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This deeply lyrical book offers perspective for those struggling to hear the quiet voice of the soul over the din of the contemporary workplace. Alan Briskin shows how the modern organization has gradually increased its demands on us-beginning with our bodies, then our minds, and now our souls. But through the moving personal stories of people fighting to reclaim their souls, he also sends a message that encourages individuals to keep their spiritual integrity and values alive.
In The Stirring of Soul In the Workplace, Briskin weaves together lessons from history, psychology, and management theory, with numerous real-life examples, to tell the story of how the modern workplace has evolved to value technology and productivity over soulfulness and relationship. From the Industrial Revolution's marriage of mechanization and efficiency to the management theories of the early 20th century, Briskin traces the emergence of the quest for efficiency and control in the workplace. He questions the corporate concept of "individual personality" that asks us to check our emotions, fantasies, imaginations, and souls at the door. He describes the history of the soul as a dynamic force that continues to influence our behavior, and shows how excluding it from our work life actually flattens our potential and dampens our creativity.
Rather than solve the conventional question organizations have been asking for years-how can we change people?-Alan Briskin examines how organizations can better reflect personal and human values in the workplace. For organizations that too often have sacrificed the well-being of the individual for the goals of the organization, the author suggests a more active way of taking up our work roles that can bring more of our experience and imagination into play. He points out that meaning cannot come from corporate mission statements or reengineering programs. Instead, it needs to be nurtured through dialogue and reflection, the courage to ask troubling questions, and a willingness to face the consequences of our collective and individual actions. When we learn to honor the contradictions, uncertainties, and interconnections inherent in the workplace, the energies of the soul will begin to stir with revitalizing results.
In The Stirring of Soul In the Workplace, Briskin weaves together lessons from history, psychology, and management theory, with numerous real-life examples, to tell the story of how the modern workplace has evolved to value technology and productivity over soulfulness and relationship. From the Industrial Revolution's marriage of mechanization and efficiency to the management theories of the early 20th century, Briskin traces the emergence of the quest for efficiency and control in the workplace. He questions the corporate concept of "individual personality" that asks us to check our emotions, fantasies, imaginations, and souls at the door. He describes the history of the soul as a dynamic force that continues to influence our behavior, and shows how excluding it from our work life actually flattens our potential and dampens our creativity.
Rather than solve the conventional question organizations have been asking for years-how can we change people?-Alan Briskin examines how organizations can better reflect personal and human values in the workplace. For organizations that too often have sacrificed the well-being of the individual for the goals of the organization, the author suggests a more active way of taking up our work roles that can bring more of our experience and imagination into play. He points out that meaning cannot come from corporate mission statements or reengineering programs. Instead, it needs to be nurtured through dialogue and reflection, the courage to ask troubling questions, and a willingness to face the consequences of our collective and individual actions. When we learn to honor the contradictions, uncertainties, and interconnections inherent in the workplace, the energies of the soul will begin to stir with revitalizing results.
Become the greatest problem solver you can be!
Bad problem solving costs individuals and society incalculable amounts of time, money, and sanity. In this book Nat Greene—who's been solving hard problems professionally for over twenty years—shares nine behaviors anyone can adopt to find solutions to even the most seemingly intractable problems.
The problem with most problem solving, Greene says, is that it's not problem solving at all: it's guessing. We have an idea of what might work and we try it out. If that doesn't work, we try something else. And so on. It's inefficient at best, and with really hard problems there are simply too many variables for guessing to work. Greene shows you how to adopt the behaviors great problem solvers use to arrive at solutions efficiently—without guessing. He illustrates them with examples ranging from everyday issues like fixing a malfunctioning garage door to stopping frequent breakdowns at a chemical plant (saving millions of dollars) to addressing the scourge of poverty in sub-Saharan Africa. So stop guessing and start solving today!
Bad problem solving costs individuals and society incalculable amounts of time, money, and sanity. In this book Nat Greene—who's been solving hard problems professionally for over twenty years—shares nine behaviors anyone can adopt to find solutions to even the most seemingly intractable problems.
