A bestselling thought leader turns standard thinking on it's head--leadership is not all action. It's also reflection and even meditation. Cashman's breakthrough book explains how any leader can find the means to purpose, innovation, and energy by periodically turning off the Blackberry and pausing to think.

The Pebble and the Avalanche shows how the Internet, the auto industry, music downloading, and other rapidly evolving industries are all connected by the same dynamic -- disaggregation. Moshe Yudkowsky shows why this dynamic is crucial to survival in the 21st century marketplace, and how you can use it to bring about change in your industry. Disaggregation means taking things apart -- for example, the break-up of AT&T, which greatly improved phone service. But there are more subtle examples. Separating information from the storage medium -- digital music doesn't rely on records, tapes, or CDs; digital photographs don't require paper; and digital movies don't need film -- has enabled millions of people to create and share their work (and others') far more easily than ever before, with enormous implications. Think of this process as an avalanche: at the top of a mountain, rocks are jammed together in a solid mass. Pry some of these rocks loose and you will unleash a tremendous outpouring of energy that sweeps everything from its path. The same thing happens in technology: with the right innovation, you can pry the pieces of technology apart and unleash an outpouring of powerful ideas that shake apart whole industries. Yudkowsky details exactly how disaggregation works, describing five different ways of taking things apart, and the many ways it can be used to generate new innovations. The Pebble and the Avalanche provides strategies for successfully adapting to a disaggregation revolution, and points towards the future, identifying several industries that are about to be completely transformed by disaggregation.

The Pebble and the Avalanche shows how the Internet, the auto industry, music downloading, and other rapidly evolving industries are all connected by the same dynamic -- disaggregation. Moshe Yudkowsky shows why this dynamic is crucial to survival in the 21st century marketplace, and how you can use it to bring about change in your industry.

Disaggregation means taking things apart -- for example, the break-up of AT&T, which greatly improved phone service. But there are more subtle examples. Separating information from the storage medium -- digital music doesn't rely on records, tapes, or CDs; digital photographs don't require paper; and digital movies don't need film -- has enabled millions of people to create and share their work (and others') far more easily than ever before, with enormous implications.

Think of this process as an avalanche: at the top of a mountain, rocks are jammed together in a solid mass. Pry some of these rocks loose and you will unleash a tremendous outpouring of energy that sweeps everything from its path. The same thing happens in technology: with the right innovation, you can pry the pieces of technology apart and unleash an outpouring of powerful ideas that shake apart whole industries.

Yudkowsky details exactly how disaggregation works, describing five different ways of taking things apart, and the many ways it can be used to generate new innovations. The Pebble and the Avalanche provides strategies for successfully adapting to a disaggregation revolution, and points towards the future, identifying several industries that are about to be completely transformed by disaggregation.

The Pebble and the Avalanche shows how the Internet, the auto industry, music downloading, and other rapidly evolving industries are all connected by the same dynamic -- disaggregation. Moshe Yudkowsky shows why this dynamic is crucial to survival in the 21st century marketplace, and how you can use it to bring about change in your industry.

Disaggregation means taking things apart -- for example, the break-up of AT&T, which greatly improved phone service. But there are more subtle examples. Separating information from the storage medium -- digital music doesn't rely on records, tapes, or CDs; digital photographs don't require paper; and digital movies don't need film -- has enabled millions of people to create and share their work (and others') far more easily than ever before, with enormous implications.

Think of this process as an avalanche: at the top of a mountain, rocks are jammed together in a solid mass. Pry some of these rocks loose and you will unleash a tremendous outpouring of energy that sweeps everything from its path. The same thing happens in technology: with the right innovation, you can pry the pieces of technology apart and unleash an outpouring of powerful ideas that shake apart whole industries.

Yudkowsky details exactly how disaggregation works, describing five different ways of taking things apart, and the many ways it can be used to generate new innovations. The Pebble and the Avalanche provides strategies for successfully adapting to a disaggregation revolution, and points towards the future, identifying several industries that are about to be completely transformed by disaggregation.

