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Current responses to our most pressing societal challenges—from poverty to ethnic conflict to climate change—are not working. These problems are incredibly dynamic and complex, involving an ever-shifting array of factors, actors, and circumstances. They demand a highly fluid and adaptive approach, yet we address them by devising fixed, long-term plans. Social labs, says Zaid Hassan, are a dramatically more effective response.
Social labs bring together a diverse a group of stakeholders—not to create yet another five-year plan but to develop a portfolio of prototype solutions, test those solutions in the real world, use the data to further refine them, and test them again. Hassan builds on a decade of experience—as well as drawing from cutting-edge research in complexity science, networking theory, and sociology—to explain the core principles and daily functioning of social labs, using examples of pioneering labs from around the world. He offers a new generation of problem solvers an effective, practical, and exciting new vision and guide.
Current responses to our most pressing societal challenges—from poverty to ethnic conflict to climate change—are not working. These problems are incredibly dynamic and complex, involving an ever-shifting array of factors, actors, and circumstances. They demand a highly fluid and adaptive approach, yet we address them by devising fixed, long-term plans. Social labs, says Zaid Hassan, are a dramatically more effective response.
Social labs bring together a diverse a group of stakeholders—not to create yet another five-year plan but to develop a portfolio of prototype solutions, test those solutions in the real world, use the data to further refine them, and test them again. Hassan builds on a decade of experience—as well as drawing from cutting-edge research in complexity science, networking theory, and sociology—to explain the core principles and daily functioning of social labs, using examples of pioneering labs from around the world. He offers a new generation of problem solvers an effective, practical, and exciting new vision and guide.
Social labs bring together a diverse a group of stakeholders—not to create yet another five-year plan but to develop a portfolio of prototype solutions, test those solutions in the real world, use the data to further refine them, and test them again. Hassan builds on a decade of experience—as well as drawing from cutting-edge research in complexity science, networking theory, and sociology—to explain the core principles and daily functioning of social labs, using examples of pioneering labs from around the world. He offers a new generation of problem solvers an effective, practical, and exciting new vision and guide.
This is the first book on social laboratories, a new methodology for addressing complex societal challenges. The book includes case examples of how this new methodology has proven successful over the past decade in bringing people together in many nations to make breakthroughs in solving such problems as poverty, ethnic conflict, and environmental issues.
This no-nonsense guide to social intelligence for project managers gives you a step-by-step process for building a bulletproof project team—no matter what gaps exist in personality, geography, culture, or communication style.
High-performing teams don't happen by magic. You need processes that are designed in a socially intelligent way if your team is going to overcome the modern world's tough challenges with coordination. To be a star project manager, you have to communicate with people in their individual learning styles, provide accountability in ways that won't be demotivating, and run meetings and minutes that people won't tune out. Your processes must be constructed in ways that respect the complex realities of social dynamics step by step.
You have to know your team before you can motivate them, and you have to motivate them before you can manage them. In this book are foolproof techniques to make sure your team connects with you, each other, and everyone they need to get the job done. After all, a team should be more than the sum of its parts—and it's up to the project manager to provide the glue that holds it all together.
High-performing teams don't happen by magic. You need processes that are designed in a socially intelligent way if your team is going to overcome the modern world's tough challenges with coordination. To be a star project manager, you have to communicate with people in their individual learning styles, provide accountability in ways that won't be demotivating, and run meetings and minutes that people won't tune out. Your processes must be constructed in ways that respect the complex realities of social dynamics step by step.
You have to know your team before you can motivate them, and you have to motivate them before you can manage them. In this book are foolproof techniques to make sure your team connects with you, each other, and everyone they need to get the job done. After all, a team should be more than the sum of its parts—and it's up to the project manager to provide the glue that holds it all together.
This no-nonsense guide to social intelligence for project managers gives you a step-by-step process for building a bulletproof project team—no matter what gaps exist in personality, geography, culture, or communication style.
High-performing teams don't happen by magic. You need processes that are designed in a socially intelligent way if your team is going to overcome the modern world's tough challenges with coordination. To be a star project manager, you have to communicate with people in their individual learning styles, provide accountability in ways that won't be demotivating, and run meetings and minutes that people won't tune out. Your processes must be constructed in ways that respect the complex realities of social dynamics step by step.
You have to know your team before you can motivate them, and you have to motivate them before you can manage them. In this book are foolproof techniques to make sure your team connects with you, each other, and everyone they need to get the job done. After all, a team should be more than the sum of its parts—and it's up to the project manager to provide the glue that holds it all together.
