Do you feel stuck? Are you trying to figure out how to get unstuck?

• Presents a personal profile that takes less than ten minutes to complete but offers lessons for a lifetime
• Helps you focus on your reactions to a particular situation, reflect on what’s working and what’s not, and act in more conscious and productive ways
• Exposes the limitations of traditional performance improvement strategies

Often when people feel stuck, they try to change something about themselves. Authors Ritchey and Axelrod suggest that instead they should learn to see situations in new ways and create new options for themselves and others. That process begins with DiSC, an assessment tool that reveals what style one typically uses: Dominance (direct and decisive), Influence (optimistic and outgoing), Supportive (sympathetic and accommodating), and Conscientious (concerned and correct).

This book teaches readers how to recognize their own style and its implications, how to read the style of others, and how to choose the most effective style (or combination of styles) for any situation. I’m Stuck, You’re Stuck will help readers better understand why they and other people do the things they do in difficult situations and learn to respond to these situations mindfully, respectfully, and effectively.

• Presents a personal profile that takes less than ten minutes to complete but offers lessons for a lifetime
• Helps you focus on your reactions to a particular situation, reflect on what’s working and what’s not, and act in more conscious and productive ways
• Exposes the limitations of traditional performance improvement strategies

Often when people feel stuck, they try to change something about themselves. Authors Ritchey and Axelrod suggest that instead they should learn to see situations in new ways and create new options for themselves and others. That process begins with DiSC, an assessment tool that reveals what style one typically uses: Dominance (direct and decisive), Influence (optimistic and outgoing), Supportive (sympathetic and accommodating), and Conscientious (concerned and correct).

This book teaches readers how to recognize their own style and its implications, how to read the style of others, and how to choose the most effective style (or combination of styles) for any situation. I’m Stuck, You’re Stuck will help readers better understand why they and other people do the things they do in difficult situations and learn to respond to these situations mindfully, respectfully, and effectively.

E-SUPPLY CHAIN, the most advanced and up-to-date publication of its kind, reveals how companies can form the necessary business alliances to combine the power of supply chain and the Internet-two of most versatile and effective business tools of the new century.

E-Supply Chain shows how leading companies have forged a one- to two-year lead over competing supply chain networks using the marriage of supply chain and e-commerce to achieve market dominance. The authors present a step-by-step process for establishing joint efforts and combining best practices to create an unbeatable network of seamless response to specific business customers or consumer groups.

Rich in details and action studies, E-Supply Chain is a hands-on guide to implementing the changes necessary in each of the major functions of a typical firm-purchasing, marketing, sales, customer service, engineering, planning, manufacturing, logistics, and more. The authors detail how the e-supply chain network evolves to become a global "value chain constellation," destined to dominate specific markets and industries while always keeping the satisfaction of the customer or consumer as the ultimate goal.

Combined with Poirier's two earlier books, Supply Chain Optimization and Advanced Supply Chain Management, E-Supply Chain completes the trilogy that can take any organization from its beginning stages to full application of advanced supply chain and e-commerce techniques.

• From the foremost expert on supply chain management
• Shows how market leaders are focusing their entire organization on driving value to customers
• A practical guide for developing effective supply chain plans and e-business models
• Reveals how leading firms have forged up to a two-year lead over competing supply chain networks
• Rich in details and action studies of what works and what doesn't