The problem with most problem solving, Greene says, is that it's not problem solving at all: it's guessing. We have an idea of what might work and we try it out. If that doesn't work, we try something else. And so on. It's inefficient at best, and with really hard problems there are simply too many variables for guessing to work. Greene shows you how to adopt the behaviors great problem solvers use to arrive at solutions efficiently—without guessing. He illustrates them with examples ranging from everyday issues like fixing a malfunctioning garage door to stopping frequent breakdowns at a chemical plant (saving millions of dollars) to addressing the scourge of poverty in sub-Saharan Africa. So stop guessing and start solving today!
Become the greatest problem solver you can be!
Bad problem solving costs individuals and society incalculable amounts of time, money, and sanity. In this book Nat Greene—who's been solving hard problems professionally for over twenty years—shares nine behaviors anyone can adopt to find solutions to even the most seemingly intractable problems.
The problem with most problem solving, Greene says, is that it's not problem solving at all: it's guessing. We have an idea of what might work and we try it out. If that doesn't work, we try something else. And so on. It's inefficient at best, and with really hard problems there are simply too many variables for guessing to work. Greene shows you how to adopt the behaviors great problem solvers use to arrive at solutions efficiently—without guessing. He illustrates them with examples ranging from everyday issues like fixing a malfunctioning garage door to stopping frequent breakdowns at a chemical plant (saving millions of dollars) to addressing the scourge of poverty in sub-Saharan Africa. So stop guessing and start solving today!
Bad problem solving costs individuals and society incalculable amounts of time, money, and sanity. In this book Nat Greene—who's been solving hard problems professionally for over twenty years—shares nine behaviors anyone can adopt to find solutions to even the most seemingly intractable problems.
The problem with most problem solving, Greene says, is that it's not problem solving at all: it's guessing. We have an idea of what might work and we try it out. If that doesn't work, we try something else. And so on. It's inefficient at best, and with really hard problems there are simply too many variables for guessing to work. Greene shows you how to adopt the behaviors great problem solvers use to arrive at solutions efficiently—without guessing. He illustrates them with examples ranging from everyday issues like fixing a malfunctioning garage door to stopping frequent breakdowns at a chemical plant (saving millions of dollars) to addressing the scourge of poverty in sub-Saharan Africa. So stop guessing and start solving today!
Solving complex problems is very difficult and usually can't be done by simply brainstorming. Readers will learn how to successfully apply nine behaviors in a systematic and methodical way to solve any problem.
Most problems are fairly easy: they have a few likely potential root causes. The most important problems often have hundreds or thousands of potential root causes within very complex systems. Such problems are hard problems and are highly resistant to guessing, brainstorming, or problem-solving methodologies that require conjuring a list of possible causes. Great problem solvers are armed with a set of behaviors that allows them to avoid guessing. They consistently solve hard problems in a way that can seem magical to most people.
In Stop Guessing, you will learn nine behaviors that are critical to success and how to adopt them from Nat Greene, who has twenty years of experience leading great problem solvers. Developing strength in these behaviors will help you
¥ Have confidence to solve the hard problems you face
¥ Easily build alignment to implement the right solution
¥ Identify more important and valuable opportunities that are being ignored
¥ Help others become better problem solvers
¥ Stop wasting time and money and trying your patience
Each of the nine behaviors comes with stories of great problem solving in action, including a best-in-class chemical processor that had hundreds of millions of dollars of upside hidden behind a hard problem, a losing baseball team without the budget for star players, and the scourge of poverty in sub-Saharan Africa.
Most problems are fairly easy: they have a few likely potential root causes. The most important problems often have hundreds or thousands of potential root causes within very complex systems. Such problems are hard problems and are highly resistant to guessing, brainstorming, or problem-solving methodologies that require conjuring a list of possible causes. Great problem solvers are armed with a set of behaviors that allows them to avoid guessing. They consistently solve hard problems in a way that can seem magical to most people.
In Stop Guessing, you will learn nine behaviors that are critical to success and how to adopt them from Nat Greene, who has twenty years of experience leading great problem solvers. Developing strength in these behaviors will help you
¥ Have confidence to solve the hard problems you face
¥ Easily build alignment to implement the right solution
¥ Identify more important and valuable opportunities that are being ignored
¥ Help others become better problem solvers
¥ Stop wasting time and money and trying your patience
Each of the nine behaviors comes with stories of great problem solving in action, including a best-in-class chemical processor that had hundreds of millions of dollars of upside hidden behind a hard problem, a losing baseball team without the budget for star players, and the scourge of poverty in sub-Saharan Africa.
