As the 20th century dawned there was a silent but fateful transformation in the purpose of the American economy. Finance stopped serving industry and twisted industry to serve its own ends. THE SPECULATION ECONOMY shows this reversal of economic priorities, and its sometimes-disastrous consequences, demonstrated most recently by Enron.American companies once focused exclusively on providing the best products and services. But today, most corporations are obsessed with maximizing their stock prices, resulting in short-term thinking and the kind of cook-the-books corruption seen in the Enron and WorldCom scandals. How did this happen? In this groundbreaking book, Lawrence E. Mitchell traces the origins of the problem to the first decade of the 20th century, when industrialists and bankers began merging existing companies into huge “combines”—today’s giant corporations—so they could profit by manufacturing and selling stock in these new entities. He describes and analyzes the legal changes that made this possible, the federal regulatory efforts that missed the significance of this transforming development, and the changes in American society and culture that led more and more Americans to enter the market, turning from relatively safe bonds to riskier common stock in the hopes of becoming rich. Financiers and the corporations they controlled encouraged this trend, but as stock ownership expanded and businesses were increasingly forced to cater to stockholders’ “get rich quick” expectations, a subtle but revolutionary shift in the nature of the American economy occurred: finance no longer served industry; instead, industry began to serve finance. The Speculation Economy analyzes the history behind the opening of this economic Pandora’s box, the root cause of so many modern acts of corporate malfeasance.

• The first book to reveal the deep historical roots of the modern corporate obsession with stock price—a major cause of recent scandals like those at Enron and WorldCom

• Details how the rise of the modern corporation created the modern stock market—and why this led to an economy dominated by stock speculation

In today's highly networked and competitive global economy, mounting social and environmental problems are forcing corporations to focus on more than just their stockholders' interest in meeting bottom line profitability. More and more companies are recognizing the value of identifying and building relationships with all of their organization's stakeholders-employees, customers, suppliers, and even communities. In fact, recent research has shown that companies that treat their employees well, create jobs in the local economy, develop innovative products and services, take care of the environment, and contribute to the community, are often more profitable. In The Stakeholder Strategy, sociologist Ann Svendsen presents an effective and practical step-by-step guide that companies can use to forge a network of powerful and profitable collaborative stakeholder relationships. While some forward-thinking corporations have tried limited collaborative approaches-focusing on one stakeholder group at a time-few have taken a comprehensive and strategic approach to building relationships with all of their stakeholders, notes Svendsen. And, while considerable commitment to the idea of stakeholder collaboration exists, there is a lack of knowledge and understanding about how to develop these relationships. The Stakeholder Strategy is the first book to show business leaders and managers how to establish and maintain positive, mutually beneficial stakeholder relationships. Based on a synthesis of ideas from community relations, corporate philanthropy, stakeholder management, organizational change, sustainability, and the corporate social responsibility literature, it offers an integrated framework, as well as the practical tools for developing new kinds of collaborative relationships. Svendsen uses easy-to-grasp concepts from everyday life, such as the process we go through in finding a mate or developing a long-term friendship, to illustrate these relationship-building strategies. She lays out the steps a company should take to create a collaboration-friendly organization: establishing a social mission, values, and ethical guidelines; assessing corporate readiness for collaboration; and making changes in communication, information and reward systems to support internal and external collaboration. Featuring case study examples from companies in North America and Europe who are working to build collaborative relationships with their stakeholders, The Stakeholder Strategy is the first book to provide a detailed explanation of how to conduct stakeholder audits and social audits so that companines can evaluate their relationship-building success and keep on track.

• Provides an integrated framework for understanding a corporations responsibilities to a broad array of stakeholders-from customers to suppliers, employees, and communities.
• Offers a step-by-step guide as well as practical strategies that companies can use to forge a network of powerful and profitable collaborative
• stakeholder relationships.
• Features case study examples of companies across North America and Europe that are building collaborative relationships with their stakeholders.