High-performing teams don't happen by magic. You need processes that are designed in a socially intelligent way if your team is going to overcome the modern world's tough challenges with coordination. To be a star project manager, you have to communicate with people in their individual learning styles, provide accountability in ways that won't be demotivating, and run meetings and minutes that people won't tune out. Your processes must be constructed in ways that respect the complex realities of social dynamics step by step.
You have to know your team before you can motivate them, and you have to motivate them before you can manage them. In this book are foolproof techniques to make sure your team connects with you, each other, and everyone they need to get the job done. After all, a team should be more than the sum of its parts—and it's up to the project manager to provide the glue that holds it all together.
This no-nonsense guide to social intelligence for project managers gives you a step-by-step process for building a bulletproof project team-no matter what gaps exist in personality, geography, culture, or communication style.
High-performing teams don't happen by magic. You need processes that are designed in a socially intelligent way if your team is going to overcome the modern world's tough challenges with coordination. To be a star project manager, you have to communicate with people in their individual learning styles, provide accountability in ways that won't be demotivating, and run meetings and minutes that people won't tune out. Your processes must be constructed in ways that respect the complex realities of social dynamics step by step.
You have to know your team before you can motivate them, and you have to motivate them before you can manage them. In this book are foolproof techniques to make sure your team connects with you, each other, and everyone they need to get the job done. After all, a team should be more than the sum of its parts-and it's up to the project manager to provide the glue that holds it all together.
High-performing teams don't happen by magic. You need processes that are designed in a socially intelligent way if your team is going to overcome the modern world's tough challenges with coordination. To be a star project manager, you have to communicate with people in their individual learning styles, provide accountability in ways that won't be demotivating, and run meetings and minutes that people won't tune out. Your processes must be constructed in ways that respect the complex realities of social dynamics step by step.
You have to know your team before you can motivate them, and you have to motivate them before you can manage them. In this book are foolproof techniques to make sure your team connects with you, each other, and everyone they need to get the job done. After all, a team should be more than the sum of its parts-and it's up to the project manager to provide the glue that holds it all together.
American companies once focused exclusively on providing the best products and services. But today, most corporations are obsessed with maximizing their stock prices, resulting in short-term thinking and the kind of cook-the-books corruption seen in the Enron and WorldCom scandals. How did this happen?
In this groundbreaking book, Lawrence E. Mitchell traces the origins of the problem to the first decade of the 20th century, when industrialists and bankers began merging existing companies into huge “combines”—today’s giant corporations—so they could profit by manufacturing and selling stock in these new entities. He describes and analyzes the legal changes that made this possible, the federal regulatory efforts that missed the significance of this transforming development, and the changes in American society and culture that led more and more Americans to enter the market, turning from relatively safe bonds to riskier common stock in the hopes of becoming rich. Financiers and the corporations they controlled encouraged this trend, but as stock ownership expanded and businesses were increasingly forced to cater to stockholders’ “get rich quick” expectations, a subtle but revolutionary shift in the nature of the American economy occurred: finance no longer served industry; instead, industry began to serve finance.
The Speculation Economy analyzes the history behind the opening of this economic Pandora’s box, the root cause of so many modern acts of corporate malfeasance.
American companies once focused exclusively on providing the best products and services. But today, most corporations are obsessed with maximizing their stock prices, resulting in short-term thinking and the kind of cook-the-books corruption seen in the Enron and WorldCom scandals. How did this happen?
In this groundbreaking book, Lawrence E. Mitchell traces the origins of the problem to the first decade of the 20th century, when industrialists and bankers began merging existing companies into huge “combines”—today's giant corporations—so they could profit by manufacturing and selling stock in these new entities. He describes and analyzes the legal changes that made this possible, the federal regulatory efforts that missed the significance of this transforming development, and the changes in American society and culture that led more and more Americans to enter the market, turning from relatively safe bonds to riskier common stock in the hopes of becoming rich. Financiers and the corporations they controlled encouraged this trend, but as stock ownership expanded and businesses were increasingly forced to cater to stockholders' “get rich quick” expectations, a subtle but revolutionary shift in the nature of the American economy occurred: finance no longer served industry; instead, industry began to serve finance.
The Speculation Economy analyzes the history behind the opening of this economic Pandora's box, the root cause of so many modern acts of corporate malfeasance.