Boost visibility, engagement, and excitement for your book with our Book Giveaway Service! As your publisher, we take care of the entire giveaway process—ensuring a seamless and impactful promotion.
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We Set Up the Giveaway – We handle all the logistics, from choosing the best platform for the giveaway to crafting compelling promotional copy.
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This service is designed to generate buzz, grow your audience, and increase book discoverability—all while you sit back and enjoy the results!
Want to run a giveaway for your book? Let’s make it happen!
Premium Benefits: Featured placement and in-app push notification.
Boost visibility, engagement, and excitement for your book with our Book Giveaway Service! As your publisher, we take care of the entire giveaway process—ensuring a seamless and impactful promotion.
-
We Set Up the Giveaway – We handle all the logistics, from choosing the best platform for the giveaway to crafting compelling promotional copy.
-
We Provide the Books – We ensure the winners receive their books promptly.
-
We Promote the Giveaway – Leveraging our marketing channels, we maximize exposure by reaching engaged readers through our email lists, website, and social media platforms.
This service is designed to generate buzz, grow your audience, and increase book discoverability—all while you sit back and enjoy the results!
Want to run a giveaway for your book? Let’s make it happen!
More than ever, data drives decisions in organizations—and we have more data, and more ways to analyze it, than ever. Yet strategic initiatives continue to fail as often as they did when computers ran on punch cards. Economist and research scientist Alec Levenson says we need a new approach.
The problem, Levenson says, is that the business people who devise the strategies and the human resources people who get employees to implement them use completely different analytics. Business analytics can determine if operational priorities aren't being achieved but can't explain why. HR analytics reveal potentially helpful policy and process improvements but can't identify which would have the greatest strategic impact.
This book shows how to use an integrated approach to bring these two pieces together. Levenson presents a thorough and realistic treatment of the reasons for and challenges of taking an integrated approach. He provides details on the different parts of both enterprise and human capital analytics that have to be conducted for integration to be successful and includes specific questions to ask, along with examples of applying integrated analytics to address particular organizational challenges.
Effective analytics is a team sport. Levenson's approach allows you to get the deepest insights by bringing people together from both the business and HR perspectives to assess what's going on and determine the right solution.
The problem, Levenson says, is that the business people who devise the strategies and the human resources people who get employees to implement them use completely different analytics. Business analytics can determine if operational priorities aren't being achieved but can't explain why. HR analytics reveal potentially helpful policy and process improvements but can't identify which would have the greatest strategic impact.
This book shows how to use an integrated approach to bring these two pieces together. Levenson presents a thorough and realistic treatment of the reasons for and challenges of taking an integrated approach. He provides details on the different parts of both enterprise and human capital analytics that have to be conducted for integration to be successful and includes specific questions to ask, along with examples of applying integrated analytics to address particular organizational challenges.
Effective analytics is a team sport. Levenson's approach allows you to get the deepest insights by bringing people together from both the business and HR perspectives to assess what's going on and determine the right solution.
More than ever, data drives decisions in organizations—and we have more data, and more ways to analyze it, than ever. Yet strategic initiatives continue to fail as often as they did when computers ran on punch cards. Economist and research scientist Alec Levenson says we need a new approach.
The problem, Levenson says, is that the business people who devise the strategies and the human resources people who get employees to implement them use completely different analytics. Business analytics can determine if operational priorities aren't being achieved but can't explain why. HR analytics reveal potentially helpful policy and process improvements but can't identify which would have the greatest strategic impact.
This book shows how to use an integrated approach to bring these two pieces together. Levenson presents a thorough and realistic treatment of the reasons for and challenges of taking an integrated approach. He provides details on the different parts of both enterprise and human capital analytics that have to be conducted for integration to be successful and includes specific questions to ask, along with examples of applying integrated analytics to address particular organizational challenges.
Effective analytics is a team sport. Levenson's approach allows you to get the deepest insights by bringing people together from both the business and HR perspectives to assess what's going on and determine the right solution.
