Böcker utgivna av Berrett-Koehler

Organizational change pioneer Richard Axelrod explained in the first edition of Terms of Engagement why the old mechanistic approaches to change no longer worked, and offered four essential new principles that lead to an engaged organization: I. Widen the circle of involvement; II. Connect people to each other and ideas; III. Create communities for action; and IV. Practice democratic principles.Drawing on numerous examples from such companies as Hewlett-Packard, Mercy Healthcare, First Union Bank, and others, Dick explained how the four principles of the Engagement Paradigm enabled leaders to create energy and commitment instead of apathy and resistance. Recognizing the potential for misapplication, he also showed how engagement can disengage, and identifies potential pitfalls to avoid.In this revised 2nd Edition, Dick again focuses on the four engagement principles but updates them to reflect current thinking and trends. It focuses on leadership and engagement, contains updated research findings on employee engagement and productivity, and includes more case studies and stories from a wider range of industries and organizations

Old-school divide-and-conquer tactics—demonizing opponents, frightening voters, refusing to compromise—may make us feel good about the purity of our ideals, but it’s no way to get anything done. Worse, this approach betrays some of the most cherished ideals of the progressive movement: inclusion, reason, justice, and hope. Illuminated by examples from her own work and a host of campaigns across the country, Kyrsten Sinema shows how to forge connections—both personal and political—with seemingly unlikely allies and define our values, interests, and objectives in ways that broaden our range of potential partners and expand our tactical options. With irreverent humor, enthralling campaign stories, and solid, practical advice, Sinema enables us to move past “politics as war” and build support for progressive causes on the foundation of our common humanity.

Uri Savir has an ambitious but indispensable goal: to modernize peacemaking. In the follow-up to his award-winning book, THE PROCESS, he exposes and deconstructs the many ironies and anachronisms in our current, deeply flawed approach to peacemaking. "Little in today's world," he writes "is more progressive than modern warfare. Yet little is more archaic than today's peacemaking strategies." While the social, political, and economic elements of societies have evolved to encompass issues of globalization, hi-tech and communications, peacemaking as a strategy has remained stagnant. Savir makes many radical observations, including the long-denied fact that war-makers cannot also be the peace-makers, and that we mistakenly believe that security guarantees peace when the inverse is true: peace guarantees security. Our outmoded approaches to diplomacy, he argues, actually ensure failure; while our preparations future wars reflect current, ever-changing circumstances, our preparations for the next peace process are habitually and fatefully based on the previous peace process. Witness: of the approximately 70 partial and full peace agreements signed over the last two decades, a vast majority face severe sustainability issues or have simply drowned. As an alternative to a world in which peace is just the pause between wars, Savir urges readers to acknowledge that, just as we accept the fact that there are sometimes "necessary wars," we must accept the imperative that there is always a "necessary peace." When we make this mental shift, peace becomes not merely a strategic objective, but instead a core, internalized value-a value that stems from our internalized commitment to equality between human beings, and from the realization that we all have similar needs, fears, hopes and weaknesses.To illustrate his four-point plan for sustainable peace-making, Savir draws on his own deep, first-hand experiences, most notably during the Oslo Peace Process, but also working to build peace between enemies and former enemies in the African nations of Ethiopia, Eritrea, Rwanda, and Sierra Leone, the European regions of Northern Ireland and the Former Yugoslavia, and in Asia - Afghanistan, India and Pakistan.

America's safety net is torn and tattered. Income inequality continues to grow the gap between rich and poor has expanded fivefold in the last twenty-five years. For millions of working families, achieving basic middle-class comforts has begun to seem as distant a dream as winning the lottery. What is needed, and what veteran organizer and ACORN founder Wade Rathke provides in this hard-hitting new book, is a comprehensive grassroots strategy to create what he calls citizen wealth: an enduring foundation on which working people can build a future that extends beyond paying next month's rent.Rathke shares breakthrough strategies that have enabled ACORN and other organizations help people secure the basics of citizen wealth a house and a decent income offering from-the-trenches advice on mounting successful living wage campaigns, battling unscrupulous and predatory lending practices, and developing new forms of worker organizations to protect wages and benefits. Existing antipoverty programs can provide critical support for citizen wealth-building efforts, but they're woefully underutilized. Rathke shows how to cut through government indifference and bureaucratic obstacles to provide those in need with access to these vital resources.But community organizations can't do it alone. Rathke describes ACORN partnerships with HSBC Bank and H&R Block that helped these businesses see building citizen wealth as a new market opportunity a win for them and for the people they once exploited. And he looks at other examples of strange bedfellows in the fight for citizen wealth, including Citibank, once the target of massive protests by ACORN and now, working with it, a major investor in working-class communities.

