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Organizational change initiatives often fail because they overlook the powerful role played by concealed or subconscious factors—hidden agendas, blind spots, office politics, tacit assumptions, and secret hopes, wishes, or fears. Covert Processes at Work provides a coherent approach for identifying and dealing with all of these hidden dynamics, showing precisely how to bring them to light and limit their insidious impacts.

Each chapter offers specific tools and techniques for engaging and managing these “under-the-table” processes along with case examples that clearly demonstrate the ideas and methods in action. Covert Processes at Work is a comprehensive and practical guide that managers, staff specialists, and consultants can use to deal with the hidden dynamics that are at the root of many organizational problems.

Organizational change initiatives often fail because they focus exclusively on the rational, overt aspects of change, overlooking the powerful role played by concealed or irrational factors. It's well known that these covert processes--such as hidden agendas, blind spots, office politics, tacit assumptions, secret hopes, wishes and fears--frequently sabotage change efforts, but up until now nobody has offered a rigorous, consistent way of identifying and dealing with them. Drawing on over thirty years of experience as an organizational change consultant to global corporations and government agencies, Robert J. Marshak shows precisely how to bring these hidden processes to light and deal with their negative impact. Marshak identifies five different dimensions of covert processes, presents an integrated model to explain the ultimate source of all of them, and shows how to diagnose whether any covert processes might be at work in your organization. He then offers specific tools and techniques for engaging and managing these "under-the-table" processes and for creating the kind of organizational environment in which such hidden dynamics are unable to flourish. Covert Processes at Work is a comprehensive and practical guide that managers, leaders, and consultants can use to deal with the hidden dynamics that are often at the root of many organizational problems.

The first and only guidebook that specifically outlines methodologies for diagnosing and dealing with all of the “hidden” or covert factors that can subtly sabotage even the most meticulously planned change processes.

Millions of working Americans talk, act, and vote as if their economic interests match those of the megawealthy, the multinational corporations, and the politicians who do their bidding. How did this happen? Bestselling author Thom Hartmann says it's because the apologists of the Right have become masters of the subtle and largely subconscious aspects of political communication. It's not an escalation in Iraq, it's a surge; it's not the inheritance tax, it's the death tax; it's not drilling for oil, it's exploring for energy.
Conservatives didn't intuit the path to persuasive messaging—they learned these techniques. There is no reason why progressives can't learn them too. In Cracking the Code, Hartmann shows you how. Drawing on his background as a psychotherapist and advertising executive as well as a nationally syndicated Air America radio host, he breaks down the science and technology of effective communication so you can apply it to your own efforts to counter right-wing disinformation.
As Hartmann explains, political persuasion is as much about biology as ideology, about knowing how the brain processes information and how that influences the way people perceive messages, make decisions, and form a worldview. Throughout the book, he shows you precisely how to master this technology—how to crack the communications code—providing examples dating from the time of the Founding Fathers to the present day.

By the bestselling author and XM and Sirius Satellite radio host heard on more than eighty radio stations coast to coast seven days a week Shows progressives how to master the science and technology of persuasive communication and counter the right-wing message machine Offers exercises and examples throughout to help readers put the concepts they’re learning into practice Millions of working Americans talk, act, and vote as if their economic interests match those of the megawealthy, the multinational corporations, and the politicians who do their bidding. How did this happen? According to Air America radio host Thom Hartmann, the apologists of the Right have become masters of the subtle and largely subconscious aspects of political communication. It’s not an escalation in Iraq, it’s a surge; it’s not the inheritance tax, it’s the death tax; it’s not drilling for oil, it’s exploring for energy. Conservatives didn’t intuit the path to persuasive messaging—they learned these techniques. There is no reason why progressives can’t learn them too. In Cracking the Code, Hartmann shows you how. Drawing on his background as a psychotherapist and advertising executive as well as a national radio host, he breaks down the science and technology of effective communication so you can apply it to your own efforts to counter right-wing disinformation. It’s both an art and a science—as Hartmann explains, political persuasion is as much about biology as ideology, about knowing how the brain processes information and how that influences the way people perceive messages, make decisions, and form a worldview. Throughout the book, Hartmann shows you precisely how to master this technology, providing examples dating back to the time of the Founding Fathers. As you read deeply in this book, you’ll see things you hadn’t realized were there—in everything from advertising to political rants—and discover abilities you didn’t know you had. Whether you’re a politician, an activist, a volunteer, or a concerned citizen, you’ll develop a strong sense for how to reach into that part of the collective human psyche where we truly do have the power to create a new world.