Management books are traditionally written by industry "experts": scholars, consultants, senior managers. They're writing about how to manage workers, but none of these experts really understands the viewpoint of the average worker, the regular grunt in the trenches-the peon. Peons are the ones affected when a manager decides to manage-in-one-minute, to move somebody's cheese, to try that fifth discipline. Rather than consult some expert, why not go to the source, and ask the peons? Who better to teach you how to train a dog than the dog himself? And who better to tell you how to manage than one of those who are being managed? The Peon Book gives managers the perspective they've been lacking. Author and self-proclaimed Chief Executive Peon Dave Haynes' sole, powerful source of expertise is that he has been managed in different companies and in different industries, and he knows what worked-and what failed catastrophically. In irreverent, straight-talking terms, Haynes tells managers what they really need to do to make their employees motivated, committed, and productive-and it's not memorizing yet another "technique" or "strategy" or "discipline." Haynes writes in a common sense, easy-to-read style that is both witty and wise. Every boss can benefit, and every employee can empathize with the words in The Peon Book. "The inability to empathize can be a real speed bump on the road to a trusting, personal relationship with your employees. So how are you supposed to show more empathy? I take issue with management books that give you a phrase to say to show empathy like 'I understand,' or 'I know what you mean,' or that say that by rephrasing a statement you can show empathy. Don't use some coined phrase to show empathy, just mentally put yourself in our shoes. Sometimes it's just a matter of remembering what it's like to have to get all those reports turned in on a Friday. Or remembering what it's like to have to ask for time off. Or remembering what it's like to be the new guy on the job, and have a hard time remembering everything. Do you see the key concept I'm getting at? Empathy = remembering. Who said you'd never use math in the real world?"

Management books are traditionally written by industry "experts": scholars, consultants, senior managers. They're writing about how to manage workers, but none of these experts really understands the viewpoint of the average worker, the regular grunt in the trenches-the peon. Peons are the ones affected when a manager decides to manage-in-one-minute, to move somebody's cheese, to try that fifth discipline. Rather than consult some expert, why not go to the source, and ask the peons? Who better to teach you how to train a dog than the dog himself? And who better to tell you how to manage than one of those who are being managed? The Peon Book gives managers the perspective they've been lacking. Author and self-proclaimed Chief Executive Peon Dave Haynes' sole, powerful source of expertise is that he has been managed in different companies and in different industries, and he knows what worked-and what failed catastrophically. In irreverent, straight-talking terms, Haynes tells managers what they really need to do to make their employees motivated, committed, and productive-and it's not memorizing yet another "technique" or "strategy" or "discipline." Haynes writes in a common sense, easy-to-read style that is both witty and wise. Every boss can benefit, and every employee can empathize with the words in The Peon Book. "The inability to empathize can be a real speed bump on the road to a trusting, personal relationship with your employees. So how are you supposed to show more empathy? I take issue with management books that give you a phrase to say to show empathy like 'I understand,' or 'I know what you mean,' or that say that by rephrasing a statement you can show empathy. Don't use some coined phrase to show empathy, just mentally put yourself in our shoes. Sometimes it's just a matter of remembering what it's like to have to get all those reports turned in on a Friday. Or remembering what it's like to have to ask for time off. Or remembering what it's like to be the new guy on the job, and have a hard time remembering everything. Do you see the key concept I'm getting at? Empathy = remembering. Who said you'd never use math in the real world?"

Management books are traditionally written by industry "experts": scholars, consultants, senior managers. They're writing about how to manage workers, but none of these experts really understands the viewpoint of the average worker, the regular grunt in the trenches-the peon. Peons are the ones affected when a manager decides to manage-in-one-minute, to move somebody's cheese, to try that fifth discipline. Rather than consult some expert, why not go to the source, and ask the peons? Who better to teach you how to train a dog than the dog himself? And who better to tell you how to manage than one of those who are being managed? The Peon Book gives managers the perspective they've been lacking. Author and self-proclaimed Chief Executive Peon Dave Haynes' sole, powerful source of expertise is that he has been managed in different companies and in different industries, and he knows what worked-and what failed catastrophically. In irreverent, straight-talking terms, Haynes tells managers what they really need to do to make their employees motivated, committed, and productive-and it's not memorizing yet another "technique" or "strategy" or "discipline." Haynes writes in a common sense, easy-to-read style that is both witty and wise. Every boss can benefit, and every employee can empathize with the words in The Peon Book. "The inability to empathize can be a real speed bump on the road to a trusting, personal relationship with your employees. So how are you supposed to show more empathy? I take issue with management books that give you a phrase to say to show empathy like 'I understand,' or 'I know what you mean,' or that say that by rephrasing a statement you can show empathy. Don't use some coined phrase to show empathy, just mentally put yourself in our shoes. Sometimes it's just a matter of remembering what it's like to have to get all those reports turned in on a Friday. Or remembering what it's like to have to ask for time off. Or remembering what it's like to be the new guy on the job, and have a hard time remembering everything. Do you see the key concept I'm getting at? Empathy = remembering. Who said you'd never use math in the real world?"

The People Equation

Every business leader knows that the key to growth is innovation—if you do what you've always done, you'll get what you've always got. Deborah Perry Piscione and David Crawley argue that ultimately the key to innovation is people. After all, creativity is a uniquely human function, something that can't be automated. So how do you design an organization so that it provides the elements that will bear new thinking and bring forth bold ideas? Through The People Equation.