The problem, Levenson says, is that the business people who devise the strategies and the human resources people who get employees to implement them use completely different analytics. Business analytics can determine if operational priorities aren't being achieved but can't explain why. HR analytics reveal potentially helpful policy and process improvements but can't identify which would have the greatest strategic impact.
This book shows how to use an integrated approach to bring these two pieces together. Levenson presents a thorough and realistic treatment of the reasons for and challenges of taking an integrated approach. He provides details on the different parts of both enterprise and human capital analytics that have to be conducted for integration to be successful and includes specific questions to ask, along with examples of applying integrated analytics to address particular organizational challenges.
Effective analytics is a team sport. Levenson's approach allows you to get the deepest insights by bringing people together from both the business and HR perspectives to assess what's going on and determine the right solution.
One of the world's top experts on applying analytics to organizational performance provides a new, more comprehensive approach for using analytics to effectively guide business decisions.
There are tons of books on how to do strategy execution better, but they all operate from the premise that their one-size-fits-all solution works for what ails all companies. But each company's context and problems are unique. You need analytics to diagnose where improvements really need to be made, but existing approaches don't give you the full picture. Senior Research Scientist at the Center for Effective Organizations, Alec Levenson provides a roadmap for doing diagnostics that will lead to actionable insights and solutions.
Levenson's model, combines the enterprise (or organization-level) approach to analytics and the human capital (or job-level) approach. This solves two parallel problems in organizations today: senior leaders pay too little attention to the practical challenges of implementing the business strategy and setting goals for achieving it, and frontline managers and HR too often focus on narrow improvements to jobs and processes that appear to be useful yet have little strategic value. The book provides an in-depth critique of common measurement approaches and, through case studies and real-world examples, shows how to apply the model to increasing customer retention, spurring innovation, developing go-to-market strategies, making budgeting and investment decisions, and more.
There are tons of books on how to do strategy execution better, but they all operate from the premise that their one-size-fits-all solution works for what ails all companies. But each company's context and problems are unique. You need analytics to diagnose where improvements really need to be made, but existing approaches don't give you the full picture. Senior Research Scientist at the Center for Effective Organizations, Alec Levenson provides a roadmap for doing diagnostics that will lead to actionable insights and solutions.
Levenson's model, combines the enterprise (or organization-level) approach to analytics and the human capital (or job-level) approach. This solves two parallel problems in organizations today: senior leaders pay too little attention to the practical challenges of implementing the business strategy and setting goals for achieving it, and frontline managers and HR too often focus on narrow improvements to jobs and processes that appear to be useful yet have little strategic value. The book provides an in-depth critique of common measurement approaches and, through case studies and real-world examples, shows how to apply the model to increasing customer retention, spurring innovation, developing go-to-market strategies, making budgeting and investment decisions, and more.
Research clearly indicates that there is a strong need for the Human Resources (HR) function, and the people in it, to adopt a more strategic and business-linked approach. In one study business executives ranked the HR function as third, after sales and customer service, as a function that makes a very significant contribution to a company's bottom line.
Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical manner—the very work that is increasingly being outsourced. Clearly there is a gap between what business leaders and employees need from their HR departments and what HR is providing.
HR functions must become more integrated into the business, with some people on the HR team assuming the role of Strategic Business Partner (SBP). Here, Dana and Jim Robinson offer guidance for HR, Organization Development and Learning professionals who aspire to transform themselves into effective Strategic Business Partners. They explain how SBPs build partnerships, based upon credibility and trust, with key organization leaders. These partnerships provide SBPs with opportunities to identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs' credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans.
This practical guide offers case studies, exercises, tips, and tools you can use to become a Strategic Business Partner in your organization.
Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical manner—the very work that is increasingly being outsourced. Clearly there is a gap between what business leaders and employees need from their HR departments and what HR is providing.
HR functions must become more integrated into the business, with some people on the HR team assuming the role of Strategic Business Partner (SBP). Here, Dana and Jim Robinson offer guidance for HR, Organization Development and Learning professionals who aspire to transform themselves into effective Strategic Business Partners. They explain how SBPs build partnerships, based upon credibility and trust, with key organization leaders. These partnerships provide SBPs with opportunities to identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs' credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans.
This practical guide offers case studies, exercises, tips, and tools you can use to become a Strategic Business Partner in your organization.
