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"After conducting fourteen formal studies and more than a thousand interviews, directly observing dozens of executives in action, and compiling innumerable surveys, I am completely convinced that most organizations today lack the leadership they need," contends John P. Kotter, the Konosuke Matsushita Professor of Leadership at Harvard Business School. "And the shortfall is often large. I'm not talking about a deficit of 10%, but of 200%, 400%, or more in positions up and down the hierarchy," he writes in the opening essay to John P. Kotter on What Leaders Really Do, a collection of his most notable articles on the topic for the Harvard Business Review. Kotter isn't known to pull punches, and these pieces--falling into two categories, those concerned with "Leadership and Change" and those focusing on "Dependency and Networks"--are no exception. The articles in the book sensibly point out the difference between management and leadership; they advocate setting a direction rather than planning and budgeting, and motivating people rather than controlling them. They are tied together effectively by the aforementioned new essay, in which Kotter presents his "Ten Observations About Management Behavior" to summarize the concepts he has developed over a 30-year career. --Howard Rothman
Book Description
Widely acknowledged as the world's foremost authority on leadership, John Kotter has devoted his remarkable career to studying organizations and those who run them, and his bestselling books and essays have guided and inspired leaders at all levels. Here, in this collection of his acclaimed Harvard Business Review articles, is an astute assessment of the real work of leaders, as only John Kotter can offer. To complement these articles, Kotter also contributes a new introduction, a thoughtful reflection on the themes that have developed throughout his work. Convinced that most organizations today lack the leadership they need, Kotter's mission is to help us better understand what leaders-real leaders-do. True leadership, he reminds us, is an elusive quality, and too often we confuse management duties and personal style with leadership, or even mistake unworthy leaders for the real thing. Yet without leadership, organizations move too slowly, stagnate, and lose their way. With John Kotter on What Leaders Really Do, readers will learn how to become more effective leaders as they explore pressing issues such as power, influence, dependence, and strategies for change. With the relentless change and escalating uncertainty that define our times, the need for strong leadership in business, government, and society has never been greater. Careers, customers, and communities all suffer in a poorly run enterprise. Sure to be eagerly embraced by Kotter's huge global following, John Kotter on What Leaders Really Do provides an invaluable opportunity to consider the core issues that lie at the heart of leadership and to rethink our own relationship to the work of leaders. A Harvard Business Review Book.
Customer Reviews:
The Differencing Between Leading and Managing.......2007-02-15
In a long working career I have observed numerous instances of the high management manage companies with very few examples of them leading the company somewhere. I worked for Univac for instance, saw them merge with Burroughs, and watched as they turned two five billion dollar companies into one six billion dollar (with a loss in 2006 of almost $300 million). I watched Digital Equipment completely misunderstand the impact of the PC and go from a major player to be part of Compaq, then part of HP.
While this was happening, Microsoft and Intel were truly exercising the leadership that took the computer world through what Andy Grove (of Intel) called an inflection point.
This book is a collection of six essays. The first three discuss leadership. The second three discuss the management aspect. It's a quick easy read, and while there is little practical 'do it this way' advice, the overall impact is just what a true leader needs.
A good book on leadership.......2006-07-01
Kotter, a professor of leadership at Harvard Business School, distinguishes between a leader and a manager. The former is someone who works thru people and culture; the latter works thru hierarchy and systems. Kotter points out the need to nurture leaders, and he writes of the interdependence of leaders and led. What is required to bring about change, he says, is starting with a sense of urgency, developing a team, communicating the vision, etc. A leader works with others to develop a vision as well as strategies to implement that vision. He or she empowers individuals to bring that vision to life. There are executives who don't lead; they thereby fall into predictable traps. Therefore they find themselves unable to bring about good, nonincremental change. More is involved in leadership than giving orders within an authority structure. The vision need not be original, but it must serve the interests of the constituencies.
Much here may sound like common sense, but it is organized and delivered in a helpful manner. This work is based on the runs, hits, and errors of many organizations and their executives. A solid treatment. Should be read together with Jim Collins's Good to Great.
A 6-pack of Kotter articles.......2005-12-30
In the reviews below, only Godfrey notices that this book is simply a collection of 6 previously published Harvard Business Review articles (1979-1997). As such, the book is a handy one-stop shop of Kotter's leadership and management writings over the years, and these articles contain nothing new. One might have wished for Kotter's current commentary on each of the individual articles.
His original contribution to this volume is the first chapter, where he retroactively imposes order on and draws lessons from the earlier works. Overall, this book is a useful compendium of Kotter's ideas from the past 30 years for those who are unfamiliar with his work.
Kotter Knows.......2003-05-17
John knows his stuff. I've worked for P&G, M&M/Mars and The NutraSweet Company and I know the halls, people and thinking Kotter discusses. He is spot on in his examination of what good leaders really do, something that can often seem like a mystery. I found it interesting that people were evenly split on this book between raves and pans. So much of what you get out of a book like this is related to personal experience. I don't know if I changed my paradigm after reading What Leaders Really Do, but I increased my empathy and understanding. Always a good thing, no?