Bestselling author Thom Hartmann (SCREWED, THE LAST HOURS OF ANCIENT SUNLIGHT) is the host of the flagship show of the Air America Radio network, held during radio prime time on stations from coast-to-coast and on satellite radio.

"We are in deep trouble," writes Sharif Abdullah. "We live a world that works for only a few." The problem, Abdullah asserts, is exlusivity: "I am separate." By practicing exclusivity, he maintains, we have created a soul-starved society. We suffer, both personally and as a society, from complex, interlocking so intense that they create a deep sense of emptiness in all of us.
But there is hope. Abdullah shows how we can change our world by changing our consciousness. We can actually put an end these complex problems if we reject exclusivity in favor of inclusivity. We must turn from a mentality that disconnects us and instead embrace the goals of restoring balance to the earth and building community with all other people. In Creating a World That Works for All, Abdullah provides a practical blueprint for that change.
Abdullah makes it clear that there are no bad guys to blame: we are all equally responsible for the current state of our world. We each have created it, and we each have equal power to change it. Abdullah offers three criteria for creating a world that works for all:
1. The Criteria of Enoughness: Everyone has enough, even though not everyone shares resources equally
2. The Criteria of Exchangeability: Trading places would be okay
3. The Criteria of Common Benefit: The system is designed and intended to benefit all
In order to meet these criteria, Abdullah shows us how to let go of old theories and ideas, so we can clearly see our current problems and possible solutions. And he shows us how to create new stories that explain and define the new behaviors that make cultural changes possible.

"We are in deep trouble," writes Sharif Abdullah. "We live a world that works for only a few." The problem, Abdullah asserts, is exlusivity: "I am separate." By practicing exclusivity, he maintains, we have created a soul-starved society. We suffer, both personally and as a society, from complex, interlocking so intense that they create a deep sense of emptiness in all of us. But there is hope. Abdullah shows how we can change our world by changing our consciousness. We can actually put an end these complex problems if we reject exclusivity in favor of inclusivity. We must turn from a mentality that disconnects us and instead embrace the goals of restoring balance to the earth and building community with all other people. In Creating a World That Works for All, Abdullah provides a practical blueprint for that change. Abdullah makes it clear that there are no bad guys to blame: we are all equally responsible for the current state of our world. We each have created it, and we each have equal power to change it. Abdullah offers three criteria for creating a world that works for all: 1. The Criteria of Enoughness: Everyone has enough, even though not everyone shares resources equally 2. The Criteria of Exchangeability: Trading places would be okay 3. The Criteria of Common Benefit: The system is designed and intended to benefit all In order to meet these criteria, Abdullah shows us how to let go of old theories and ideas, so we can clearly see our current problems and possible solutions. And he shows us how to create new stories that explain and define the new behaviors that make cultural changes possible.

Now in its third edition, this project management classic has been updated with an array of field-tested tools to help upper management ensure the success of projects within organizations.

For over twenty years, Creating an Environment for Successful Projects has been a staple for upper managers who want to help projects succeed. This new edition includes case studies from companies that have successfully applied the approach, along with practical tools such as templates, surveys, and benchmark reports for savvy leaders who want to ensure project success throughout their organizations. The insights in this book will help management speed projects along instead of getting in their way. All too often, well-intentioned managers put roadblocks in the team's way instead of empowering them with the tools they need to succeed. This approach to project environments, grounded in decades of research and practice, will help you make your organization the most project-friendly it's ever been.