Based on examples from their consulting work and research into successful business practices, Perry Piscione and Crawley's The People Equation enables leaders to create a culture where psychological safety is a given, risk taking is embraced, and collaboration between highly competent people is nurtured. When experiments and new initiatives look promising, Perry Piscione and Crawley's Improvisational Innovation process provides a road map to quickly develop ideas and bring them to market. All this requires upending the usual organizational pyramid and instilling a completely new mindset throughout the organization.

Perry Piscione and Crawley show that in our rapidly changing world, the top is not where the really disruptive ideas are going to come from. And if people are afraid to take chances, even fail, you're never going to get those ideas—playing it safe means you'll be out of the game. The People Equation provides you with a formula for exponentially increasing out-of-the-box thinking in your organization and multiplying your chances for greater growth and success.

The People Equation

Every business leader knows that the key to growth is innovation—if you do what you've always done, you'll get what you've always got. Deborah Perry Piscione and David Crawley argue that ultimately the key to innovation is people. After all, creativity is a uniquely human function, something that can't be automated. So how do you design an organization so that it provides the elements that will bear new thinking and bring forth bold ideas? Through The People Equation.

Based on examples from their consulting work and research into successful business practices, Perry Piscione and Crawley's The People Equation enables leaders to create a culture where psychological safety is a given, risk taking is embraced, and collaboration between highly competent people is nurtured. When experiments and new initiatives look promising, Perry Piscione and Crawley's Improvisational Innovation process provides a road map to quickly develop ideas and bring them to market. All this requires upending the usual organizational pyramid and instilling a completely new mindset throughout the organization.

Perry Piscione and Crawley show that in our rapidly changing world, the top is not where the really disruptive ideas are going to come from. And if people are afraid to take chances, even fail, you're never going to get those ideas—playing it safe means you'll be out of the game. The People Equation provides you with a formula for exponentially increasing out-of-the-box thinking in your organization and multiplying your chances for greater growth and success.

This book teaches leaders how to focus on people development rather than product development. Innovation comes from people, not products or technology. Deborah Piscione's twelve-step process is a comprehensive guide to success for leaders that shows them how to harness the creative energy in their organization, thereby bringing better products to market.


For too long, companies and their leadership teams focused primarily on their products or services. Leaders are deeply dialed in to the minutiae of their companies' operations. But veteran Silicon Valley consultant Deborah Perry Piscione says investments in new technologies or operations do not create innovations-people do. For innovation to happen, organizations need to be people-centric. In this breakthrough book she shows how, by following her People Equation, every organization can develop a mindset, an organizational structure, and a product development process that will maximize creativity and innovation.

Using examples from her consulting work and from her research into successful business practices, Piscione shows how to create a culture where risk taking is rewarded, mavericks are encouraged, collaboration between highly competent people is nurtured, and, when experiments and new initiatives are proposed, the response is to ask how rather than question why. This requires upending the usual organizational pyramid, giving more decision-making power to frontline workers and less to the C-level executives traditionally at the top. Once this is all in place, you can take advantage of Piscione's twelve-step Improvisational Innovation process for bringing new products and services to market. This is a comprehensive guide to harnessing the creative energy in every organization.

Beholden to accepted assumptions about people and organizations, too many enterprises waste human potential. Robert Quinn shows how to defy convention and create organizations where people feel fully engaged and continually rewarded, where both individually and collectively they flourish and exceed expectations.

The problem is that leaders are following a negative and constraining “mental map” that insists organizations must be rigid, top-down hierarchies and that the people in them are driven mainly by self-interest and fear. But leaders can adopt a different mental map, one where organizations are networks of fluid, evolving relationships and where people are motivated by a desire to grow, learn, and serve a larger goal. Using dozens of memorable stories, Quinn describes specific actions leaders can take to facilitate the emergence of this organizational culture—helping people gain a sense of purpose, engage in authentic conversations, see new possibilities, and sacrifice for the common good.

The book includes the Positive Organization Generator, a tool that provides 100 real-life practices from positive organizations and helps you reinvent them to fit your specific needs. With the POG you can identify and implement the practices that will have the greatest impact on your organization.

At its heart, the book helps leaders to see new possibilities that lie within the acknowledged realities of organizational life. It provides five keys for learning to be "bilingual"--speaking the conventional language of business as well as the language of the positive organization.  When leaders can do this, they are able to make real and lasting change.

Beholden to accepted assumptions about people and organizations, too many enterprises waste human potential. Robert Quinn shows how to defy convention and create organizations where people feel fully engaged and continually rewarded, where both individually and collectively they flourish and exceed expectations.