For most managers, the hard part about managing isn't keeping things organized, meeting deliverable dates, or staying on budget. The hard part about managing is all the people stuff. Managers grow frustrated when people are slow to change, slow to trust, and slow to get things done. Managers struggle most when their people don't take on work outside their own scope, when the only thing their people seem to care about is the itty bitty task right in front of them. Managers hate dealing with all the crybaby excuses, finger-pointing and poor attitudes that get in the way of doing actual work. In short, the hard part about managing is having to motivate workers who are either too comfortable doing things the way they've always done or too afraid to do things differently. The problem is that too many workers are too comfortable, too afraid, or too much of both. This book helps managers address the problem of workers who are comfeartable. Comfeartable workers don't exert themselves anymore than they have to. They equate "just enough" with good enough, and are satisfied meeting only a minimum standard of performance. Like a sofa loaded down with overstuffed relatives after a holiday dinner, teams of comfeartable workers become lethargic and are heavy with the weight of mediocrity. This book proposes that a manager's success, happiness and longevity depends on how he or she deals with comfeartable workers. The antidote to comfeartableness, as this book explains, is courage. When courage goes to work, workers they take on more challenging or complex projects. When courage goes to work people actively seek out tasks that stretched their skills and capabilities. When courage goes to work speak up more frequently, forcefully, and truthfully. When courage goes to work people say "yes" to company changes with more enthusiasm. When courage goes to work people are less risk-averse, less self-conscious, and less apathetic. And when courage goes to work, people do less brownnosing, ass-covering, and complaining. This book is all about helping people bring their courage to work.The goal of this book is to build workforce courage by focusing on specific things managers can do to help their people be more courageous. The benefit to the manager is that courage will cause their people to more readily trust their decisions instead of silently resisting their every move. Their workers will be more likely to raise the red flag on projects that are going south, instead of hiding issues until they fester into full blown catastrophes. Courageous workers are candid and engaged during status meetings, instead of politely nodding their head "yes" every time their managers talk. Courageous workers try things outside their skill sets, deliberately seek out leadership opportunities, and offer ground-breaking (but tradition-defying) ideas.

MBA students are chronically risk-averse. Their risk aversion prevents them from seeking and living a life of meaning and purpose. Yet we all want to lead a meaningful life, one that comes from being part of something bigger a bigger story than one life, one person, one family. This book redefines risk as a business proposition. It shows students that the choices they think of as "safe" (e.g. lucrative jobs that fulfill no personal aspirations aside from financial gain, deferring service to others until retirement, etc.) are actually quite risky, since they typically lead us to sell our souls. A consciousness raising book rather than a how-to Albion's project helps MBA students give themselves "permission" to be who they really want to be. It helps readers develop the will to create a meaningful life.The first step in this process is for readers to identify their own values. How can you create value, Albion asks, until you know your values? Abion encourages readers to re-think and reassess, but he doesn't point them in a specific direction. He walks them through the process of asking and answering four core questions: 1) Who Are You? 2) What Do You Want? 3) What Can You Do? 4) Where Are You Going? The goal is to help readers identify and formulate what a meaningful life looks like for them.

