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If you're like most managers and things keep you up at night, now you can turn to a book that's designed especially for you! But you won't find talking rabbits or princesses here. (There is a cow, but it doesn't jump.) Henry Mintzberg has culled forty-two of the best posts from his widely read blog and turned them into a deceptively light, sneakily serious compendium of sometimes heretical reflections on management.
The moral here is this: managers need to leave their castles and find out what's actually going on in their kingdoms. And like real bedtime stories, these essays have metaphors galore. So prepare to grow strategies like weeds and organize like a cow. Discover the maestro myth of managing, find the soft underbelly of hard data, and learn why downsizing is bloodletting and your board should be a bee. Mintzberg writes, “Just try not to be outraged by anything you read, because some of my most outrageous ideas turn out to be my best. They just take a while to become obvious.”
The moral here is this: managers need to leave their castles and find out what's actually going on in their kingdoms. And like real bedtime stories, these essays have metaphors galore. So prepare to grow strategies like weeds and organize like a cow. Discover the maestro myth of managing, find the soft underbelly of hard data, and learn why downsizing is bloodletting and your board should be a bee. Mintzberg writes, “Just try not to be outraged by anything you read, because some of my most outrageous ideas turn out to be my best. They just take a while to become obvious.”
If you're like most managers and things keep you up at night, now you can turn to a book that's designed especially for you! But you won't find talking rabbits or princesses here. (There is a cow, but it doesn't jump.) Henry Mintzberg has culled forty-two of the best posts from his widely read blog and turned them into a deceptively light, sneakily serious compendium of sometimes heretical reflections on management.
The moral here is this: managers need to leave their castles and find out what's actually going on in their kingdoms. And like real bedtime stories, these essays have metaphors galore. So prepare to grow strategies like weeds and organize like a cow. Discover the maestro myth of managing, find the soft underbelly of hard data, and learn why downsizing is bloodletting and your board should be a bee. Mintzberg writes, “Just try not to be outraged by anything you read, because some of my most outrageous ideas turn out to be my best. They just take a while to become obvious.”
The moral here is this: managers need to leave their castles and find out what's actually going on in their kingdoms. And like real bedtime stories, these essays have metaphors galore. So prepare to grow strategies like weeds and organize like a cow. Discover the maestro myth of managing, find the soft underbelly of hard data, and learn why downsizing is bloodletting and your board should be a bee. Mintzberg writes, “Just try not to be outraged by anything you read, because some of my most outrageous ideas turn out to be my best. They just take a while to become obvious.”
Strategic planning deals with long-term goals and objectives. Performance management focusing on the performance of an organization, department, process, or employee—is what makes strategic planning work. Neither can be done without the other, but both must be adapted to the organization. This volume is designed as a reference for those involved in the day to-day challenge of performance management and measurement. Government managers will find ideas and practices that can be applied effectively in the federal environment.
Strategic planning deals with long-term goals and objectives. Performance management focusing on the performance of an organization, department, process, or employee—is what makes strategic planning work. Neither can be done without the other, but both must be adapted to the organization. This volume is designed as a reference for those involved in the day to-day challenge of performance management and measurement. Government managers will find ideas and practices that can be applied effectively in the federal environment.
This practical guide shows how to facilitate collaboration among diverse individuals and organizations to navigate complexity and create change in our interconnected world.
The social and environmental challenges we face today are not only complex, they are also systemic and structural and have no obvious solutions. They require diverse combinations of people, organizations, and sectors to coordinate actions and work together even when the way forward is unclear. Even so, collaborative efforts often fail because they attempt to navigate complexity with traditional strategic plans, created by hierarchies that ignore the way people naturally connect.
By embracing a living-systems approach to organizing, impact networks bring people together to build relationships across boundaries; leverage the existing work, skills, and motivations of the group; and make progress amid unpredictable and ever-changing conditions. As a powerful and flexible organizing system that can span regions, organizations, and silos of all kinds, impact networks underlie some of the most impressive and large-scale efforts to create change across the globe.
David Ehrlichman draws on his experience as a network builder; interviews with dozens of network leaders; and insights from the fields of network science, community building, and systems thinking to provide a clear process for creating and developing impact networks. Given the increasing complexity of our society and the issues we face, our ability to form, grow, and work through networks has never been more essential.
