NEW EDITION, REVISED AND UPDATED Unequal taxes, unequal accountability for crime, unequal influence, unequal control of the media, unequal access to natural resources—corporations have gained these privileges and more by exploiting their legal status as persons. How did something so illogical and unjust become the law of the land? Americans have been struggling with the role of corporations since before the birth of the republic. As Thom Hartmann shows, the Boston Tea Party was actually a protest against the British East India Company—the first modern corporation. Unequal Protection tells the astonishing story of how, after decades of sensible limits on corporate power, an offhand, off-the-record comment by a Supreme Court justice led to the Fourteenth Amendment—originally passed to grant basic rights to freed slaves—becoming the justification for granting corporations the same rights as human beings. And Hartmann proposes specific legal remedies that will finally put an end to the bizarre farce of corporate personhood. This new edition has been thoroughly updated and features Hartmann’s analysis of two recent Supreme Court cases, including Citizens United v. Federal Election Commission, which tossed out corporate campaign finance limits.

In Building a Win-Win World , world-renowned futurist Hazel Henderson extends her twenty-five years of work in economics to examine the havoc the current economic system is creating at the global level. Markets are now spreading worldwide-a spread which is often equated with the hope of democracy spreading along with it. But markets still run on old textbook models that ignore social and environmental costs-leading to a new kind of warfare: global economic warfare. Building a Win-Win World demonstrates how the global economy is unsustainable because of its negative effects on employees, families, communities, and the ecosystem. Henderson shows that win-win strategies can become the norm at every level when people see the true current and future costs of short-sighted, narrow economic policies. Henderson shows how humans are encountering the endgames of the competition/conflict paradigm, and identifies the signs of transition. Using warfare as a metaphor for the dark side of today's world economic system, she shows how both are destructive, inhumane, wasteful, irrational, inefficient, competitive, and crisis-driven. Both create more new problems than they solve. She describes how the globalization of the war system, technology, and industrialization brought the Cold War to a dead end. By the mid-1980s the global warfare paradigm had given ground to a global economic warfare which many economists, politicians, and business leaders hailed as a victory of capitalism and competitive "free markets." Yet this new type of warfare proved little better than the military warfare it was advertised to replace. By the mid-1990s global economic warfare had already reached crisis points of its own. Building a Win-Win World examines how jobs, education, health care, human rights, democratic participation, socially responsible business, and environmental protection are all sacrificed to "global competitiveness." Henderson shows many ways out of the dilemmas faced by all countries. New agreements are described to tame the global economic casino, regulate multi-national corporations, and levy fees for commercial use of global common resources-oceans, atmosphere, space, etc.-and tax their abuse. These revenues can then be invested in civilian needs and sectors worldwide. She also describes a trend toward "grassroots globalism"-citizens movements that are addressing poverty, social inequities, pollution, resource-depletion, violence, and wars. Grassroots globalism, she says, is about thinking and acting-globally and locally. It is pragmatic problem-solving, implementing local solutions that keep the planet in mind. Such social innovations can raise the ethical floor under the global playing field so that the most ethical companies and countries can win.

• Explores current economic trends in search of ways to accelerate human development that are sustainable within the earth's ecosystems
• Examines how social innovations are finding expression in new forms of enterprise, new institutions, partnerships, and cooperative agreements that can lead to the building of a win-win world
• Offers positive approaches for concerned citizens who accept that personal development and rights bring a greater responsibility for the human family

This is the first book on influencing others that is aimed squarely at introverts, who make up half of the U.S. population. Jenifer Kahnweiler demonstrates how introverts, who get their energy from within, can be the most effective influencers of all by playing to their natural strengths rather than by trying to use traditional, extrovert-based influencing methods.Introverts may feel powerless in a world where extroverts seem to rule, but there's more than one way to have some sway. Jennifer Kahnweiler proves introverts can be highly effective influencers when, instead of trying to act like extroverts, they use their natural strengths to make a difference. Kahnweiler identifies six unique strengths of introverts and includes a Quiet Influence Quotient (QIQ) quiz to measure how well you're using these six strengths now. Then, through questions, tools, exercises, and powerful real-world examples, you will increase your mastery of these strengths.

• The first book to identify six unique strengths that can make introverts powerful influencers
• Includes quizzes, exercises, and worksheets for putting quiet influencer methods into practice on a daily basis
• Features interviews with and examples of real-life quiet influencers
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• Companion online product: Quiet Influence Quotient (QIQ) Self-Assessment
  

Introverts may feel powerless in a world where extroverts seem to rule, but theres more than one way to have some sway. As Jennifer Kahnweiler proves in this much-needed book, introverts can be highly effective influencers when, instead of trying to act like extroverts, they use their natural strengths. Kahnweiler shows how you can use those strengths to challenge the status quo, provoke new ways of thinking, effect change, and inspire others to move forward.