* Updated paperback edition includes a new chapter and a Reader's Guide * Explores the real causes of the Enron fiasco and other recent corporate scandals * Explodes the myth that the stock market is "democratizing" wealth * Gives practical guidance to help employees and communities change corporate governance and unfetter the genius of the free market Wealth inequality, corporate welfare, and industrial pollution are symptoms-the fevers and chills of the economy. The underlying illness, says Business Ethics magazine founder Marjorie Kelly, is shareholder primacy: the corporate drive to make profits for shareholders, no matter who pays the cost. In The Divine Right of Capital, Kelly argues that focusing on the interests of stockholders to the exclusion of everyone else's interests is a form of discrimination based on property or wealth. She shows how this bias is held by our institutional structures, much as they once held biases against blacks and women. The Divine Right of Capital exposes six aristocratic principles that corporations are built on, principles that we would never accept in our modern democratic society but which we accept unquestioningly in our economy. Wealth bias is a holdover from our pre-democratic past. It has enabled shareholders to become a kind of economic aristocracy. Kelly shows how to design more equitable alternatives-new property rights, new forms of corporate governance, new ways of looking at corporate performance-that build on both free-market and democratic principles. We think of shareholder primacy as the natural law of the free market, much as our forebears thought of monarchy as the most natural form of government. But in The Divine Right of Capital, Kelly brilliantly demonstrates that it is no more "natural" than any other human creation. People designed this system and people can change it. We need a change of mind as profound as that of the American Revolution. We must question the legitimacy of a system that gives the wealthy few-the ten percent of Americans who own ninety percent of all stock-a disproportionate power over the many. In so doing, we can fulfill the democratic principles of our nation not only in the political sphere, but in the economic sphere as well.

• Updated paperback edition includes a new chapter and a Reader's Guide
• Explores the real causes of the Enron fiasco and other recent corporate scandals
• Explodes the myth that the stock market is "democratizing" wealth
• Gives practical guidance to help employees and communities change corporate governance and unfetter the genius of the free market

• By the author of the bestselling classic Evaluating Training Programs
• Addresses today's most difficult training challenge: transferring what's taught to actual employee performance
• Includes best practice case studies from a dozen top-performing companies

Donald Kirkpatrick's famous four level model has become the model for evaluating the effectiveness of training programs. In Transferring Learning to Behavior, Donald and his son James show how this model can be used to confront what has always been the most difficult training challenge: getting people to apply what they learn once the training is over.

This book begins with an overview of the current state of the four levels, and outlines the three main reasons for the fatal disconnect between learning and behavior. Part II describes the five foundations for success that must be in place before moving on to confront the true challenge of transferring learning to behavior. Part III addresses the main question, showing precisely how to ensure that there is organizational support, and employee and managerial accountability, for putting the new behaviors into practice. The book closes with 12 best-practice case studies from companies such as Toyota, First USA Bank, Nextel, and Anthem Blue Cross/Blue Shield, that bring alive the concepts, principles, and techniques presented throughout the earlier chapters.

Now, more than ever, the pressure is on to demonstrate concrete results from training--but techniques like Return on Investment calculations aren't impressive if it's obvious that new behaviors aren't becoming business as usual. Transferring Learning to Behavior shows how an already proven model can be applied to solve this most difficult problem and produce concrete results.

• By the author of the bestselling classic Evaluating Training Programs
• Addresses today's most difficult training challenge: transferring what's taught to actual employee performance
• Includes best practice case studies from a dozen top-performing companies

