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The Arivind Eye Care System treats 2.7 million patients a year in the developing world for blindness and other eye problems and seems to violate every rule of business. Patients pay what they want (if they pay at all, which most don't), it deliv-ers services for one percent of the cost of comparable care in developed countries, functions at many times the volume with a lower complication rate, and is com-pletely self-sustaining. This book is the first to tell its extraordinary story.
By bestselling author Ken Blanchard (whose 40+ books have sold over 18 million copies), KNOW CAN DO! tells the story of how a well known author learns to bridge the gap between what we all know-all the advice we've taken in from books, seminars, etc.-and how we actually use that knowledge.
The only book that tackles how to manage the human factors and provide leadership before, during, and after catastrophic events provoked by nature, accidents, or acts of violence. The potential damage that can occur due to inadequate preparation makes this an issue too important to ignore.
Building on the success of her classic, bestselling book, Change Your Questions, Change Your Life (over 100,000 copies sold), Marilee Adams shows in this new book how teachers and other education professionals can change their own and their students' lives by developing an active, inquiring mindset and igniting a lifelong love of learning.
Millions of consumers are actively seeking to unlock their potential and looking for businesses that can help. Tara-Nicholle Nelson shows companies how to create a two-way love affair with these “transformational consumers.”
The members of a massive and growing customer group are highly engaged with one subject: changing their own behavior to be healthier, wealthier, and wiser. Unlike the average consumer, these people are eager and excited to connect with businesses-if they'll help them make these very difficult changes. Nelson calls these people “transformational consumers.”
This book helps leaders understand these consumers, learn the business of behavior change, and rethink their products, services, marketing, and companies to meet the demands of this hypergrowth, trillion-dollar-plus transformational consumer market. Through revealing examples and case studies, Nelson details seven shifts that businesses must make to engage transformational consumers: change what you sell, change your business model, change how you define “your customer,” change your marketing, change your metrics, change how you define “the competition,” and change your culture. The companies that successfully reorient to reach and engage transformational consumers will escape the problem of disengagement and will continue to thrive, no matter how many new social media channels, distracting apps, or competitors they face.
The members of a massive and growing customer group are highly engaged with one subject: changing their own behavior to be healthier, wealthier, and wiser. Unlike the average consumer, these people are eager and excited to connect with businesses-if they'll help them make these very difficult changes. Nelson calls these people “transformational consumers.”
This book helps leaders understand these consumers, learn the business of behavior change, and rethink their products, services, marketing, and companies to meet the demands of this hypergrowth, trillion-dollar-plus transformational consumer market. Through revealing examples and case studies, Nelson details seven shifts that businesses must make to engage transformational consumers: change what you sell, change your business model, change how you define “your customer,” change your marketing, change your metrics, change how you define “the competition,” and change your culture. The companies that successfully reorient to reach and engage transformational consumers will escape the problem of disengagement and will continue to thrive, no matter how many new social media channels, distracting apps, or competitors they face.
Whether for fear of an uncertain economy or reluctance to deal with the inevitable stresses of looking for work, many people feel unwilling or unable to change jobs. So they simply "quit on the job." They disengage, produce less, and bide their time in quiet dissatisfaction, making themselves, and often their coworkers, family, and friends miserable. But there is an alternative.
Love It, Don't Leave It provides readers with 26 ways to make their current work environment more satisfying. Presented in an appealing, accessible A-to-Z format, Love It, Don't Leave It includes strategies for improving communication, stimulating career growth, balancing work with family, and much more. Designed for workers at any age and at any stage, Love It, Don't Leave It helps people assume responsibility for the way their work lives work. Readers who try just a few of the strategies in this book may find that the job they want is the job they already have.
Love It, Don't Leave It provides readers with 26 ways to make their current work environment more satisfying. Presented in an appealing, accessible A-to-Z format, Love It, Don't Leave It includes strategies for improving communication, stimulating career growth, balancing work with family, and much more. Designed for workers at any age and at any stage, Love It, Don't Leave It helps people assume responsibility for the way their work lives work. Readers who try just a few of the strategies in this book may find that the job they want is the job they already have.
In a world of chaos, how can generative AI help leaders lead?