This book takes a radical new look at the potentially transformational role of workplace conversations . Through over twenty-five years of work as organizational consultants, Maren and James Showkier have discovered that conversation has the power to create, sustain or change organizational culture. But much of the time the kind of organizational culture these conversations sustain is one that stymies growth and erodes commitment. The problem is that traditional workplace conversations reflect an organizational culture based on a kind of parent-child model, with leaders treating employees as children who needed caretaking and protecting rather than as capable adults who needed to participate in creating a successful organization and own their accountability for finding solutions. As a result, the kinds of conversations leaders have with employees, and employees have with each other, just perpetuate this dysfunctional dynamic. With this book, the Showkiers help people understand how parent-child conversations and cultures are undermining our organizations' chances for success in the marketplace. They explore the myths and traditions that have created and maintained parent-child cultures and provide information and tools to help transform the harmful parent-child dynamic into authentic, adult-to-adult conversations. They examine the importance of intentions, language and confronting difficult issues while maintaining goodwill. The Showkiers begin with a credible, marketplace-oriented business case for changing conversations. In today's competitive world, it's not enough to advocate for change just because it's the right thing to do. Change has to show up in improved business results, and they show how moving away from a parent-child organizational dynamic can yield impressive bottom-line results.Once they make the business case they expose three distinct parent-child relationship dynamics that are supported and perpetuated by traditional types of conversations, and examine the outcomes they generate, their effect on people and culture and the price the organization pays for their continuance. They take a look at how language is used for effect and manipulation and how focusing on our intentions and choosing different language allows us to have conversations that center on disclosure and engagement. They offer ways to identify harmful conversations and provide outlines for replacing them with honest, productive conversations.The issues this book addresses apply to any organization. How do you move from a parent/child culture to an adult/adult culture? How can people recognize the damage that is wreaked by manipulative conversation techniques and learn ways to engage others in authentic conversations aimed at collaboration and partnership? How do we eliminate the traditional leadership conversations aimed at manipulation, caretaking and control and create collaborative, engaging conversations that value people's experience? How can we create an organizational culture that maximizes the potential of the entire organization? These and other questions answered in this book are relevant to organizations today and in the foreseeable future.

"We had no vehicle. We didn't know how or if we could continue heading south. I was in a vast, seemingly endless desert. I didn't know when or if we'd make it to the other side. I didn't even know where the other side was. It wasn't in Algeria. I knew that much. Was it in Niger? Where does the Sahara actually end?" We live in a culture, Donahue writes, which loves "climbing mountains." We want to see the peak, map out a route, and follow it to the top. Sometimes this approach works, but not always, particularly when we are enduring a personal crisis-divorce, job loss, addiction, illness, or death. We may not know exactly where we are going, how to get there, or even how we'll know we've arrived. And it's not just in times of crisis. There are many deserts in our lives, situations with no clear paths or boundaries. Finding a job is usually a mountain, but changing careers can be a desert. Having a baby is a mountain, especially for the mom. But raising a child is a desert. Battling cancer is a mountain. Living with a chronic illness is a desert. In the desert, we need to follow different rules than we follow when conquering a mountain. We need to be more intuitive, more patient, more spontaneous. Donahue outlines six "rules of desert travel" that will help us discover our direction by wandering, find our own personal oases, and cross our self-imposed borders. "The sun appears like a silent explosion, a slow motion fireworks display dazzling the volcanic crags of the Hoggar. I stand up and walk to the path and begin descending to Klaus' car. I've made my decision. Tallis and I will travel, somehow, to Agadez. I don't have a logical explanation for my decision or a plan to get to the last oasis. I know I am on the right journey-I am following my compass." Shifting Sands shows us how to slow down, reflect, and embrace the changes of life graciously, naturally, and courageously.

Somebodies and Nobodies initially diagnosed and named the malady of rankism. Rankism is what somebodies may do to nobodies. It is abuse and discrimination based on the power of rank. In this sequel to that bestselling title, Robert Fuller further explores rankism's social and psychological costs and envisions the creation of a "dignitarian" society that disallows the abuse of rank. Unlike utopian and unfeasible egalitarian societies, a dignitarian society does not aim to abolish or equalize ranks. Instead, Fuller argues, post-rankist thinking maintains that regardless of our rank, we are all equal when it comes to dignity. His revolutionary, non-partisan approach sees the establishment of equal dignity as a stepping-stone to the fair, just, and tolerant societies that political thinkers have long envisioned.

Businesses face the same problems as human dieters-improvement efforts are generally ineffective and the results are cyclical. As they chase the quick and easy solution without making necessary alterations to lifestyle and organizational processing, both diet conscious people and improvement minded business managers fail to reap the full benefits of their efforts. A fundamental change in day-to-day operations is necessary. The Wall Street Diet, like an effective weight loss program, is a handbook for changing the way a business operates to achieve sustained benefit.