Organizational changes rarely work unless upper management is heavily involved. Although project managers are most closely responsible for the success of projects, upper managers are the ones who ultimately create an environment that supports those projects. The way upper managers define, structure, and act toward projects has an important effect on the success or failure of those projects and, consequently, the success or failure of the organization. This book helps all managers understand the need for project management changes and shows how to develop project management as an organizational practice.

Now in its third edition, this project management classic has been updated with an array of field-tested tools to help upper management ensure the success of projects within organizations.

For over twenty years, Creating an Environment for Successful Projects has been a staple for upper managers who want to help projects succeed. This new edition includes case studies from companies that have successfully applied the approach, along with practical tools such as templates, surveys, and benchmark reports for savvy leaders who want to ensure project success throughout their organizations. The insights in this book will help management speed projects along instead of getting in their way. All too often, well-intentioned managers put roadblocks in the team's way instead of empowering them with the tools they need to succeed. This approach to project environments, grounded in decades of research and practice, will help you make your organization the most project-friendly it's ever been.

Organizational changes rarely work unless upper management is heavily involved. Although project managers are most closely responsible for the success of projects, upper managers are the ones who ultimately create an environment that supports those projects. The way upper managers define, structure, and act toward projects has an important effect on the success or failure of those projects and, consequently, the success or failure of the organization. This book helps all managers understand the need for project management changes and shows how to develop project management as an organizational practice.

Now in its third edition, this project management classic has been updated with an array of field-tested tools to help upper management ensure the success of projects within organizations.


For twenty years, Creating an Environment for Successful Projects has been a staple for upper managers who want to help projects succeed. This new edition includes case studies from companies that have successfully applied the approach, along with practical tools such as templates, surveys, and benchmark reports for savvy leaders who want to ensure project success throughout their organizations. The insights in this book will help management speed projects along instead of getting in their way. All too often, well-intentioned managers put roadblocks in the team's way instead of empowering them with the tools they need to succeed. This approach to project environments, grounded in decades of research and practice, will help you make your organization the most project-friendly it's ever been.

"This important book offers organizations the keys to introvert inclusion."
—Susan Cain, New York Times bestselling author of Quiet Influence

The first guide to creating a welcoming culture that maximizes the powerful contributions introverts bring to the workplace.

As the diversity, equity, and inclusion wave widens and deepens its reach, introversion is becoming a natural part of that movement. After all, about half the population identify as introverts, but many organizations are stuck in traditional extrovert-centric workplace cultures that reward people for speaking up publicly, expect them to log face time, and employ hiring and promotion practices rooted in the past. This ultimately discourages introverts from contributing and reaching their full talent potential, which could have a major impact on the bottom line.

"Champion for introverts" Jennifer Kahnweiler offers a road map for everyone in the workplace--including leaders, human resource managers, and team members--to create inclusive, introvert-friendly cultures. Kahnweiler provides an assessment to determine how introvert friendly your organization is and looks at every aspect of organizational life--hiring, training, leading, communicating, meeting, designing workplaces, and more--through an inclusive lens.

You'll discover how to make open-space offices introvert friendly, what the best practices are for encouraging introverts to participate on teams, which training techniques work best for introverts, and how to make remote positions work.

"This important book offers organizations the keys to introvert inclusion."
—Susan Cain, New York Times bestselling author of Quiet Influence

The first guide to creating a welcoming culture that maximizes the powerful contributions introverts bring to the workplace.

As the diversity, equity, and inclusion wave widens and deepens its reach, introversion is becoming a natural part of that movement. After all, about half the population identify as introverts, but many organizations are stuck in traditional extrovert-centric workplace cultures that reward people for speaking up publicly, expect them to log face time, and employ hiring and promotion practices rooted in the past. This ultimately discourages introverts from contributing and reaching their full talent potential, which could have a major impact on the bottom line.

"Champion for introverts" Jennifer Kahnweiler offers a road map for everyone in the workplace--including leaders, human resource managers, and team members--to create inclusive, introvert-friendly cultures. Kahnweiler provides an assessment to determine how introvert friendly your organization is and looks at every aspect of organizational life--hiring, training, leading, communicating, meeting, designing workplaces, and more--through an inclusive lens.