Think Like a General…Lead Like an Executive
“At their center, great organizations such as America's armed forces are the product of great leaders. This fantastic book reveals the keys to success within the military culture, as well as relevant and practical application tools for creating strong leaders today.”
—Stephen R. Covey, author of The 7 Habits of Highly Effective People and The 8th Habit: From Effectiveness to Greatness
What distinguishes strategic leadership? According to top U.S. Army generals, the difference lies in the discipline of thinking. Because the problems strategic leaders face are often multi-faceted and can involve ethical dilemmas, these leaders must move beyond thinking tactically and take a longer term, broader approach to finding solutions. Through the U.S. Army War College and other senior-service colleges, the Army teaches strategic thinking to its officers, developing some of the most esteemed leaders of our time.
Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes.
With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive.
Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes.
With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive.
“At their center, great organizations such as America's armed forces are the product of great leaders. This fantastic book reveals the keys to success within the military culture, as well as relevant and practical application tools for creating strong leaders today.”
—Stephen R. Covey, author of The 7 Habits of Highly Effective People and The 8th Habit: From Effectiveness to Greatness
What distinguishes strategic leadership? According to top U.S. Army generals, the difference lies in the discipline of thinking. Because the problems strategic leaders face are often multi-faceted and can involve ethical dilemmas, these leaders must move beyond thinking tactically and take a longer term, broader approach to finding solutions. Through the U.S. Army War College and other senior-service colleges, the Army teaches strategic thinking to its officers, developing some of the most esteemed leaders of our time.
Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes.
With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive.
Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes.
With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive.
Think Like a General…Lead Like an Executive
“At their center, great organizations such as America's armed forces are the product of great leaders. This fantastic book reveals the keys to success within the military culture, as well as relevant and practical application tools for creating strong leaders today.”
—Stephen R. Covey, author of The 7 Habits of Highly Effective People and The 8th Habit: From Effectiveness to Greatness
What distinguishes strategic leadership? According to top U.S. Army generals, the difference lies in the discipline of thinking. Because the problems strategic leaders face are often multi-faceted and can involve ethical dilemmas, these leaders must move beyond thinking tactically and take a longer term, broader approach to finding solutions. Through the U.S. Army War College and other senior-service colleges, the Army teaches strategic thinking to its officers, developing some of the most esteemed leaders of our time.
Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes.
With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive.
Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes.
With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive.
“At their center, great organizations such as America's armed forces are the product of great leaders. This fantastic book reveals the keys to success within the military culture, as well as relevant and practical application tools for creating strong leaders today.”
—Stephen R. Covey, author of The 7 Habits of Highly Effective People and The 8th Habit: From Effectiveness to Greatness
What distinguishes strategic leadership? According to top U.S. Army generals, the difference lies in the discipline of thinking. Because the problems strategic leaders face are often multi-faceted and can involve ethical dilemmas, these leaders must move beyond thinking tactically and take a longer term, broader approach to finding solutions. Through the U.S. Army War College and other senior-service colleges, the Army teaches strategic thinking to its officers, developing some of the most esteemed leaders of our time.
Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes.
With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive.
Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes.
With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive.
Real-life Solutions to the Challenges Facing Public Administrators!
Complex management issues in the public sector can't be addressed with limited, short-term fixes. Strategic, well-conceived approaches are critical to meet your organization's long-term needs. Through expert advice and real-world examples, Strategic Public Management: Best Practices from Government and Nonprofit Organizations presents the solutions that today's public administrators are putting into practice to address a variety of challenges, including planning and managing core mission functions, integrating new technology, and pursuing measurable results.
Nineteen contributors representing local and federal government, nonprofit organizations, and the academic world offer guidance, direction, and examples that focus on the many areas of concern to public sector professionals, including:
• Program operations
• Human capital issues
• Risk management
• Acquisition hurdles
• IT solutions
• Performance parameters
This critical resource is easy to read and navigate, and the expert viewpoints provide essential best practices for mid- and senior-level professionals. Tackle your organization's complex issues today by applying proven strategies!