The social and environmental challenges we face today are not only complex, they are also systemic and structural and have no obvious solutions. They require diverse combinations of people, organizations, and sectors to coordinate actions and work together even when the way forward is unclear. Even so, collaborative efforts often fail because they attempt to navigate complexity with traditional strategic plans, created by hierarchies that ignore the way people naturally connect.
By embracing a living-systems approach to organizing, impact networks bring people together to build relationships across boundaries; leverage the existing work, skills, and motivations of the group; and make progress amid unpredictable and ever-changing conditions. As a powerful and flexible organizing system that can span regions, organizations, and silos of all kinds, impact networks underlie some of the most impressive and large-scale efforts to create change across the globe.
David Ehrlichman draws on his experience as a network builder; interviews with dozens of network leaders; and insights from the fields of network science, community building, and systems thinking to provide a clear process for creating and developing impact networks. Given the increasing complexity of our society and the issues we face, our ability to form, grow, and work through networks has never been more essential.
You want people to stretch their limits, but your conversations meant to help them often fall flat or backfire, creating more resistance than growth. Top leadership coach Marcia Reynolds offers a model for using the Discomfort Zone—the moment when the mind is most open to learning—to prompt people to think through problems, see situations more strategically, and transcend their limitations.
Drawing on recent discoveries in the neuroscience of learning, Reynolds shows how to ask the kinds of questions that short-circuit the brain's defense mechanisms and habitual thought patterns. Then, instead of being told, people see for themselves the insightful and often profound solutions to what is stopping their progress. The exercises and case studies will help you use discomfort in your conversations to create lasting changes and an enlivened workforce.
Drawing on recent discoveries in the neuroscience of learning, Reynolds shows how to ask the kinds of questions that short-circuit the brain's defense mechanisms and habitual thought patterns. Then, instead of being told, people see for themselves the insightful and often profound solutions to what is stopping their progress. The exercises and case studies will help you use discomfort in your conversations to create lasting changes and an enlivened workforce.
You want people to stretch their limits, but your conversations meant to help them often fall flat or backfire, creating more resistance than growth. Top leadership coach Marcia Reynolds offers a model for using the Discomfort Zone—the moment when the mind is most open to learning—to prompt people to think through problems, see situations more strategically, and transcend their limitations.
Drawing on recent discoveries in the neuroscience of learning, Reynolds shows how to ask the kinds of questions that short-circuit the brain’s defense mechanisms and habitual thought patterns. Then, instead of being told, people see for themselves the insightful and often profound solutions to what is stopping their progress. The exercises and case studies will help you use discomfort in your conversations to create lasting changes and an enlivened workforce.
Drawing on recent discoveries in the neuroscience of learning, Reynolds shows how to ask the kinds of questions that short-circuit the brain’s defense mechanisms and habitual thought patterns. Then, instead of being told, people see for themselves the insightful and often profound solutions to what is stopping their progress. The exercises and case studies will help you use discomfort in your conversations to create lasting changes and an enlivened workforce.
America's most popular progressive radio host and New York Times bestselling author Thom Hartmann reveals how and why neoliberalism became so prevalent in the United States and why it's time for us to turn our backs to it.
While America is at a crossroads regarding its economic future, many of us don't fully understand how we got here. In this powerful and accessible book, Thom Hartmann demystifies neoliberalism and explains how we can use this pivotal point in time to create a more positive future.
This book traces the history of neoliberalism-which applies to a set of capitalistic philosophies favoring free trade, financial austerity, and deregulation-up to the present. Hartmann explains how neoliberalism was sold as a cure for wars and the Great Depression. He outlines the impact that it has had on America, looking at different sectors, including healthcare, unemployment, and education.
Hartmann highlights how America can go one of two ways: continue going down the road to neoliberal oligarchy, as supported by the GOP, or choose to return to FDR's Keynesian economics, raise taxes on the rich, reverse free trade, and create a more pluralistic society.
While America is at a crossroads regarding its economic future, many of us don't fully understand how we got here. In this powerful and accessible book, Thom Hartmann demystifies neoliberalism and explains how we can use this pivotal point in time to create a more positive future.
