3. Production - People follow because of what you have done for the organization.
4. People Development - People follow because of what you have done for them personally.
5. Pinnacle - People follow because of who you are and what you represent.
Through humor, in-depth insight, and examples, internationally recognized leadership expert John C. Maxwell describes each of these stages of leadership. He shows you how to master each level and rise up to the next to become a more influential, respected, and successful leader.
A compelling look inside the mind and powerful leadership methods of America’s coaching legend, John Wooden
"Team spirit, loyalty, enthusiasm, determination. . . . Acquire and keep these traits and success should follow."
--Coach John Wooden
John Wooden’s goal in 41 years of coaching never changed; namely, to get maximum effort and peak performance from each of his players in the manner that best served the team. Wooden on Leadership explains step-by-step how he pursued and accomplished this goal. Focusing on Wooden’s 12 Lessons in Leadership and his acclaimed Pyramid of Success, it outlines the mental, emotional, and physical qualities essential to building a winning organization, and shows you how to develop the skill, confidence, and competitive fire to “be at your best when your best is needed”--and teach your organization to do the same.
Praise for Wooden on Leadership:
“What an all-encompassing Pyramid of Success for leadership! Coach Wooden’s moral authority and brilliant definition of success encompass all of life. How I admire his life’s work and concept of what it really means to win!”
--Stephen R. Covey, author, The 7 Habits of Highly Successful People and The 8th Habit: From Effectiveness to Greatness
“Wooden On Leadership offers valuable lessons no matter what your endeavor. 'Competitive Greatness' is our goal and that of any successful organization. Coach Wooden’s Pyramid of Success is where it all starts.”
--Jim Sinegal, president & CEO, Costco
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”
Perhaps, but who can afford to ignore these findings?
Meng’s job is to teach Google’s best and brightest how to apply mindfulness techniques in the office and beyond; now, readers everywhere can get insider access to one of the most sought after classes in the country, a course in health, happiness and creativity that is improving the livelihood and productivity of those responsible for one of the most successful businesses in the world.
With forewords by Daniel Goleman, author of the international bestseller Emotional Intelligence, and Jon Kabat-Zinn, renowned mindfulness expert and author of Coming To Our Senses, Meng’s Search Inside Yourself is an invaluable guide to achieving your own best potential.
For decades, The One Minute Manager® has helped millions achieve more successful professional and personal lives. While the principles it lays out are timeless, our world has changed drastically since the book’s publication. The exponential rise of technology, global flattening of markets, instant communication, and pressures on corporate workforces to do more with less—including resources, funding, and staff—have all revolutionized the world in which we live and work.
Now, Ken Blanchard and Spencer Johnson have updated The One Minute Manger to introduce the book’s powerful, important lessons to a new generation. In their concise, easy-to-read story, they teach readers three very practical secrets about leading others—and explain why these techniques continue to work so well.
As compelling today as it was thirty years ago, this classic parable of a young man looking for an effective manager is more relevant and useful than ever.
Eric Ries defines a startup as an organization dedicated to creating something new under conditions of extreme uncertainty. This is just as true for one person in a garage or a group of seasoned professionals in a Fortune 500 boardroom. What they have in common is a mission to penetrate that fog of uncertainty to discover a successful path to a sustainable business.
The Lean Startup approach fosters companies that are both more capital efficient and that leverage human creativity more effectively. Inspired by lessons from lean manufacturing, it relies on “validated learning,” rapid scientific experimentation, as well as a number of counter-intuitive practices that shorten product development cycles, measure actual progress without resorting to vanity metrics, and learn what customers really want. It enables a company to shift directions with agility, altering plans inch by inch, minute by minute.
Rather than wasting time creating elaborate business plans, The Lean Startup offers entrepreneurs - in companies of all sizes - a way to test their vision continuously, to adapt and adjust before it’s too late. Ries provides a scientific approach to creating and managing successful startups in a age when companies need to innovate more than ever.
The Globe and Mail Top Leadership and Management BookForbes Top Creative Leadership Book
From the visionary head of Google's innovative People Operations comes a groundbreaking inquiry into the philosophy of work-and a blueprint for attracting the most spectacular talent to your business and ensuring that they succeed.
"We spend more time working than doing anything else in life. It's not right that the experience of work should be so demotivating and dehumanizing." So says Laszlo Bock, former head of People Operations at the company that transformed how the world interacts with knowledge.
This insight is the heart of WORK RULES!, a compelling and surprisingly playful manifesto that offers lessons including:
Take away managers' power over employeesLearn from your best employees-and your worstHire only people who are smarter than you are, no matter how long it takes to find themPay unfairly (it's more fair!)Don't trust your gut: Use data to predict and shape the futureDefault to open-be transparent and welcome feedbackIf you're comfortable with the amount of freedom you've given your employees, you haven't gone far enough.
Drawing on the latest research in behavioral economics and a profound grasp of human psychology, WORK RULES! also provides teaching examples from a range of industries-including lauded companies that happen to be hideous places to work and little-known companies that achieve spectacular results by valuing and listening to their employees. Bock takes us inside one of history's most explosively successful businesses to reveal why Google is consistently rated one of the best places to work in the world, distilling 15 years of intensive worker R&D into principles that are easy to put into action, whether you're a team of one or a team of thousands.
WORK RULES! shows how to strike a balance between creativity and structure, leading to success you can measure in quality of life as well as market share. Read it to build a better company from within rather than from above; read it to reawaken your joy in what you do.
While many people talk about how great it is to start a business, very few are honest about how difficult it is to run one. Ben Horowitz analyzes the problems that confront leaders every day, sharing the insights he’s gained developing, managing, selling, buying, investing in, and supervising technology companies. A lifelong rap fanatic, he amplifies business lessons with lyrics from his favorite songs, telling it straight about everything from firing friends to poaching competitors, cultivating and sustaining a CEO mentality to knowing the right time to cash in.
Filled with his trademark humor and straight talk, The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures, drawing from Horowitz's personal and often humbling experiences.
Simply put, an organization is healthy when it is whole, consistent and complete, when its management, operations and culture are unified. Healthy organizations outperform their counterparts, are free of politics and confusion and provide an environment where star performers never want to leave. Lencioni’s first non-fiction book provides leaders with a groundbreaking, approachable model for achieving organizational health—complete with stories, tips and anecdotes from his experiences consulting to some of the nation’s leading organizations. In this age of informational ubiquity and nano-second change, it is no longer enough to build a competitive advantage based on intelligence alone. The Advantage provides a foundational construct for conducting business in a new way—one that maximizes human potential and aligns the organization around a common set of principles.