Kahnweiler identifies six unique strengths introverts have:

• Taking Quiet Time: The periods of solitude that introverts crave provide them with a powerful source of creativity and self-awareness.
• Preparation: Careful preparation, which makes introverts feel more comfortable, also makes them very knowledgeable and able to anticipate objections.
• Writing: Introverts preference for writing over speaking enables them to influence others through deep, authentic, well-developed arguments.
• Engaged Listening: Introverts are great listenerstheyd rather listen than talkwhich is a crucial skill for establishing rapport and mutual understanding.
• Focused Conversation: Introverts dont like small talk, but they excel at the serious, purpose-driven, one-on-one interactions vital for winning people over.
• Thoughtful Use of Social Media: Oversharing doesnt appeal to introverts online any more than it does offline, so they naturally use social media in a thoughtful, and more effective, way.

Kahnweiler includes a Quiet Influence Quotient quiz to measure how well youre using these six strengths now. Then, through questions, tools, exercises, and real-world examples, she helps you increase your mastery of these strengths. Quiet Influence is the must-have guide to deeper insight and greater impact that introverts have been waiting for and that extroverts can learn from.

• Find out more at www.gitawalkthrough.com

"The key questions for today's managers and leaders," writes Jack Hawley, "are no longer issues of task and structure, but questions of spirit." Not only do we all yearn for spiritually rooted qualities at work, those very qualities-integrity, character, love, inspiration, faith, reverence-are key factors in an enterprise's success.

Through real-life examples, Hawley shows how people can create improved workplaces and more resilient, effective, and successful organizations. He shows how leaders and managers who are motivated by a spiritual vision will liberate the best in people, and explains why all leadership is spiritual.

Hawley offers examples of people actually living by their inner truth at work, and shows how such people can create an improved place to work and a more resilient, effective organization.

• Find out more at www.gitawalkthrough.com

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.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 book to offer an integrated approach for recognizing and dealing with the hidden processes that sabotage organizational change efforts
• Identifies five different dimensions of these covert processes
• Offers a comprehensive approach that can be used to address any type of covert process

As the story opens one snowy afternoon, a commuter jet carrying twelve executives fresh from an exclusive "leadership conference" crashes in the mountains near a Colorado ski resort. Out of the wreckage stagger the twelve VIP's, suddenly finding themselves chained together. Scattered among them are real estate speculators, airline tycoons, CFO's, backstabbers, frauds, yes-men, influence peddlers, liars, and double-crossers. Orange and red lights jump and flash to their sides. Hissing sounds like ventilated steam sigh from the cavernous roof. Decay is in the air. And death. And doom. Despair comes once they realize where they are. And why. And what it will take to escape.

They are in Management Hell, facing Satan's Chief Operating Officer, Reflecto, who lays down the rules: "You know budgets and prices and costs. You know chains of command and spans of control. You know how to put a positive spin on a disastrous project, how to doll up an annual report to make a stupid investment seem brilliant! But you are here because you lack management wisdom! Your shortsightedness, your greed, your well-intentioned management styles and your tried and true techniques just don't cut it anymore!

"To escape, to leave this inferno, you must amuse me and my boss. Each in a different way. You must teach us of your errors and triumphs, enlighten our feeble devil minds, if you will. You must impart management wisdom to us.

"You must compose meaningful, entertaining, perhaps even amusing stories. Stories that demonstrate the folly and futility of your individual sins! Stories that repudiate your errors. If every story pleases Satan, if he learns enduring lessons from each, you shall all be allowed to leave. That is how you escape from Management Hell!"

Management Hell looks a lot like the organizations that people work in today. It's a place of rapidly increasing demands on productivity, fewer resources, and greater ethical dilemmas than ever before. Robert Gilbreath offers readers a way to escape this hellish territory. Twelve tales of horror, humor, and heroism help us make sense of the madness of modern management and to find our way out of age-old managerial dilemmas.

Gilbreath's premise-twelve modern executives marooned in hell, faced with the task of defending themselves to the devil by telling stories that expose the folly of their business practices-allows readers to step back from their normal daily grind and to see startling new perspectives that they may have been missing. The stories are set in exotic places-from ancient Rome to Easter Island-yet the characters and predicaments are familiar to everyone in business and management today.

These fascinating fables reflect encounters familiar to everyone in business and shatter common myths about innovation, leadership, control, and consensus building. Managers at every level can use the insights to transform the hell of modern management into resources for creativity, courage, and lasting change.

In twelve engaging stories, modern executives marooned in hell face the task of defending themselves to the devil by telling stories exposing the folly of their business practices. These stories offer readers a way to escape the hellish territory of today's organizations, and make sense of the madness of modern management.