In this groundbreaking book, Lawrence E. Mitchell traces the origins of the problem to the first decade of the 20th century, when industrialists and bankers began merging existing companies into huge “combines”—today's giant corporations—so they could profit by manufacturing and selling stock in these new entities. He describes and analyzes the legal changes that made this possible, the federal regulatory efforts that missed the significance of this transforming development, and the changes in American society and culture that led more and more Americans to enter the market, turning from relatively safe bonds to riskier common stock in the hopes of becoming rich. Financiers and the corporations they controlled encouraged this trend, but as stock ownership expanded and businesses were increasingly forced to cater to stockholders' “get rich quick” expectations, a subtle but revolutionary shift in the nature of the American economy occurred: finance no longer served industry; instead, industry began to serve finance.
The Speculation Economy analyzes the history behind the opening of this economic Pandora's box, the root cause of so many modern acts of corporate malfeasance.
As the 20th century dawned there was a silent but fateful transformation in the purpose of the American economy. Finance stopped serving industry and twisted industry to serve its own ends. THE SPECULATION ECONOMY shows this reversal of economic priorities, and its sometimes-disastrous consequences, demonstrated most recently by Enron.
As the 20th century dawned there was a silent but fateful transformation in the purpose of the American economy. Finance stopped serving industry and twisted industry to serve its own ends. THE SPECULATION ECONOMY shows this reversal of economic priorities, and its sometimes-disastrous consequences, demonstrated most recently by Enron.
The business world is desperate for leaders. Books and courses on leadership flood the market as companies search in vain for that one person who can make sense of their rapidly changing environment through assertiveness, charisma, and control. According to noted consultant Harrison Owen, our inability to locate such a person isn't the fault of our leaders, it's the fault of our expectations.
In today's world where chaos is "normal" and paradoxes can't be resolved, such old-style leaders no longer offer the solution. Today's world requires inspired leadership from all levels of the organization. "Inspired leadership" literally means in-spirited leadership, and this book explores the intimate connection between spirit and leadership it implies. It presents the radical notion that spirit is the most important ingredient of any organization and that leadership means opening space for that spirit to show up in powerful and productive ways.
The Spirit of Leadership lays out the New Rules of Leadership, rules which surprisingly turnOl organizations have always played by. For the keys to these new rules, the book turns to those who have always successfully operated apart from the levers of formal power and authority-women. Offering lessons from effective female strategies, it reveals the true functions of leadership: to evoke, grow, sustain, comfort, and raise the spirit.
Not to be confused with morale building, motivational techniques, or even the current fad of spirituality in business, The Spirit of Leadership digs deeper to show that, at its essence, leadership is our link to deep inner forces. It provides practical steps readers can use to uncover their own capacity for leadership in whatever position they find themselves, and to exercise that capacity both to enhance the performance of their organizations and to find their own fulfillment as complete human beings.
The business world is desperate for leaders. Books and courses on leadership flood the market as companies search in vain for that one person who can make sense of their rapidly changing environment through assertiveness, charisma, and control. According to noted consultant Harrison Owen, our inability to locate such a person isn't the fault of our leaders, it's the fault of our expectations.
In today's world where chaos is "normal" and paradoxes can't be resolved, such old-style leaders no longer offer the solution. Today's world requires inspired leadership from all levels of the organization. "Inspired leadership" literally means in-spirited leadership, and this book explores the intimate connection between spirit and leadership it implies. It presents the radical notion that spirit is the most important ingredient of any organization and that leadership means opening space for that spirit to show up in powerful and productive ways.
The Spirit of Leadership lays out the New Rules of Leadership, rules which surprisingly turnOl organizations have always played by. For the keys to these new rules, the book turns to those who have always successfully operated apart from the levers of formal power and authority-women. Offering lessons from effective female strategies, it reveals the true functions of leadership: to evoke, grow, sustain, comfort, and raise the spirit.
Not to be confused with morale building, motivational techniques, or even the current fad of spirituality in business, The Spirit of Leadership digs deeper to show that, at its essence, leadership is our link to deep inner forces. It provides practical steps readers can use to uncover their own capacity for leadership in whatever position they find themselves, and to exercise that capacity both to enhance the performance of their organizations and to find their own fulfillment as complete human beings.