Over the next decade, all leaders will be augmented with some form of generative artificial intelligence, or GenAI. For the best leaders, this will mean dramatic improvement. For mediocre leaders, this will mean persistent confusion, distraction, and pretense. With futureback thinking-looking ten years ahead, then planning backward from future to next to now-this third edition of Leaders Make the Future shows how people can improve their leadership skills while expanding their human perspective.
Now 75 percent revised and expanded with resources from the Institute for the Future, this new edition is organized around ten future leadership skills:
• Augmented futureback curiosity
• Augmented clarity
• Augmented dilemma flipping
• Augmented bio-engaging
• Augmented immersive learning
• Augmented depolarizing
• Augmented commons creating
• Augmented smart mob swarming
• Augmented strength with humility
• Human calming
AI-augmented leadership will be key for any organization to tackle the uncertainty of the future. And by incorporating practical methodologies, ethical guidelines, and innovative leadership practices, this book will help leaders develop their clarity and moderate their certainty.
Over the next decade, all leaders will be augmented with some form of generative artificial intelligence, or GenAI. For the best leaders, this will mean dramatic improvement. For mediocre leaders, this will mean persistent confusion, distraction, and pretense. With futureback thinking-looking ten years ahead, then planning backward from future to next to now-this third edition of Leaders Make the Future shows how people can improve their leadership skills while expanding their human perspective.
Now 75 percent revised and expanded with resources from the Institute for the Future, this new edition is organized around ten future leadership skills:
• Augmented futureback curiosity
• Augmented clarity
• Augmented dilemma flipping
• Augmented bio-engaging
• Augmented immersive learning
• Augmented depolarizing
• Augmented commons creating
• Augmented smart mob swarming
• Augmented strength with humility
• Human calming
AI-augmented leadership will be key for any organization to tackle the uncertainty of the future. And by incorporating practical methodologies, ethical guidelines, and innovative leadership practices, this book will help leaders develop their clarity and moderate their certainty.
Physician Bernard Lown tells the extraordinary story of how a group of Soviet and American doctors came together to stop nuclear proliferation and ended up winning the Nobel Peace Prize and influencing the course of history. It is a story that sheds new light on what really drove and still drives the nuclear arms race, the critical importance of citizen involvement in social change efforts, and what Lown terms the epidemic of militarism.
What leads to collective wisdom in groups, organizations, and communities? And what leads instead to collective folly? This foundational book on collective wisdom explores the sources of collective wisdom and folly, the ways of increasing our capacity for collective wisdom, and the means by which leaders and change agents can tap into this power in catalyzing innovation and change.
In this troubling analysis of recent trends in the workplace, Vanderbilt professor of management and sociology Bruce Barry shows how Americans' increasing willingness to sacrifice basic freedoms while on the job undermines both our productivity as workers and our individual and collective ability to cultivate and participate in a free society.
For every company like Zappos that has achieved the Utopia of an egalitarian business model, there are thousands that remain stuck on the corporate ladder. Self-management consultant Samantha Slade shares that the real secret to flattening a hierarchical organization is seemingly obvious: don't do it all at once.
Media is showing us that self-managing organizations, like Zappos, unleash human potential in ways we couldn't have imagined, but so often when we try to transition to a self managed organization, we get stuck. The task seems overwhelming and many organizations just give up. We find ourselves caught between the inspirational stories of these self-organizing companies and the deeply entrenched habits. It can be overwhelming to have such a sense of possibility and yet feel ill equipped in practical methods and strategy. Samantha Slade is the founder of Percolab, an international consulting firm in Quebec that has been helping organizations successfully transition to self-management for over a decade. Too many organizations try to change everything at the same time and fail, concluding that the method is out of their reach. With Seven concrete practices, Slade offers a new way: transition on thing in your organization at a time. The benefits of a self- managed organization- increased engagement, retention, and productivity- can be achieved even by transitioning only one or two areas of your organization. Even if you never become Zappos, your organization will see increased energy and thriving.
Media is showing us that self-managing organizations, like Zappos, unleash human potential in ways we couldn't have imagined, but so often when we try to transition to a self managed organization, we get stuck. The task seems overwhelming and many organizations just give up. We find ourselves caught between the inspirational stories of these self-organizing companies and the deeply entrenched habits. It can be overwhelming to have such a sense of possibility and yet feel ill equipped in practical methods and strategy. Samantha Slade is the founder of Percolab, an international consulting firm in Quebec that has been helping organizations successfully transition to self-management for over a decade. Too many organizations try to change everything at the same time and fail, concluding that the method is out of their reach. With Seven concrete practices, Slade offers a new way: transition on thing in your organization at a time. The benefits of a self- managed organization- increased engagement, retention, and productivity- can be achieved even by transitioning only one or two areas of your organization. Even if you never become Zappos, your organization will see increased energy and thriving.