In Loyal to the Sky, Handler offers an intriguing mixture of both personal narrative and political document, tracing the emotional evolution that resulted from her activism. In a story that criss-crosses the globe-Israel, India, Latin America and the U. S.-she outlines her own progression as a global justice activist and sketches memorable portraits of the people she encounters and the events that changed and shaped her. Handler offers an on-the-ground, first-person look into what drives the movement and the people in it, its strengths and contradictions, and why it has become such a powerful force for change. Last but certainly not least, she shares her experiences with the struggles of resilient communities across the globe that are striving to secure dignity, meaning, relationship, and community.

In this lively and irreverent tour through everyday economic mysteries, premier economist Jared Bernstein helps readers decode economic "analysis", navigate through murky ethical quandaries, and make sound economic decisions that reflect their deepest aspirations for themselves, their families, and their country.Chances are, if there's a stumper you've always wanted to ask an economist, it's solved in this book. Think of it as a chance to hang out with someone who likes to tackle everyday mysteries and promises to try to answer you straight, no jargon allowed. So go ahead: fire away. You - and your fellow citizens - will be glad you asked.

For any values-driven business to succeed, it must develop creative sales and distribution methods. Whether the business is selling a product or a service, it must bring its offering successfully to market for the company to enjoy profitability. Customers must know about it, must want it, and must buy it. But how does a company retain its social conscience while meeting ever-increasing demands for revenue growth? How do you expand when the process may push you to deviate from your founding principles?These are a few of the questions Values Sell helps answer. In this practical, and inspiring guide, Thompson and Soper identify the key steps needed to build a successful business using socially-responsible sales and distribution strategies. Thompson and Soper offer concrete examples of companies that have successfully mastered the key strategies necessary for both growth and social impact, including clear market definition, creating a culture of empowerment, developing strong business relationships through education, and building partnerships that leverage your ability to effect social change.Most importantly, Thompson and Soper show how becoming an advocate for economic justice can become an integral part of a company's mission and business plan and thereby help the company build credibility, not just on the balance sheet but also in the community it serves. When embedded into the company culture at an early stage, this emphasis on making a difference establishes important relationships that in turn enhance both brand loyalty and customer retention, ultimately boosting the company's bottom line.

In July 1971, Michael Edesess, having received a Ph.D. in mathematics, started his first job, performingtheoretical work on the stock market at a major brokerage firm. Within months he realized something was askew. The academic findings were clear and undeniable, but the firm-and the whole industry-paid no real attention to them.Theories and evidence both showed that professional investors could not beat market averages. A typicalstudy in The Journal of Finance concluded: "The evidence on mutual fund performance discussed above indicates not only that ... mutual funds were on average not able to predict security prices well enough to outperform a buy the-market-and-hold policy, but also that there is very little evidence that any individual fund was able to do significantly better than that which we expected from mere random chance."Professional investors couldn't even predict stock prices better than the nearest taxicab driver. Yet the entirebusiness was based on the falsehood that they could.It was as if theoretical physicists knew the laws of thermodynamics but, nevertheless, the business ofengineers was selling plans for perpetual motion machines.The Big Investment Lie is that an investor will gain by hiring professional advisors and managers to beat themarket. Widespread acceptance of this lie allows an entire industry to prosper lavishly. But an investor will almost surely lose-more than they imagine-by hiring professional help.Over a long career Edesess observed, often aghast, often as a deeply-placed insider, while the pitch for theLie became more elaborate, and outlandish fees for a worthless service actually increased.In The Big Investment Lie, Edesess shows how to break free from this pervasive falsehood. By following hisTen New Commandments for Smart Investing, investors will maximize their long-run wealth and achieve theirbest possible financial future.

Award-winning marketers Chip Conley and Eric Friedenwald-Fishman prove that 'marketing' is not a dirty word it is key to advancing both the value and values of any businessThey offer a thorough and practical guide to selling what you do, without selling-out who you are. Key featuresMore and more MBAs are pursuing businesses that fuse personal values with profitability; yet, the ideas of ethics and marketing still often appear as mutually exclusive concepts. Conley and Friedenwald-Fishman show how this common misnomer can be overcome, allowing for the creation of marketing that embodies personal values rather than exploits themThrough a reader-friendly 10-key-principles format, Marketing That Matters offers tried-and-tested practical guidance and examples in a condensed format. This user-friendly guide facilitates immediate, real-world implementation, and is written for the most rapidly expanding demographic in the business world: entrepreneurs.