Complex management issues in the public sector can't be addressed with limited, short-term fixes. Strategic, well-conceived approaches are critical to meet your organization's long-term needs. Through expert advice and real-world examples, Strategic Public Management: Best Practices from Government and Nonprofit Organizations presents the solutions that today's public administrators are putting into practice to address a variety of challenges, including planning and managing core mission functions, integrating new technology, and pursuing measurable results.
Nineteen contributors representing local and federal government, nonprofit organizations, and the academic world offer guidance, direction, and examples that focus on the many areas of concern to public sector professionals, including:
• Program operations
• Human capital issues
• Risk management
• Acquisition hurdles
• IT solutions
• Performance parameters
This critical resource is easy to read and navigate, and the expert viewpoints provide essential best practices for mid- and senior-level professionals. Tackle your organization's complex issues today by applying proven strategies!
Real-life Solutions to the Challenges Facing Public Administrators!
Complex management issues in the public sector can't be addressed with limited, short-term fixes. Strategic, well-conceived approaches are critical to meet your organization's long-term needs. Through expert advice and real-world examples, Strategic Public Management: Best Practices from Government and Nonprofit Organizations presents the solutions that today's public administrators are putting into practice to address a variety of challenges, including planning and managing core mission functions, integrating new technology, and pursuing measurable results.
Nineteen contributors representing local and federal government, nonprofit organizations, and the academic world offer guidance, direction, and examples that focus on the many areas of concern to public sector professionals, including:
• Program operations
• Human capital issues
• Risk management
• Acquisition hurdles
• IT solutions
• Performance parameters
This critical resource is easy to read and navigate, and the expert viewpoints provide essential best practices for mid- and senior-level professionals. Tackle your organization's complex issues today by applying proven strategies!
Complex management issues in the public sector can't be addressed with limited, short-term fixes. Strategic, well-conceived approaches are critical to meet your organization's long-term needs. Through expert advice and real-world examples, Strategic Public Management: Best Practices from Government and Nonprofit Organizations presents the solutions that today's public administrators are putting into practice to address a variety of challenges, including planning and managing core mission functions, integrating new technology, and pursuing measurable results.
Nineteen contributors representing local and federal government, nonprofit organizations, and the academic world offer guidance, direction, and examples that focus on the many areas of concern to public sector professionals, including:
• Program operations
• Human capital issues
• Risk management
• Acquisition hurdles
• IT solutions
• Performance parameters
This critical resource is easy to read and navigate, and the expert viewpoints provide essential best practices for mid- and senior-level professionals. Tackle your organization's complex issues today by applying proven strategies!
This book presents a new approach to risk management that enables executives to think systematically and strategically about future risks and deal proactively with threats to their competitive advantages in an ever more volatile, uncertain, complex, and ambiguous world.
Organizations typically manage risks through traditional tools such as insurance and risk mitigation; some employ enterprise risk management, which looks at risk holistically throughout the organization. But these tools tend to focus organizational attention on past actions and compliance. Executives need to tackle risk head-on as an integral part of their strategic planning process, not by looking in the rearview mirror.
Strategic Risk Management (SRM) is a forward-looking approach that helps teams anticipate events or exposures that fundamentally threaten or enhance a firm's position. The authors, experts in both business strategy and risk management, define strategic risks and show how they differ from operational risks. They offer a road map that describes architectural elements of SRM (knowledge, principles, structures, and tools) to show how leaders can integrate them to effectively design and implement a future-facing SRM program. SRM gives organizations a competitive advantage over those stuck in outdated risk management practices. For the first time, it enables them to look squarely out the front windshield.
Organizations typically manage risks through traditional tools such as insurance and risk mitigation; some employ enterprise risk management, which looks at risk holistically throughout the organization. But these tools tend to focus organizational attention on past actions and compliance. Executives need to tackle risk head-on as an integral part of their strategic planning process, not by looking in the rearview mirror.
Strategic Risk Management (SRM) is a forward-looking approach that helps teams anticipate events or exposures that fundamentally threaten or enhance a firm's position. The authors, experts in both business strategy and risk management, define strategic risks and show how they differ from operational risks. They offer a road map that describes architectural elements of SRM (knowledge, principles, structures, and tools) to show how leaders can integrate them to effectively design and implement a future-facing SRM program. SRM gives organizations a competitive advantage over those stuck in outdated risk management practices. For the first time, it enables them to look squarely out the front windshield.