The problem is that leaders are following a negative and constraining “mental map” that insists organizations must be rigid, top-down hierarchies and that the people in them are driven mainly by self-interest and fear. But leaders can adopt a different mental map, one where organizations are networks of fluid, evolving relationships and where people are motivated by a desire to grow, learn, and serve a larger goal. Using dozens of memorable stories, Quinn describes specific actions leaders can take to facilitate the emergence of this organizational culture—helping people gain a sense of purpose, engage in authentic conversations, see new possibilities, and sacrifice for the common good.

The book includes the Positive Organization Generator, a tool that provides 100 real-life practices from positive organizations and helps you reinvent them to fit your specific needs. With the POG you can identify and implement the practices that will have the greatest impact on your organization.

At its heart, the book helps leaders to see new possibilities that lie within the acknowledged realities of organizational life. It provides five keys for learning to be "bilingual"--speaking the conventional language of business as well as the language of the positive organization.  When leaders can do this, they are able to make real and lasting change.

Continuing his groundbreaking work in Positive Organizational Scholarship, Robert Quinn (bestselling author of Deep Change) offers a clear path and concrete actions for creating extraordinarily high-performing organizational cultures.

Conventional beliefs and cultures all too often create work groups, departments, and even entire organizations that are full of unengaged, underperforming people. Drawing on his decades of pioneering research, Robert Quinn shows how to create organizations where people flourish and exceed expectations.

Using many compelling stories and examples Quinn describes how to replace an outmoded and limiting conventional mindset with a new, more positive and affirming “mental map.” He explains how, with this as your foundation, you can clarify the highest purpose of your organization, help others access their own excellence, communicate honestly and authentically, and much more. The book includes the Positive Organization Generator, a tool any leader can use to develop a custom action plan for turning an organization positive. At its heart, Quinn's book helps leaders transform organizations by changing themselves and others from being comfort-centered to being results-centered, from being self-focused to being other-focused, and from being internally closed to being externally open.

Awarded the Gold IBPA Book Award in the Psychology category.

Sometimes success isn't enough-discover how to achieve lasting, whole-life fulfillment through a simple five-stage plan that corresponds with the five key parts of ourselves.

We're often told that the key to success in life involves advancing in our careers, so why do feel stuck and unfulfilled when everything seems to be going right?

Adult development expert Maja Djikic explains that in order to discover our purpose and achieve real, lasting change, we need to move beyond narrowly targeted ideas and strategies like changing our mindset or slightly altering one aspect of our behavior. Instead, we need to go deeper and focus on our innate desires.

Djikic says that sustained change can only happen when our whole self moves holistically the same direction and at the same time. She introduces a transformational system called the Wheel of Change—a simple, five-segment plan that corresponds with the five key parts of ourselves: Desires, Actions, Emotions, Thoughts, and Body.

By understanding the mechanisms of these five integral parts, you will be able to escape the paradox of success without happiness and move towards your own path of fulfilling self-development.

Awarded the Gold IBPA Book Award in the Psychology category.

Sometimes success isn't enough—discover how to achieve lasting, whole-life fulfillment through a simple five-stage plan that corresponds with the five key parts of ourselves.

We're often told that the key to success in life involves advancing in our careers, so why do feel stuck and unfulfilled when everything seems to be going right?

Adult development expert Maja Djikic explains that in order to discover our purpose and achieve real, lasting change, we need to move beyond narrowly targeted ideas and strategies like changing our mindset or slightly altering one aspect of our behavior. Instead, we need to go deeper and focus on our innate desires.

Djikic says that sustained change can only happen when our whole self moves holistically the same direction and at the same time. She introduces a transformational system called the Wheel of Change—a simple, five-segment plan that corresponds with the five key parts of ourselves: Desires, Actions, Emotions, Thoughts, and Body.

By understanding the mechanisms of these five integral parts, you will be able to escape the paradox of success without happiness and move towards your own path of fulfilling self-development.

Awarded the Gold IBPA Book Award in the Psychology category.

Sometimes success isn't enough-discover how to achieve lasting, whole-life fulfillment through a simple five-stage plan that corresponds with the five key parts of ourselves.

We're often told that the key to success in life involves advancing in our careers, so why do feel stuck and unfulfilled when everything seems to be going right?

Adult development expert Maja Djikic explains that in order to discover our purpose and achieve real, lasting change, we need to move beyond narrowly targeted ideas and strategies like changing our mindset or slightly altering one aspect of our behavior. Instead, we need to go deeper and focus on our innate desires.

Djikic says that sustained change can only happen when our whole self moves holistically the same direction and at the same time. She introduces a transformational system called the Wheel of Change-a simple, five-segment plan that corresponds with the five key parts of ourselves: Desires, Actions, Emotions, Thoughts, and Body.

By understanding the mechanisms of these five integral parts, you will be able to escape the paradox of success without happiness and move towards your own path of fulfilling self-development.