We live and work in a time of rapid and unprecedented change. Up and down the corporate ladder, the challenge to cultivate strong networks confronts nearly everyone in business today, whether it's the public or private sector and regardless of industry. Beyond merely widening the circle of people you know, strong networks foster deeper learning and broaden your exposure across a range of issues. Effective investments in your networks can make you smarter, more knowledgeable and better grounded, as well as a more agile learner and collaborator. And an MIT/Sloan Management Review article titled 'The Social Side of Performance' stated, 'What really distinguishes high performers from the rest of the pack is their ability to maintain and leverage personal networks. The most effective create and tap large, diversified networks that are rich in experience and span all organisational boundaries.'Aspiring and experienced professional alike ignore networking at their own peril. Unfortunately, few of us are born networkers and it's a skill that's rarely taught.In The Connect Effect, entrepreneur and executive development expert Mike Dulworth provides readers with a simple networking framework and user-friendly set of tools for developing a 1) personal, 2) professional/organisational and 3) virtual networking strategy. To accelerate your personal and professional growth, enhancing your networks must become a much bigger part of your development plan. This book describes how to evaluate your current networking resources, what participation in networks involves and the many personal and professional benefits you can expect to gain from investing in your network development. Drawing on his 20 years of experience as an entrepreneur and an expert in executive development, Dulworth's guide offers a field-tested process for building and maintaining a high quality personal network and a brief NQ (Networking Quotient) assessment provides readers with a baseline measure of their network and networking capabilities. The book provides a roadmap to improving your own NQ.

The field of executive coaching is growing at an astonishing rate. Corporations are increasingly turning to coaching as an intervention, as it offers leaders and managers both on-the-job learning and built-in follow-up. Human resource and leadership development practitioners must wade through a wilderness of conflicting information about when to use coaching, how to do it well, and how to evaluate the cost-effectiveness and success of any coaching intervention. Executive Coaching for Results helps this critical leadership development technique come of age. This is not a how-to-coach book-there are already plenty of those-but rather a comprehensive guide on how to strategically use coaching to maximize development of talent and link the impact of coaching to bottom-line results. Underhill, McAnally, and Koriath draw on their rigorous original research with Fortune 1000 and Global 500 companies such as Dell, Sony, Johnson & Johnson, Disney, Unilever, Wal- Mart, and many others to cover topics like coaching as part of an overall leadership development strategy; typical activities and instruments used during coaching; costs of coaching; development of an internal coaching program; selection of the right coach for the job; the ROI of coaching; following up after coaching; and much more. Offering practical learning, best practices, and illuminating case studies, this is the first definitive guide to the effective use of executive coaching in the corporate environment.

Zenobia - a former industry giant that is bedeviled by paralyzing hierarchies, grossly inadequate communications, and distrust--is a broken place. Zenobia is a fortress doomed to collapse upon itself.Into this context comes a young woman named Moira, who has responded to a help wanted ad and seeks to find a given office, Room 133A. As she moves through the Zenobian maze, Moira makes some surprising discoveries about the power of teamwork, the role of the imagination, and the qualities that define true leaders. Her story is complemented and deepened by the story of a long-time Zenobia employee named Gallagher, the man who issued the help wanted ad and who watches, and comments, as Moira makes her way to the ever-elusive Room 133A. Zenobia is written for those who believe that there is more to business than a paycheck and systematic promotions - for those who suspect that imagination and vision have an enormous role to play. It is for people who recognize that corporate life is very much an adventure - a place where using the imagination can open the most extraordinary doors. It's for people who dare to make a difference where they work, and who dare to let their business environment stir positive differences within them. In crafting this classic business tale, Zenobia's co-author, Matthew Emmens, draws more than thirty years in business, having worked his own way through its various channels as a sales representative, a marketing manager, and a senior executive. Through decades spent at both established multinationals and brazen start-ups, Emmens learned that the people who are most successful at what they do are the ones who embrace the wild rise and fall of the adventure - who find energy in risk, opportunity in the unknown, possibility in the people all around them. As Emmens and Kephart show through Moira's story, those who succeed are not afraid to bring their true human selves to the job everyday - their talents, their anxieties, their pride, their toil, their determination, their humility, their empathy for others, their willingness to take on challenges, assume risks, push beyond known boundaries, and, most importantly, believe in something that is not yet there. In Zenobia, as in life, those who succeed aren't afraid to fail, for failure is only, in the end, a chance to grow and learn.

