Creative Change: Why We Resist It . . . How We Can Embrace It

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“This book completely changed the way I think about creative innovation . . . A must-read.” — Cal Newport, best-selling author of Deep Work
 
“If we all crave creativity so much, why do we reject new ideas so often? Jen Mueller’s smart new book unravels this puzzle.” – Daniel H. Pink, best-selling author of Drive and A Whole New Mind

Business leaders say they want creativity and need real innovation in order to thrive. But according to startling research from management professor Jennifer Mueller, these same leaders chronically reject creative solutions, even as they profess commitment to innovation.
     Mueller’s research reveals that it’s not just CEOs but educators, parents, and other social trendsetters who struggle to accept new and creative ideas. Mueller parses the tough questions that these findings raise. Do we all have an inherent prejudice against creative ideas? Can we learn to outsmart this bias? Creative Change combines analysis of the latest research with practical guidance on how to shift your mindset, and offers a wealth of counterintuitive recommendations to help you embrace the creative ideas you want.
 
“Mueller, an accomplished scholar in the management field, has developed a well-formulated argument for creativity. Her ideas and research need to be available to academics, business practitioners, and, really, everyone.” — Library Journal
   
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About the author

Jennifer Mueller earned her PhD in Social and Developmental Psychology at Brandeis University, and has been on the faculty of many top business schools including the Wharton School, Yale School of Management and NYU's Stern School of Business.  One of her papers, upon which this book is based, “The Bias Against Creativity,” went viral and was downloaded over 65,000 times—receiving more than 100 media mentions and being described as a “famous study” in TheAtlantic.  Jennifer’s work has been featured in many major media outlets including WSJ, NPR, CNN, HBR, The Atlantic, Fortune, Forbes, and Fast Company. Jennifer, a native Californian, is currently an Associate Professor at the University of San Diego.
 
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Additional Information

Publisher
Houghton Mifflin Harcourt
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Published on
Jan 17, 2017
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Pages
256
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ISBN
9780544703131
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Language
English
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Genres
Business & Economics / Development / General
Business & Economics / Management
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Content Protection
This content is DRM protected.
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Available on Android devices
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Eligible for Family Library

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In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent.

The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement–and it has a 90 percent success rate.

Whether you’re a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it’s all about Who. Inside you’ll learn how to

• avoid common “voodoo hiring” methods
• define the outcomes you seek
• generate a flow of A Players to your team–by implementing the #1 tactic used by successful businesspeople
• ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate
• attract the person you want to hire, by emphasizing the points the candidate cares about most

In business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.


From the Hardcover edition.
The desegregation crisis in Little Rock is a landmark of American history: on September 4, 1957, after the Supreme Court struck down racial segregation in public schools, Arkansas Governor Orval Faubus called up the National Guard to surround Little Rock Central High School, preventing black students from going in. On September 25, 1957, nine black students, escorted by federal troops, gained entrance. With grace and depth, Little Rock provides fresh perspectives on the individuals, especially the activists and policymakers, involved in these dramatic events. Looking at a wide variety of evidence and sources, Karen Anderson examines American racial politics in relation to changes in youth culture, sexuality, gender relations, and economics, and she locates the conflicts of Little Rock within the larger political and historical context.

Anderson considers how white groups at the time, including middle class women and the working class, shaped American race and class relations. She documents white women's political mobilizations and, exploring political resentments, sexual fears, and religious affiliations, illuminates the reasons behind segregationists' missteps and blunders. Anderson explains how the business elite in Little Rock retained power in the face of opposition, and identifies the moral failures of business leaders and moderates who sought the appearance of federal compliance rather than actual racial justice, leaving behind a legacy of white flight, poor urban schools, and institutional racism.


Probing the conflicts of school desegregation in the mid-century South, Little Rock casts new light on connections between social inequality and the culture wars of modern America.

Some images inside the book are unavailable due to digital copyright restrictions.

Frost & Sullivan's 2014 Growth, Innovation, and Leadership Book of the Year

"EXPONENTIAL ORGANIZATIONS should be required reading for anyone interested in the ways exponential technologies are reinventing best practices in business." —Ray Kurzweil, Director of Engineering at Google

In business, performance is key. In performance, how you organize can be the key to growth.

In the past five years, the business world has seen the birth of a new breed of company—the Exponential Organization—that has revolutionized how a company can accelerate its growth by using technology. An ExO can eliminate the incremental, linear way traditional companies get bigger, leveraging assets like community, big data, algorithms, and new technology into achieving performance benchmarks ten times better than its peers.

Three luminaries of the business world—Salim Ismail, Yuri van Geest, and Mike Malone—have researched this phenomenon and documented ten characteristics of Exponential Organizations. Here, in EXPONENTIAL ORGANIZATIONS, they walk the reader through how any company, from a startup to a multi-national, can become an ExO, streamline its performance, and grow to the next level.

"EXPONENTIAL ORGANIZATIONS is the most pivotal book in its class. Salim examines the future of organizations and offers readers his insights on the concept of Exponential Organizations, because he himself embodies the strategy, structure, culture, processes, and systems of this new breed of company." —John Hagel, The Center for the Edge

Chosen by Benjamin Netanyahu, Prime Minister of Israel, to be one of Bloomberg's Best Books of 2015
“A timely and smart discussion of how different cities and regions have made a changing economy work for them – and how policymakers can learn from that to lift the circumstances of working Americans everywhere.”—Barack Obama

We’re used to thinking of the United States in opposing terms: red versus blue, haves versus have-nots. But today there are three Americas. At one extreme are the brain hubs—cities like San Francisco, Boston, and Durham—with workers who are among the most productive, creative, and best paid on the planet. At the other extreme are former manufacturing capitals, which are rapidly losing jobs and residents. The rest of America could go either way. For the past thirty years, the three Americas have been growing apart at an accelerating rate. This divergence is one the most important developments in the history of the United States and is reshaping the very fabric of our society, affecting all aspects of our lives, from health and education to family stability and political engagement. But the winners and losers aren’t necessarily who you’d expect.

Enrico Moretti’s groundbreaking research shows that you don’t have to be a scientist or an engineer to thrive in one of the brain hubs. Carpenters, taxi-drivers, teachers, nurses, and other local service jobs are created at a ratio of five-to-one in the brain hubs, raising salaries and standard of living for all. Dealing with this split—supporting growth in the hubs while arresting the decline elsewhere—is the challenge of the century, and The New Geography of Jobs lights the way.

 
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