It’s time for a new kind of economy We’re overusing the earth’s finite resources, and yet excessive consumption is failing to improve our lives. In Enough Is Enough, Rob Dietz and Dan O’Neill lay out a visionary but realistic alternative to the perpetual pursuit of economic growth—an economy where the goal is not more but enough. They explore specific strategies to conserve natural resources, stabilize population, reduce inequality, fix the financial system, create jobs, and more—all with the aim of maximizing long-term well-being instead of short-term profits. Filled with fresh ideas and surprising optimism, Enough Is Enough is the primer for achieving genuine prosperity and a hopeful future for all. “Humans seem to be intent on confirming the argument of biologist Ernst Mayr that higher intelligence may be a lethal mutation. But the grim prognosis is not inevitable. This lucid, informed, and highly constructive book shows that with the will to act, solutions can be found to build a steady-state economy geared to meeting human needs.” —Noam Chomsky “Rob Dietz and Dan O’Neill bring clarity and style to their impassioned and meticulous analysis, offering the way to a better quality of life and a sustainable future for all.” —Kate Pickett, Professor of Epidemiology, University of York; cofounder, The Equality Trust; and coauthor of The Spirit Level “Dietz and O’Neill create a remarkable vision—a world with enough prosperity and happiness for everyone, not just for a few. This book will restore your hope in the future and give you specific things you can do to help!” —Thom Hartmann, internationally syndicated talk show host and author of twenty-four books

In today’s fast-paced business environment, frequent feedback and “course correction” is absolutely vital. But about the only time most managers offer employees feedback is during scheduled (and generally infrequent) performance appraisals, which tend to be stiff, formal, and—whether intentionally or not—adversarial, and therefore ineffective. Formula 2+2 offers a simple yet powerful approach to revolutionizing feedback conversations. It details the five secrets of effective feedback: • Timeliness • Balance • Focus • Specificity • Follow-up Formula 2+2 shows how to foster a culture of continuous feedback which increases the effectiveness of the manager, protects the spirit and dignity of employees, and provides a systematic approach to reinforcing and improving employee performance.The latest volume in Berrett-Koehler's Ken Blanchard Series Includes a foreword by Ken Blanchard, an introduction by Bill Cosby, and a mid-book message from lunar astronaut Buzz Aldrin Offers managers a simple system that will increase their effectiveness and improve employee morale and productivity Written in the accessible and compelling Blanchard storytelling style In today's fast-paced and rapidly changing business environment, frequent feedback and "course correction" is absolutely vital. But about the only time most managers offer employees feedback is during scheduled (and generally infrequent) performance appraisals, which tend to be stiff, formal, and-whether intentionally or not-adversarial, and therefore ineffective. Formula 2+2 offers a simple yet powerful approach to revolutionizing feedback conversations. It details the five secrets of effective feedback: making it timely, balanced between compliments and critiques, focused on high priority areas, supported with specific examples, and reinforced with appropriate follow-up. The book tracks the transformation of Pauline, a strong but traditional leader whose attempts at coaching and feedback are failing miserably. An old friend introduces her to Formula 2+2 and walks her through the five secrets of effectively implementing 2+2 feedback. Pauline discovers that providing feedback is not a necessary evil, but can become a welcome part of the manager's job. Formula 2+2 shows how to foster a culture of continuous feedback which increases the effectiveness of the manager, protects the spirit and dignity of employees, and provides a systematic approach to reinforcing and improving employee performance.

• The latest volume in Berrett-Koehler's Ken Blanchard Series
• Includes a foreword by Ken Blanchard, an introduction by Bill Cosby, and a mid-book message from lunar astronaut Buzz Aldrin
• Offers managers a simple system that will increase their effectiveness and improve employee morale and productivity
• Written in the accessible and compelling Blanchard storytelling style

Through this ingenious, entertaining murder mystery format, The Value Effect helps readers solve a real-world business mystery: why haven't our Next Big Thing efforts worked out as well as we had hoped they would? Renowned customer value and quality guru John Guaspari provides an insightful analysis of why a variety of organizational change initiatives often fall short-what he calls Next Big Things-and offers an effective, dynamic alternative: the Value Effect.