In The Five Secrets You Must Discover Before You Die, Dr. John Izzo, presents valuable advice that was gleaned from over 200 interviews with people over the age of sixty (up to 106 years of age). Using a powerful narrative voice, Izzo helps us to understand the common themes from the lives of those interviewed, the commonality of what really matters in their lives, and especially how to put this wisdom into practice.Imagine for a moment that you are about to take a foreign vacation to an exotic destination. You have saved your entire life to travel there. It is a destination with almost unlimited choices of how to spend your time and you know you will not have enough time to explore every opportunity. You are fairly certain that you will never get to take a second trip to this destination; this will be your one opportunity.Now imagine that someone informs you that there are several people in your neighbourhood who have been to that country, explored every corner. Some of them enjoyed the journey and have few regrets, but others wish they could take the trip again knowing what they know now. Would you not invite them over for dinner, ask them to bring their photographs, listen to their stories, and hear their advice?This is precisely the journey explored in this book. Dr. John Izzo and his colleagues interviewed over 200 people over the age of sixty who were identified by others as having lived happy lives and as having found purpose and contentment. The interviewees ranged from aboriginal elders to town barbers, from Hollocaust survivors to former CEO's. In these interviews, each person was asked to reflect back on his or her life to identify the sources of happiness and meaning as well as lessons learned, regrets, major crossroads, and what did not contribute to meaning in their lives. Based on these interviews, and Dr. Izzo's twenty years experience helping people find more spirit and purpose, the book explores the secrets to finding contentment, happiness, and purpose. Using a powerful narrative voice, Dr. Izzo helps the reader understand the common themes from the lives of those interviewed, the commonality of what really matters in their lives, and especially how to put this wisdom into practice.

In this extensively revised and updated edition of his classic book, Barry Oshry shows how we can transform "system blindness" into "system sight", enabling us to live and work together in productive partnership. Based on more than thirty years of research and packed with illustrative cases and solid systems theory on human interaction, Seeing Systems provides a penetrating look at the dynamics of systems and a unique foundation for revolutionizing our understanding of system life. This new edition features an extensive new section on having the wisdom and courage to face and work with the reality of uncertainty, and a new epilogue describing how Oshry is currently using theater, blogs, and podcasts to extend his multi-pronged revolution aimed at transforming system blindness into system sight.

Implementing the Four Levels is a companion book to Berrett-Koehler's bestseller Evaluating Training Programs, which has sold over 47,000 copies across 3 editions. Evaluating Training Programs is the standard work on Kirkpatrick's four-level evaluation model, which is the most widely used evaluation approach in the training/human resource development world. It contains bare-bones explanations of the four levels (they being REACTION, LEARNING, BEHAVIOR, and RESULTS) and then case studies of the four levels in action. This new book presents how to implement those four levels by using seven keys for practical application:First Key: Analyze Your resources Asks some crucial questions to ask yourself to see what resources you have and what is needed to accomplish the task at hand.Second Key: Involve Your Managers If you are going to be effective in evaluating programs, you need to have their encouragement and support. If they have negative attitudes toward you and/or your programs, you will not be able to evaluate effectively. This key also has suggestions for how to get the managers "on board."Third Key: Evaluate the Four Levels Go through the established four levels for evaluating programs and see how they apply to your particular scenario and aim.Fourth Key: Evaluate Reaction Establish a way of registering individual participants' reactions and tabulating the results. Suggestions are provided as to how to do this.Fifth Key: Evaluate Learning Offers advice on how to gauge and measure the level of learning and skill acquired.Sixth Key: Evaluate Behaviour Shows what to look for and how to measure the change in behavior resulting from the process.Seventh Key: Evaluate Results Shows how to evaluate results on a before and after basis and how to account for and include additionalfactors such as control groups, time for results to occur and so on.