This book traces the history of neoliberalism-which applies to a set of capitalistic philosophies favoring free trade, financial austerity, and deregulation-up to the present. Hartmann explains how neoliberalism was sold as a cure for wars and the Great Depression. He outlines the impact that it has had on America, looking at different sectors, including healthcare, unemployment, and education.
Hartmann highlights how America can go one of two ways: continue going down the road to neoliberal oligarchy, as supported by the GOP, or choose to return to FDR's Keynesian economics, raise taxes on the rich, reverse free trade, and create a more pluralistic society.
America's most popular progressive radio host and New York Times bestselling author Thom Hartmann reveals how and why neoliberalism became so prevalent in the United States and why it's time for us to turn our backs to it.
While America is at a crossroads regarding its economic future, many of us don't fully understand how we got here. In this powerful and accessible book, Thom Hartmann demystifies neoliberalism and explains how we can use this pivotal point in time to create a more positive future.
This book traces the history of neoliberalism-which applies to a set of capitalistic philosophies favoring free trade, financial austerity, and deregulation-up to the present. Hartmann explains how neoliberalism was sold as a cure for wars and the Great Depression. He outlines the impact that it has had on America, looking at different sectors, including healthcare, unemployment, and education.
Hartmann highlights how America can go one of two ways: continue going down the road to neoliberal oligarchy, as supported by the GOP, or choose to return to FDR's Keynesian economics, raise taxes on the rich, reverse free trade, and create a more pluralistic society.
While America is at a crossroads regarding its economic future, many of us don't fully understand how we got here. In this powerful and accessible book, Thom Hartmann demystifies neoliberalism and explains how we can use this pivotal point in time to create a more positive future.
This book traces the history of neoliberalism-which applies to a set of capitalistic philosophies favoring free trade, financial austerity, and deregulation-up to the present. Hartmann explains how neoliberalism was sold as a cure for wars and the Great Depression. He outlines the impact that it has had on America, looking at different sectors, including healthcare, unemployment, and education.
Hartmann highlights how America can go one of two ways: continue going down the road to neoliberal oligarchy, as supported by the GOP, or choose to return to FDR's Keynesian economics, raise taxes on the rich, reverse free trade, and create a more pluralistic society.
Discover the science-based secrets to reducing workplace stress, building unwavering resilience, and achieving success through the power of conversation.
Technology, isolation, and increasing demands for productivity are making the workplace a hotbed for stress-it's no surprise employees are abandoning traumatic workplaces in unprecedented numbers.
Ed Beltran,the CEO of a powerhouse leadership communication company, believes the antidote to stressed-out workplaces starts with conversation.
Beltran has developed a science-based model to reduce stress and help people build what he calls fierce resilience. By leveraging the power of conversations, individuals discover:
Technology, isolation, and increasing demands for productivity are making the workplace a hotbed for stress-it's no surprise employees are abandoning traumatic workplaces in unprecedented numbers.
Ed Beltran,the CEO of a powerhouse leadership communication company, believes the antidote to stressed-out workplaces starts with conversation.
Beltran has developed a science-based model to reduce stress and help people build what he calls fierce resilience. By leveraging the power of conversations, individuals discover:
- their unique stressors
- master skills to neutralize stressors
- build unwavering resilience that elevates their emotional well-being.
Discover the science-based secrets to reducing workplace stress, building unwavering resilience, and achieving success through the power of conversation.
Technology, isolation, and increasing demands for productivity are making the workplace a hotbed for stress-it's no surprise employees are abandoning traumatic workplaces in unprecedented numbers.
Ed Beltran,the CEO of a powerhouse leadership communication company, believes the antidote to stressed-out workplaces starts with conversation.
Beltran has developed a science-based model to reduce stress and help people build what he calls fierce resilience. By leveraging the power of conversations, individuals discover:
Technology, isolation, and increasing demands for productivity are making the workplace a hotbed for stress-it's no surprise employees are abandoning traumatic workplaces in unprecedented numbers.
Ed Beltran,the CEO of a powerhouse leadership communication company, believes the antidote to stressed-out workplaces starts with conversation.