Management giant Henry Mintzberg turns his attention to health care, arguing that many of the massive issues facing health care stem from the fact that it is not a cohesive system. To heal itself, health care must become less distant and opaque and more engaging and collaborative.
Mintzberg begins in part 1 by confronting myths about health care, including the following:
• We have a system of health care.
• Health-care institutions can be fixed with more heroic leadership.
• The health-care system can be fixed by more administrative engineering.
• The health-care system can be fixed by more categorizing and commodifying to facilitate more calculating.
• The health-care system can be fixed with increased competition.
• Health-care organizations can be fixed by running them more like businesses.
Part 2 examines how health care is organized, in relation to what we know about differentiation, separation, and integration in organizations and systems in general. Mintzberg shows that in health care, the inclination has been to do an awful lot more differentiating than integrating. This has resulted in all sorts of excessive separations: curtains across the specialties, sheets over the patients, and walls and floors between the administrators. The favored form of organizing health care-the professional organization-is the source of its great strength as well as its debilitating weakness.
Part 3 then offers guidelines to reframe the core components of health care: strategy, organization, scale, ownership, management, and the “system” itself. For example, managing has to be about care more than cure, and organizing has to favor communityship over leadership, collaboration over competition.
Mintzberg begins in part 1 by confronting myths about health care, including the following:
• We have a system of health care.
• Health-care institutions can be fixed with more heroic leadership.
• The health-care system can be fixed by more administrative engineering.
• The health-care system can be fixed by more categorizing and commodifying to facilitate more calculating.
• The health-care system can be fixed with increased competition.
• Health-care organizations can be fixed by running them more like businesses.
Part 2 examines how health care is organized, in relation to what we know about differentiation, separation, and integration in organizations and systems in general. Mintzberg shows that in health care, the inclination has been to do an awful lot more differentiating than integrating. This has resulted in all sorts of excessive separations: curtains across the specialties, sheets over the patients, and walls and floors between the administrators. The favored form of organizing health care-the professional organization-is the source of its great strength as well as its debilitating weakness.
Part 3 then offers guidelines to reframe the core components of health care: strategy, organization, scale, ownership, management, and the “system” itself. For example, managing has to be about care more than cure, and organizing has to favor communityship over leadership, collaboration over competition.
How do project managers achieve spectacular results when they have no direct authority over their team members? Here's a foolproof process for engaging your team: one that begins with engaging yourself.
Project managers are frequently given the task of driving results without having any authority to back up their directives. This book helps project managers succeed when the deck is stacked against them. The secret to running spectacular projects is engaging and inspiring every person who's part of your project, so they feel responsible for the outcome. And that engagement starts with you-- you have to feel engaged and inspired yourself before you can inspire others. Ruth Pearce, "The Project Motivator" draws on principles from positive psychology, workplace engagement, and character strengths to come up with a foolproof methodology you can apply in your workplace today.
Project managers are frequently given the task of driving results without having any authority to back up their directives. This book helps project managers succeed when the deck is stacked against them. The secret to running spectacular projects is engaging and inspiring every person who's part of your project, so they feel responsible for the outcome. And that engagement starts with you-- you have to feel engaged and inspired yourself before you can inspire others. Ruth Pearce, "The Project Motivator" draws on principles from positive psychology, workplace engagement, and character strengths to come up with a foolproof methodology you can apply in your workplace today.
In this new paperback reissue of bestselling and award-winning book (hardcover edition sold 25,000 copies sold; Wall Street Journal Bestseller; Silver Medal Winner Axiom Business Book Awards for Best Business Book Fable), Noah Blumenthal shows workers and managers how abandoning our victim stories and embracing our heroic potential can both increase employee engagement and productivity and accelerate professional success.
Nadine Thompson, president and CEO of Warm Spirit, authors Values Sell, a ready-to-use guide for creative sales and distribution strategies. Her booming network marketing company currently employs 20,000 consultants nationwide and her business model has received national media attention from: The Wall Street Journal, O, Ebony, Essence, and others.