You'll discover how to make open-space offices introvert friendly, what the best practices are for encouraging introverts to participate on teams, which training techniques work best for introverts, and how to make remote positions work.

"This important book offers organizations the keys to introvert inclusion."
-Susan Cain, New York Times bestselling author of Quiet Influence

The first guide to creating a welcoming culture that maximizes the powerful contributions introverts bring to the workplace.


As the diversity, equity, and inclusion wave widens and deepens its reach, introversion is becoming a natural part of that movement. After all, about half the population identify as introverts, but many organizations are stuck in traditional extrovert-centric workplace cultures that reward people for speaking up publicly, expect them to log face time, and employ hiring and promotion practices rooted in the past. This ultimately discourages introverts from contributing and reaching their full talent potential, which could have a major impact on the bottom line.

"Champion for introverts" Jennifer Kahnweiler offers a road map for everyone in the workplace-including leaders, human resource managers, and team members-to create inclusive, introvert-friendly cultures. Kahnweiler provides an assessment to determine how introvert friendly your organization is and looks at every aspect of organizational life-hiring, training, leading, communicating, meeting, designing workplaces, and more-through an inclusive lens. You'll discover how to make open-space offices introvert friendly, what the best practices are for encouraging introverts to participate on teams, which training techniques work best for introverts, and how to make remote positions work. Kahnweiler gives you the tools to build a culture that embraces all your employees and maximizes the strengths introverts bring to your organization.

The times demand a new style of leadership. Employees today are highly trained and independent-they can offer much more to an enterprise than simply their obedience. And with the relationship between worker and organization constantly changing, no one person will likely be able to lead alone. Creating Leaderful Organizations presents a paradigm of leadership tailored to our times, one that is based on mutual-rather than heroic-leadership. It is not merely consultative, with leaders graciously allowing followers to participate in leadership, nor is it a stewardship approach in which the leader occasionally steps aside to allow others to take over temporarily. It is a revolutionary new approach that transforms leadership from an individual property to a collective responsibility. Raelin details how "leaderful" practice can accomplish the critical processes of leadership more effectively than any existing approach. And using actual examples from leading-edge organizations, he offers practical guidance for assessing your own and others' leaderful predisposition, preparing for leaderful practice, distributing leadership roles, and dealing with resistance to change.

The times demand a new style of leadership. Employees today are highly trained and independent-they can offer much more to an enterprise than simply their obedience. And with the relationship between worker and organization constantly changing, no one person will likely be able to lead alone. Creating Leaderful Organizations presents a paradigm of leadership tailored to our times, one that is based on mutual-rather than heroic-leadership.

It is not merely consultative, with leaders graciously allowing followers to participate in leadership, nor is it a stewardship approach in which the leader occasionally steps aside to allow others to take over temporarily. It is a revolutionary new approach that transforms leadership from an individual property to a collective responsibility. Raelin details how "leaderful" practice can accomplish the critical processes of leadership more effectively than any existing approach. And using actual examples from leading-edge organizations, he offers practical guidance for assessing your own and others' leaderful predisposition, preparing for leaderful practice, distributing leadership roles, and dealing with resistance to change.

Personal presence is difficult to define but easy to recognize. People with presence carry themselves in a way that turns heads. When they talk, people listen. When they ask, people answer. When they lead, people follow. Personal presence can help you get a date, a mate, a job, or a sale. It can help you lead a meeting, a movement, or an organization.

Presence is not something you're born with—anyone can learn these skills, habits, and traits. Award-winning speaker and consultant Dianna Booher shows how to master dozens of small and significant things that work together to convey presence. She details how body language, manners, and even your surroundings enhance credibility and build rapport. You'll learn to use voice and language to demonstrate competence, deliver clear and memorable messages, and master emotions. You'll learn to think strategically, organize ideas coherently, and convey to others genuine interest, integrity, respect, and reliability.

Take her self-assessment to measure your progress. With Dianna Booher's expert, entertaining advice, you can have the same kind of influence as the most successful CEOs, celebrities, and civic leaders.