Beltran has developed a science-based model to reduce stress and help people build what he calls fierce resilience. By leveraging the power of conversations, individuals discover:
- their unique stressors
- master skills to neutralize stressors
- build unwavering resilience that elevates their emotional well-being.
We all fear selling out. Yet we all face situations that test our ideals and values with no clear right answer. In a world where compromise is an essential aspect of life, authors Lily Zheng and Inge Hansen make the bold claim that everyone sells out-and that the real challenge lies in doing so ethically.
Zheng and Hansen share stories from a diversity of people who have found their own answers to this dilemma and offer new ways to think about marginalization, privilege, and self-interest. From these stories, they pull out teachable skills for taking the step from selling out to selling out ethically. The Ethical Sellout is for all those committed to maintaining their integrity in a messy world.
Zheng and Hansen share stories from a diversity of people who have found their own answers to this dilemma and offer new ways to think about marginalization, privilege, and self-interest. From these stories, they pull out teachable skills for taking the step from selling out to selling out ethically. The Ethical Sellout is for all those committed to maintaining their integrity in a messy world.
We all fear selling out. Yet we all face situations that test our ideals and values with no clear right answer. In a world where compromise is an essential aspect of life, authors Lily Zheng and Inge Hansen make the bold claim that everyone sells out-and that the real challenge lies in doing so ethically.
Zheng and Hansen share stories from a diversity of people who have found their own answers to this dilemma and offer new ways to think about marginalization, privilege, and self-interest. From these stories, they pull out teachable skills for taking the step from selling out to selling out ethically. The Ethical Sellout is for all those committed to maintaining their integrity in a messy world.
Zheng and Hansen share stories from a diversity of people who have found their own answers to this dilemma and offer new ways to think about marginalization, privilege, and self-interest. From these stories, they pull out teachable skills for taking the step from selling out to selling out ethically. The Ethical Sellout is for all those committed to maintaining their integrity in a messy world.
A Comprehensive Method, Tools, and Techniques for Building Sound Theory
Richard Swanson and Thomas Chermack present a complete five-step approach for developing sound theory in applied disciplines, from conceptualizing a theory to creating relevant assessment criteria, establishing a research agenda to test the theory’s validity, applying the theoretical concepts in the real world, and using that experience to further refine and improve the theory. The method is not restricted to any single discipline, nor is it limited by any research ideology. The authors provide a set of tools for each phase of the process, making this book accessible to a wide audience. And in addition to examples in each chapter, they offer two extended case examples of full theory building.
Improve Your Interpersonal Skills to Achieve Greater Management Success!
Any formula for management success must include a high level of interpersonal skills. The growing complexity of organizational portfolios, programs, and projects, as well as the increasing number and geographic dispersion of stakeholders and employees, makes a manager's interpersonal skills critical. The frequency and variety of interpersonal interactions and the pressure to perform multiple leadership roles successfully while ensuring customer satisfaction have never been greater.Interpersonal Skills for Portfolio, Program, and Project Managers offers practical and proven tools and methods you can use to develop your interpersonal skills and meet the challenges of today's competitive professional environment.
Develop the interpersonal skills you need to:
• Build effective, high-performing teams
• Work efficiently with virtual teams
• Develop approaches to build and maintain relationships with stakeholders at all levels
• Handle stress and deal with unexpected critical incidents
• Motivate your team
Whatever your level of experience, you will find these practical and proven methods to be the best formula for improving your interpersonal skills-and enhancing your management success.
The chapters include discussion questions, making this a perfect text for use in academic or workshop settings.
Any formula for management success must include a high level of interpersonal skills. The growing complexity of organizational portfolios, programs, and projects, as well as the increasing number and geographic dispersion of stakeholders and employees, makes a manager's interpersonal skills critical. The frequency and variety of interpersonal interactions and the pressure to perform multiple leadership roles successfully while ensuring customer satisfaction have never been greater.Interpersonal Skills for Portfolio, Program, and Project Managers offers practical and proven tools and methods you can use to develop your interpersonal skills and meet the challenges of today's competitive professional environment.