In today's world where chaos is "normal" and paradoxes can't be resolved, such old-style leaders no longer offer the solution. Today's world requires inspired leadership from all levels of the organization. "Inspired leadership" literally means in-spirited leadership, and this book explores the intimate connection between spirit and leadership it implies. It presents the radical notion that spirit is the most important ingredient of any organization and that leadership means opening space for that spirit to show up in powerful and productive ways.
The Spirit of Leadership lays out the New Rules of Leadership, rules which surprisingly turnOl organizations have always played by. For the keys to these new rules, the book turns to those who have always successfully operated apart from the levers of formal power and authority-women. Offering lessons from effective female strategies, it reveals the true functions of leadership: to evoke, grow, sustain, comfort, and raise the spirit.
Not to be confused with morale building, motivational techniques, or even the current fad of spirituality in business, The Spirit of Leadership digs deeper to show that, at its essence, leadership is our link to deep inner forces. It provides practical steps readers can use to uncover their own capacity for leadership in whatever position they find themselves, and to exercise that capacity both to enhance the performance of their organizations and to find their own fulfillment as complete human beings.
The business world is desperate for leaders. Books and courses on leadership flood the market as companies search in vain for that one person who can make sense of their rapidly changing environment through assertiveness, charisma, and control. According to noted consultant Harrison Owen, our inability to locate such a person isn't the fault of our leaders, it's the fault of our expectations.
In today's world where chaos is "normal" and paradoxes can't be resolved, such old-style leaders no longer offer the solution. Today's world requires inspired leadership from all levels of the organization. "Inspired leadership" literally means in-spirited leadership, and this book explores the intimate connection between spirit and leadership it implies. It presents the radical notion that spirit is the most important ingredient of any organization and that leadership means opening space for that spirit to show up in powerful and productive ways.
The Spirit of Leadership lays out the New Rules of Leadership, rules which surprisingly turnOl organizations have always played by. For the keys to these new rules, the book turns to those who have always successfully operated apart from the levers of formal power and authority-women. Offering lessons from effective female strategies, it reveals the true functions of leadership: to evoke, grow, sustain, comfort, and raise the spirit.
Not to be confused with morale building, motivational techniques, or even the current fad of spirituality in business, The Spirit of Leadership digs deeper to show that, at its essence, leadership is our link to deep inner forces. It provides practical steps readers can use to uncover their own capacity for leadership in whatever position they find themselves, and to exercise that capacity both to enhance the performance of their organizations and to find their own fulfillment as complete human beings.
In today's world where chaos is "normal" and paradoxes can't be resolved, such old-style leaders no longer offer the solution. Today's world requires inspired leadership from all levels of the organization. "Inspired leadership" literally means in-spirited leadership, and this book explores the intimate connection between spirit and leadership it implies. It presents the radical notion that spirit is the most important ingredient of any organization and that leadership means opening space for that spirit to show up in powerful and productive ways.
The Spirit of Leadership lays out the New Rules of Leadership, rules which surprisingly turnOl organizations have always played by. For the keys to these new rules, the book turns to those who have always successfully operated apart from the levers of formal power and authority-women. Offering lessons from effective female strategies, it reveals the true functions of leadership: to evoke, grow, sustain, comfort, and raise the spirit.
Not to be confused with morale building, motivational techniques, or even the current fad of spirituality in business, The Spirit of Leadership digs deeper to show that, at its essence, leadership is our link to deep inner forces. It provides practical steps readers can use to uncover their own capacity for leadership in whatever position they find themselves, and to exercise that capacity both to enhance the performance of their organizations and to find their own fulfillment as complete human beings.
In today's highly networked and competitive global economy, mounting social and environmental problems are forcing corporations to focus on more than just their stockholders' interest in meeting bottom line profitability. More and more companies are recognizing the value of identifying and building relationships with all of their organization's stakeholders-employees, customers, suppliers, and even communities. In fact, recent research has shown that companies that treat their employees well, create jobs in the local economy, develop innovative products and services, take care of the environment, and contribute to the community, are often more profitable.
In The Stakeholder Strategy, sociologist Ann Svendsen presents an effective and practical step-by-step guide that companies can use to forge a network of powerful and profitable collaborative stakeholder relationships.
While some forward-thinking corporations have tried limited collaborative approaches-focusing on one stakeholder group at a time-few have taken a comprehensive and strategic approach to building relationships with all of their stakeholders, notes Svendsen. And, while considerable commitment to the idea of stakeholder collaboration exists, there is a lack of knowledge and understanding about how to develop these relationships. The Stakeholder Strategy is the first book to show business leaders and managers how to establish and maintain positive, mutually beneficial stakeholder relationships. Based on a synthesis of ideas from community relations, corporate philanthropy, stakeholder management, organizational change, sustainability, and the corporate social responsibility literature, it offers an integrated framework, as well as the practical tools for developing new kinds of collaborative relationships.
