We live in a time of chaos, rich in potential for new possibilities. A new world is being born. We need new ideas, new ways of seeing, and new relationships to help us now. New science—the new discoveries in biology, chaos theory, and quantum physics that are changing our understanding of how the world works—offers this guidance. It describes a world where chaos is natural, where order exists "for free." It displays the intricate webs of cooperation that connect us. It assures us that life seeks order, but uses messes to get there.
This book will teach you how to move with greater certainty and easier grace into the new forms of organizations and communities that are taking shape. You'll learn that:
• Relationships are what matters—even at the subatomic level
• Life is a vast web of interconnections where cooperation and participation are required
• Chaos and change are the only route to transformation
In this expanded edition, Wheatley provides examples of how non-linear networks and self-organizing systems are flourishing in the modern world. In the midst of turbulence, Wheatley shows, we create work and lives rich in meaning.
2013
We still face the challenge of fostering ownership and accountability throughout our organizations. Despite all the evidence calling for profound change, most organizations still rely on patriarchy and control as their core form of governance. The result is that they stifle initiative and spirit and alienate people from the work they do. This in the face of an increasing need to find ways to be responsive to customers and the wider community.
Peter Block insists that what is required is a dramatic shift in how we distribute power, privilege, and the control of money. “Stewardship,” he writes, “means giving people at the bottom and the boundaries of the organization choice over how to serve a customer, a citizen, a community. It is the willingness to be accountable for the well-being of the larger organization by operating in service, rather than in control, of those around us.”
Block has revised and updated the book throughout, including a new introduction addressing what has changed—and what hasn't—in the twenty years since the book was published and a new chapter on applying stewardship to the common good of the wider community. He covers both the theory of stewardship (in particular how it ameliorates the shortcomings of traditional leadership) and the practice (how it transforms every function and department for the better). And he offers tactical advice as well on gearing up to implement these reforms.
2014
At one time or another, everyone in a position of authority-whether in a multi-national corporation or a local volunteer group-wonders what the key to great leadership is. And who better to answer that question than the team of Ken Blanchard, whose books on leadership have sold over 20 million copies, and Mark Miller, who worked his way up from line worker to vice president of one of the largest fast-food chains in the country. In The Secret, Blanchard and Miller use the uniquely accessible "business fable" format that Blanchard pioneered to get at the heart of what makes a leader truly able to inspire and motivate people. Debbie Brewster, recently promoted and struggling, finds herself about to lose her job due to poor performance. In an attempt to save her career, she enrolls in a new mentoring program offered by her company. Much to her surprise, Debbie finds her mentor is none other than Jeff Brown, the president of the company. Debbie decides that she is going to ask her new mentor the one question she feels she desperately needs answered: "What is the secret of great leaders?" Jeff's immediate answer-that great leaders serve their followers-completely flummoxes Debbie. Over the next 18 months, Jeff helps Debbie discover and explore five fundamental ways that leaders lead through service.
The Secret puts what Blanchard and Miller have learned about leadership in a form that anyone can easily understand, embrace, and pursue. It is a book that will benefit not only those who read it, but also the organizations they work in and the people who look to them for guidance.
The second edition includes revised and updated content including:
• A new foreword by John Maxwell
• A new resource section in the back matter summarizing key learning points
• A greater focus on the book's primary focus: servant leadership
• A more humanized protagonist
• Numerous other minor renovations throughout
Empowerment Takes More Than a Minute tells the story of a young manager whose attempts to turn his troubled company around through traditional top-down, command-and-control management are failing. Reluctantly, he contacts an expert in empowerment, even though he feels like he's already tried that approach. Step by step, the expert helps him understand why his past and present efforts have fallen short and figure out what he needs to do to create an empowered workforce. The process as it unfolds is complex, paradoxical, and counterintuitive—but well worth the effort.
This new edition dispels the notion that empowerment is a bygone fad. No matter what its name, the essential concept—that organizations can achieve extraordinary results by recognizing and taking advantage of the skills, experience, and knowledge already existing in the organization—will always be relevant. Although sometimes arduous, the journey to empowerment is well worth embarking on. In fact, unleashing the power of people in an organization may be the only way to continue to do business in a competitive, complicated marketplace.
- A timely new update of the classic empowerment fable (over 270,000 copies sold) from the coauthor of The One Minute Manager
- An all-new introduction locates empowerment in the current business climate
- A new epilogue offers practical guidance to overcome obstacles and implement ideas
- An updated edition of the bestselling classic
- Donald Kirkpatrick is a true legend in the training field: he is a past president of ASTD, a member of Training magazine's "HRD Hall of Fame," and the recipient of the 2003 "Lifetime Achievement Award in Workplace Learning and Performance" from ASTD
In 1959 Donald Kirkpatrick developed a four-level model for evaluating training programs. Since then, the "Kirkpatrick Model" has become the most widely used approach to training evaluation in the corporate, government, and academic worlds.
Evaluating Training Programs provided the first comprehensive guide to Kirkpatrick's Four Level Model, along with detailed case studies of how the model is being used successfully in a wide range of programs and institutions. This new edition includes revisions and updates of the existing material plus new case studies that show the four-level model in action.
Going beyond just using simple reaction questionnaires to rate training programs, Kirkpatrick's model focuses on four areas for a more comprehensive approach to evaluation: Evaluating Reaction, Evaluating Learning, Evaluating Behavior, and Evaluating Results.
Evaluating Training Programs is a how-to book, designed for practitiners in the training field who plan, implement, and evaluate training programs. The author supplements principles and guidelines with numerous sample survey forms for each step of the process. For those who have planned and conducted many programs, as well as those who are new to the training and development field, this book is a handy reference guide that provides a practical and proven model for increasing training effectiveness through evaluation.
In the third edition of this classic bestseller, Kirkpatrick offers new forms and procedures for evaluating at all levels and several additional chapters about using balanced scorecards and "Managing Change Effectively." He also includes twelve new case studies from organizations that have been evaluated using one or more of the four levels--Caterpillar, Defense Acquisition University, Microsoft, IBM, Toyota, Nextel, The Regence Group, Denison University, and Pollack Learning Alliance.
Evaluating Training Programs may also be purchased as chapters from Fast Fundamentals: The BK Whitepaper Series.
In America, organizations spend $175 billion in training initiatives and more than $500 billion in human resource solutions every year yet often have little to show for it. One reason is that people “jump to solutions” before they identify the causes of the problem. Performance consultants are effective because they partner with clients to clarify business goals and determine root causes for gaps between desired and current results. Only then are specific solutions agreed upon and implemented.
This third edition of the classic book that introduced performance consulting adds a wealth of new material. There are new case examples throughout and four new chapters providing detailed steps for measuring results from performance consulting initiatives on five different levels, including ROI. The book includes a never-before-published Alignment and Measurement Model, allowing you to connect organizational needs and performance consulting initiatives designed to address those needs with the appropriate level of measurement.
This remains a profoundly practical book, featuring tools, models, and checklists. It will enable you to make a difference in your organization that is valued, measurable, and sustainable.
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