In presenting "The Evidence" of the case, Guaspari shows how the Value Effect can in fact provide the organizational alignment and tap into the energy needed to create and sustain organizational change. The Value Effect, he reveals, does not replace the other change methods, but instead creates the underlying context on which any change effort must be founded. Guaspari explains what value really is and provides basic steps for applying the Value Effect. He clearly states the grounding tenets to which a company must fervently adhere to sustain its transformational power, including making customer value the primary focus of the organization, ensuring that everyone knows what is of value to customers, and engaging everyone in delivering value to the customer.

In this book, Guaspari shows that the full power of the Value Effect is only unleashed when individuals realize that it is not a Next Big Thing after all. Rather, its power comes from its ability to provide a stable and enduring context to help people and their organizations better understand and deal with change.

• By the author of the 300,000 copy bestseller, I Know It When I See It
• An accessible, fun, and easy-to-read book with a serious focus on how to create an environment within organizations where change efforts don't become the Next Big Thing, but can take root, grow, and succeed
• Introduces a common language and framework for getting everyone in an organization on the same page about the single most important business issue: creating value for customers

Many subject matter experts are just that, subject matter experts--not experts in the art of teaching, facilitating, or designing. Thousands of authors, trainers, and speakers have great content, but they lack the skills required to convey their content in a way that inspires learners to unleash their brilliance and move the learning to practice.. They often spend 70% of their time on WHAT they are going to teach, and 30% of their time on HOW, when they should be spending 30% on WHAT, and 70% on HOW. Their instructional techniques often are at odds with their message of inclusivity, eagerness for people to learn, and hopes that their content will change lives and organizations. “Brilliance by Design” outlines how to design learning interactions (such as meetings and workshops) that enable people to do their best thinking. Using the tested, signature ENGAGE model, it helps anyone who brings people together for the purpose of learning, problem-solving, or innovating to develop a clear, high-impact training design that unleashes brilliance. It presents a model that enables teachers to analyze learner and teacher needs, create objectives that meet those needs, and incorporate interactive tools that “fire ‘em up,” ensuring all key outcomes are met. To help readers unleash the brilliance in others, this book provides the structure, tools, language, and models needed to create optimal learning experiences from their ideas, practices, models and books. In learning these techniques, readers will achieve powerful outcomes, building communities of learners who share best practices and communicate at a deep and profound level while doing real work.

• Shows how to dramatically improve learning by making learners, not teachers, the focus of instructional design and delivery

• Offers a model that can be adapted to any setting

• Filled with tips, practices and tools -- including a free online assessment of personal learning style

 

"Learning," Vicki Halsey writes, "is the gateway to optimal life experiences. Learning transforms people's lives and teaching, in any form, is the art and science of bringing out the brilliance that drives those transformations."

Or it should be. But what often happens is that people who teach -- in classrooms, meetings, workshops, coaching sessions, any setting where learning happens -- don't know how to transfer their great content to others effectively. They spend 70% of their time on what they are teaching and only 30% on how, when it should be the other way around.

Halsey is here to reverse that equation, laying out a comprehensive instructional design model that deeply engages and energizes learners because it keeps them front and center every step of the way. She offers a bevy of tips and techniques for developing a learner-centered mindset -- focusing not on how smart learners are, but how they are smart. Building on this foundation she shows how to create content that is clear, relevant, easily absorbed, and readily retained because it is tailored to each audience's specific needs, abilities, and inclinations.

But content, however expertly designed, doesn't teach itself. Halsey's six-step ENGAGE model makes the old "sit and git" learning model obsolete and radically democratizes the teaching process. She presents hundreds of proven ideas, strategies, and practices that will enable you to Energize learners at the beginning of any learning session; help them Navigate the new content and Generate personal meaning and relevance from it; Apply their learning to the real world; Gauge and celebrate their progress; and Extend their learning to action. Brilliance by Design offers a systematic way to reach joyfully into the soul of learners and facilitate their brilliance so they can make their contributions and realize their potential.