Svendsen uses easy-to-grasp concepts from everyday life, such as the process we go through in finding a mate or developing a long-term friendship, to illustrate these relationship-building strategies. She lays out the steps a company should take to create a collaboration-friendly organization: establishing a social mission, values, and ethical guidelines; assessing corporate readiness for collaboration; and making changes in communication, information and reward systems to support internal and external collaboration. Featuring case study examples from companies in North America and Europe who are working to build collaborative relationships with their stakeholders, The Stakeholder Strategy is the first book to provide a detailed explanation of how to conduct stakeholder audits and social audits so that companines can evaluate their relationship-building success and keep on track.
In The Stakeholder Strategy, sociologist Ann Svendsen presents an effective and practical step-by-step guide that companies can use to forge a network of powerful and profitable collaborative stakeholder relationships.
While some forward-thinking corporations have tried limited collaborative approaches-focusing on one stakeholder group at a time-few have taken a comprehensive and strategic approach to building relationships with all of their stakeholders, notes Svendsen. And, while considerable commitment to the idea of stakeholder collaboration exists, there is a lack of knowledge and understanding about how to develop these relationships. The Stakeholder Strategy is the first book to show business leaders and managers how to establish and maintain positive, mutually beneficial stakeholder relationships. Based on a synthesis of ideas from community relations, corporate philanthropy, stakeholder management, organizational change, sustainability, and the corporate social responsibility literature, it offers an integrated framework, as well as the practical tools for developing new kinds of collaborative relationships.
Svendsen uses easy-to-grasp concepts from everyday life, such as the process we go through in finding a mate or developing a long-term friendship, to illustrate these relationship-building strategies. She lays out the steps a company should take to create a collaboration-friendly organization: establishing a social mission, values, and ethical guidelines; assessing corporate readiness for collaboration; and making changes in communication, information and reward systems to support internal and external collaboration. Featuring case study examples from companies in North America and Europe who are working to build collaborative relationships with their stakeholders, The Stakeholder Strategy is the first book to provide a detailed explanation of how to conduct stakeholder audits and social audits so that companines can evaluate their relationship-building success and keep on track.
In today's highly networked and competitive global economy, mounting social and environmental problems are forcing corporations to focus on more than just their stockholders' interest in meeting bottom line profitability. More and more companies are recognizing the value of identifying and building relationships with all of their organization's stakeholders-employees, customers, suppliers, and even communities. In fact, recent research has shown that companies that treat their employees well, create jobs in the local economy, develop innovative products and services, take care of the environment, and contribute to the community, are often more profitable.
In The Stakeholder Strategy, sociologist Ann Svendsen presents an effective and practical step-by-step guide that companies can use to forge a network of powerful and profitable collaborative stakeholder relationships.
While some forward-thinking corporations have tried limited collaborative approaches-focusing on one stakeholder group at a time-few have taken a comprehensive and strategic approach to building relationships with all of their stakeholders, notes Svendsen. And, while considerable commitment to the idea of stakeholder collaboration exists, there is a lack of knowledge and understanding about how to develop these relationships. The Stakeholder Strategy is the first book to show business leaders and managers how to establish and maintain positive, mutually beneficial stakeholder relationships. Based on a synthesis of ideas from community relations, corporate philanthropy, stakeholder management, organizational change, sustainability, and the corporate social responsibility literature, it offers an integrated framework, as well as the practical tools for developing new kinds of collaborative relationships.
Svendsen uses easy-to-grasp concepts from everyday life, such as the process we go through in finding a mate or developing a long-term friendship, to illustrate these relationship-building strategies. She lays out the steps a company should take to create a collaboration-friendly organization: establishing a social mission, values, and ethical guidelines; assessing corporate readiness for collaboration; and making changes in communication, information and reward systems to support internal and external collaboration. Featuring case study examples from companies in North America and Europe who are working to build collaborative relationships with their stakeholders, The Stakeholder Strategy is the first book to provide a detailed explanation of how to conduct stakeholder audits and social audits so that companines can evaluate their relationship-building success and keep on track.