Richard Leider and David Shapiro helped hundreds of thousands, if not millions of people discover the true purpose of their lives with their classic bestseller Repacking Your Bags. Now they focus their attention on the second half of life, showing readers how to claim their rightful place as new elders, men and women who, the authors write, "use the second half of life as an empty canvas, a blank page, a hunk of clay to be crafted on purpose." Claiming Your Place at the Fire uses dozens of inspiring and surprising stories of new elders, as well as thought-provoking exercises like the Fireside Chats that conclude each chapter, to help readers address four key questions: Who am I? How do I stoke the wisdom gained in the first half of my life to burn more brightly in the second half? Where do I belong? What makes a place the right place for me in the second half? What do I care about? Where do I want to use my gifts and talents in the second half? What is my purpose? How do I leave a legacy that has real meaning for myself and my loved ones? What is my purpose? How do I leave a legacy that has real meaning for myself and my loved ones? For the next 12 years, there will be 10,000 people a day in the U.S. alone turning 50. Never before have so many entered into the second half of life so vital, healthy, and free. And never before have so many had such a hunger for direction in how to live this stage of their lives in a purposeful way. Claiming Your Place at the Fire shows how to embrace the lessons that we learn as we age and share these lessons in a manner that is relevant and meaningful to ourselves and the people whose lives we touch.Richard Leider and David Shapiro helped hundreds of thousands, if not millions of people discover the true purpose of their lives with their classic bestseller Repacking Your Bags. Now they focus their attention on the second half of life, showing readers how to claim their rightful place as new elders, men and women who, the authors write, "use the second half of life as an empty canvas, a blank page, a hunk of clay to be crafted on purpose." Claiming Your Place at the Fire uses dozens of inspiring and surprising stories of new elders, as well as thought-provoking exercises like the Fireside Chats that conclude each chapter, to help readers address four key questions: Who am I? How do I stoke the wisdom gained in the first half of my life to burn more brightly in the second half? Where do I belong? What makes a place the right place for me in the second half? What do I care about? Where do I want to use my gifts and talents in the second half? What is my purpose? How do I leave a legacy that has real meaning for myself and my loved ones? What is my purpose? How do I leave a legacy that has real meaning for myself and my loved ones? For the next 12 years, there will be 10,000 people a day in the U.S. alone turning 50. Never before have so many entered into the second half of life so vital, healthy, and free. And never before have so many had such a hunger for direction in how to live this stage of their lives in a purposeful way. Claiming Your Place at the Fire shows how to embrace the lessons that we learn as we age and share these lessons in a manner that is relevant and meaningful to ourselves and the people whose lives we touch.

• By the authors of the bestselling Repacking Your Bags (over 300,000 copies sold) and Whistle While You Work (over 40,000 copies sold)
• While most related books deal with aging and retirement as decline, this is a new and enlightening approach to what the authors call "vital aging"
• Uses the timeless, primordial metaphor of fire as a powerful organizing device to describe the four key characteristics of "new elders"

Applying the concept of historical waves originally propounded by Alvin Toffler in The Third Wave, Herman Maynard and Susan Mehrtens look toward the next century and foresee a "fourth wave," an era of integration and responsibility far beyond Toffler's revolutionary description of third-wave postindustrial society. Whether we attain this stage of global well-being, however, will depend on how well our business institutions adapt and change. The Fourth Wave examines the ways business has changed in the second and third waves and must continue to change in the fourth. The changes concern the basics-how an institution is organized, how it defines wealth, how it relates to surrounding communities, how it responds to environmental needs, and how it takes part in the political process. Maynard and Mehrtens foresee a radically different future in which business principles, concern for the environment, personal integrity, and spiritual values are integrated. The authors also demonstrate the need for a new kind of leadership-managers and CEOs who embrace an attitude of global stewardship; who define their assets as ideas, information, creativity, and vision; and who strive for seamless boundaries between work and private lives for all employees.

Applying the concept of historical waves originally propounded by Alvin Toffler in The Third Wave, Herman Maynard and Susan Mehrtens look toward the next century and foresee a "fourth wave," an era of integration and responsibility far beyond Toffler's revolutionary description of third-wave postindustrial society. Whether we attain this stage of global well-being, however, will depend on how well our business institutions adapt and change.

The Fourth Wave examines the ways business has changed in the second and third waves and must continue to change in the fourth. The changes concern the basics-how an institution is organized, how it defines wealth, how it relates to surrounding communities, how it responds to environmental needs, and how it takes part in the political process.

Maynard and Mehrtens foresee a radically different future in which business principles, concern for the environment, personal integrity, and spiritual values are integrated. The authors also demonstrate the need for a new kind of leadership-managers and CEOs who embrace an attitude of global stewardship; who define their assets as ideas, information, creativity, and vision; and who strive for seamless boundaries between work and private lives for all employees.