Develop the interpersonal skills you need to:
• Build effective, high-performing teams
• Work efficiently with virtual teams
• Develop approaches to build and maintain relationships with stakeholders at all levels
• Handle stress and deal with unexpected critical incidents
• Motivate your team
Whatever your level of experience, you will find these practical and proven methods to be the best formula for improving your interpersonal skills-and enhancing your management success.
The chapters include discussion questions, making this a perfect text for use in academic or workshop settings.
Improve Your Interpersonal Skills to Achieve Greater Management Success!
Any formula for management success must include a high level of interpersonal skills. The growing complexity of organizational portfolios, programs, and projects, as well as the increasing number and geographic dispersion of stakeholders and employees, makes a manager's interpersonal skills critical. The frequency and variety of interpersonal interactions and the pressure to perform multiple leadership roles successfully while ensuring customer satisfaction have never been greater.Interpersonal Skills for Portfolio, Program, and Project Managers offers practical and proven tools and methods you can use to develop your interpersonal skills and meet the challenges of today's competitive professional environment.
Develop the interpersonal skills you need to:
• Build effective, high-performing teams
• Work efficiently with virtual teams
• Develop approaches to build and maintain relationships with stakeholders at all levels
• Handle stress and deal with unexpected critical incidents
• Motivate your team
Whatever your level of experience, you will find these practical and proven methods to be the best formula for improving your interpersonal skills-and enhancing your management success.
The chapters include discussion questions, making this a perfect text for use in academic or workshop settings.
Any formula for management success must include a high level of interpersonal skills. The growing complexity of organizational portfolios, programs, and projects, as well as the increasing number and geographic dispersion of stakeholders and employees, makes a manager's interpersonal skills critical. The frequency and variety of interpersonal interactions and the pressure to perform multiple leadership roles successfully while ensuring customer satisfaction have never been greater.Interpersonal Skills for Portfolio, Program, and Project Managers offers practical and proven tools and methods you can use to develop your interpersonal skills and meet the challenges of today's competitive professional environment.
Develop the interpersonal skills you need to:
• Build effective, high-performing teams
• Work efficiently with virtual teams
• Develop approaches to build and maintain relationships with stakeholders at all levels
• Handle stress and deal with unexpected critical incidents
• Motivate your team
Whatever your level of experience, you will find these practical and proven methods to be the best formula for improving your interpersonal skills-and enhancing your management success.
The chapters include discussion questions, making this a perfect text for use in academic or workshop settings.
Every day we work with others to solve problems and make decisions, but the experience is often stressful, frustrating, and inefficient. In How to Make Collaboration Work, David Straus, a pioneer in the field of group problem solving, introduces five principles of collaboration that have been proven successful time and again in nearly every conceivable setting.
Straus draws on his thirty years of personal and professional experience to show how these principles have been applied by organizations as diverse as Ford Motor Company, the U.S. Environmental Protection Agency, Harvard Business School Publishing, Boston Public Schools, Kaiser Permanente, the city of Denver, and many others.
How to Make Collaboration Work shows how collaboration can become a joy rather than a chore-a kind of chemical reaction that releases far more energy than it consumes.
Straus draws on his thirty years of personal and professional experience to show how these principles have been applied by organizations as diverse as Ford Motor Company, the U.S. Environmental Protection Agency, Harvard Business School Publishing, Boston Public Schools, Kaiser Permanente, the city of Denver, and many others.
How to Make Collaboration Work shows how collaboration can become a joy rather than a chore-a kind of chemical reaction that releases far more energy than it consumes.
Every day we work with others to solve problems and make decisions, but the experience is often stressful, frustrating, and inefficient. In How to Make Collaboration Work, David Straus, a pioneer in the field of group problem solving, introduces five principles of collaboration that have been proven successful time and again in nearly every conceivable setting.
Straus draws on his thirty years of personal and professional experience to show how these principles have been applied by organizations as diverse as Ford Motor Company, the U.S. Environmental Protection Agency, Harvard Business School Publishing, Boston Public Schools, Kaiser Permanente, the city of Denver, and many others.
How to Make Collaboration Work shows how collaboration can become a joy rather than a chore-a kind of chemical reaction that releases far more energy than it consumes.