In today's highly networked and competitive global economy, mounting social and environmental problems are forcing corporations to focus on more than just their stockholders' interest in meeting bottom line profitability. More and more companies are recognizing the value of identifying and building relationships with all of their organization's stakeholders-employees, customers, suppliers, and even communities. In fact, recent research has shown that companies that treat their employees well, create jobs in the local economy, develop innovative products and services, take care of the environment, and contribute to the community, are often more profitable.
In The Stakeholder Strategy, sociologist Ann Svendsen presents an effective and practical step-by-step guide that companies can use to forge a network of powerful and profitable collaborative stakeholder relationships.
While some forward-thinking corporations have tried limited collaborative approaches-focusing on one stakeholder group at a time-few have taken a comprehensive and strategic approach to building relationships with all of their stakeholders, notes Svendsen. And, while considerable commitment to the idea of stakeholder collaboration exists, there is a lack of knowledge and understanding about how to develop these relationships. The Stakeholder Strategy is the first book to show business leaders and managers how to establish and maintain positive, mutually beneficial stakeholder relationships. Based on a synthesis of ideas from community relations, corporate philanthropy, stakeholder management, organizational change, sustainability, and the corporate social responsibility literature, it offers an integrated framework, as well as the practical tools for developing new kinds of collaborative relationships.
Svendsen uses easy-to-grasp concepts from everyday life, such as the process we go through in finding a mate or developing a long-term friendship, to illustrate these relationship-building strategies. She lays out the steps a company should take to create a collaboration-friendly organization: establishing a social mission, values, and ethical guidelines; assessing corporate readiness for collaboration; and making changes in communication, information and reward systems to support internal and external collaboration. Featuring case study examples from companies in North America and Europe who are working to build collaborative relationships with their stakeholders, The Stakeholder Strategy is the first book to provide a detailed explanation of how to conduct stakeholder audits and social audits so that companines can evaluate their relationship-building success and keep on track.
In The Stakeholder Strategy, sociologist Ann Svendsen presents an effective and practical step-by-step guide that companies can use to forge a network of powerful and profitable collaborative stakeholder relationships.
While some forward-thinking corporations have tried limited collaborative approaches-focusing on one stakeholder group at a time-few have taken a comprehensive and strategic approach to building relationships with all of their stakeholders, notes Svendsen. And, while considerable commitment to the idea of stakeholder collaboration exists, there is a lack of knowledge and understanding about how to develop these relationships. The Stakeholder Strategy is the first book to show business leaders and managers how to establish and maintain positive, mutually beneficial stakeholder relationships. Based on a synthesis of ideas from community relations, corporate philanthropy, stakeholder management, organizational change, sustainability, and the corporate social responsibility literature, it offers an integrated framework, as well as the practical tools for developing new kinds of collaborative relationships.
Svendsen uses easy-to-grasp concepts from everyday life, such as the process we go through in finding a mate or developing a long-term friendship, to illustrate these relationship-building strategies. She lays out the steps a company should take to create a collaboration-friendly organization: establishing a social mission, values, and ethical guidelines; assessing corporate readiness for collaboration; and making changes in communication, information and reward systems to support internal and external collaboration. Featuring case study examples from companies in North America and Europe who are working to build collaborative relationships with their stakeholders, The Stakeholder Strategy is the first book to provide a detailed explanation of how to conduct stakeholder audits and social audits so that companines can evaluate their relationship-building success and keep on track.
Each year, organizations spend millions of dollars trying out new innovations and improvements-and millions will be wasted if they can't quickly find out what's working and what is not. The Success Case Method offers a breakthrough evaluation technique that is easier, faster, and cheaper than competing approaches, and produces compelling evidence decision-makers can actually use.
Because it seeks out the best stories of how real individuals have actually used innovations, The Success Case Method can ferret out success no matter how small or infrequent. It can salvage the few "gems" of success from a larger initiative that is not doing well or find out how to make a partially successful effort even more successful. The practical methods and tools in this book can help those who initiate and foster change, including leaders, executives, managers, consultants, training directors, and anyone else who is trying to make things work better in organizations get the greatest returns for their investments.
Because it seeks out the best stories of how real individuals have actually used innovations, The Success Case Method can ferret out success no matter how small or infrequent. It can salvage the few "gems" of success from a larger initiative that is not doing well or find out how to make a partially successful effort even more successful. The practical methods and tools in this book can help those who initiate and foster change, including leaders, executives, managers, consultants, training directors, and anyone else who is trying to make things work better in organizations get the greatest returns for their investments.