The Same Old Stuff!.......2003-04-22
Please retire, or get some new ideas!
Book Description
Leading Minds and Landmark Ideas In An Easily Accessible Format
From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.
With the economy booming, the opportunities have never been better for entrepreneurs, and this wide-ranging resource offers something for business pioneers of all stripes. Beginning with the basics of writing a business plan, this in-depth guide moves on to cover sophisticated topics such as navigating the world of venture capital funding and turning technological innovations into successful marketplace realities. A Harvard Business Review Paperback.
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Beginning with the basics of writing a business plan, this wide-ranging resource moves on to cover sophisticated topics such as how to navigate the world of venture capital funding and strategies for turning technological innovations into successful marketplace realities. Harvard Business Review on Entrepreneurship offers valuable insights for all types of business pioneers. The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. Articles include: The Questions Every Entrepreneur Must Answer by Amar V. Bhide; How to Write a Great Business Plan by William A. Sahlman; How Entrepreneurs Craft Strategies That Work by Amar V. Bhide; How Much Money Does Your New Venture Need? by James McNeill Stancill; Milestones for Successful Venture Planning by Zenus Block and Ian C. MacMillan; Strategy vs. Tactics from a Venture Capitalist by Arthur Rock; Bootstrap Finance: The Art of Start-Ups by Amar V. Bhide; and Commercializing Technology: What the Best Companies Do by J. Michael Nevens, Gregory L. Summe, and Bro Uttal.
Customer Reviews:
smooth transaction, exact product, nice&easy supplier.......2007-05-14
exact product at an affordable price w a smooth transaction
The Best of HBR on the Subject.......2007-01-06
This book is really a compilation of Harvard Business Review articles on the subject of entrepreneurship. As with all HBR articles, these are quite informative. That being said, different chapters will appeal to different readers, depending if you are a practicing entrepreneur, business school student, or academic observer of entrepreneurship.
Since I am primarily a practicing entrepreneur, my favorite chapters are those written by Amir Bhide: The Questions Every Entrepreneur Must Answer, How Entrepreneurs Craft Strategies That Work, and Bootstrap Finance: The Art of Start-Ups. All of these chapters are especially well-written and convey practical information that will enhance the likelihood of success for any start-up entrepreneur. The legendary venture capitalist Arthur Rock also contributes a chapter that contains valuable information. While this book may not be a primary reference or source of inspiration for practicing entrepreneurs, it makes for some excellent complementary reading.
Steven K. Gold
Author, Entrepreneur's Notebook: Practical Advice for Starting a New Business Venture
Good information, but beyond what most entrepreneurs will need.......2006-03-10
While the Harvard Business Review on Entrepreneurship contains a number of tips that any entrepreneur is likely to find useful, much of the book deals with topics that only a handful of the largest and most ambitious start-ups will encounter. The book was written by multiple authors, so it offers a variety of viewpoints but also occasionally contradicts itself.
The first half of the book is especially good and is likely to be relevant to any entrepreneur. The reader is encouraged to answer some important questions that help determine exactly what they hope to achieve, both personally and professionally, through their business. One useful section assists with the creation of the business plan, and an even more useful section warns the reader not to spend so much time planning that they miss their opportunity entirely.
Unfortunately, a large portion of the book deals with venture capital. If your business plan involves venture capital, the information in the book will undoubtedly be of use to you. However, one of the last chapters of the book deals with "bootstrap finance" and points out that an exceedingly small number of start-ups actually need or receive venture capital. The final section, concerning "commercializing technology", is also unlikely to apply to most small businesses.
I'm glad I had a chance to read this book, but I think other books will prove more useful to the typical entrepreneur (NOLO's Legal Guide for Starting & Running a Small Business is particularly good).
Simply easy to read with many examples.......2003-10-28
If you are looking to become an entrepreneur, or if you are are one, I recommend you read this book.
The most important handbook for entrepreneurs.......2003-08-30
As an entrepreneur with varying degree of success and failure, I found this book to be the most accurate writing on the subject. If I could read this book many years ago, I would have avoided many expensive mistakes. If you are looking to become an entrepreneur, or if you are are already one, I strongly recommend you read this book--and take notes because virtually everthing in this book applies to every entrepreneur. This is a must read for every business person.
Book Description
Leading Minds and Landmark Ideas In An Easily Accessible Format
From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.
With topics that include how to run a successful meeting, change frontline employees' behavior, and build effective management teams,
Harvard Business Review on Effective Communication offers useful tips for all businesspeople. A Harvard Business Review Paperback.
Customer Reviews:
Drivel.......2007-03-30
Absolutely uninteresting, I'm returning it. Over the years, I've bought, oh probably like a dozen of these books (from this series, I mean) and, with the exception of Managing High-Tech Enterprise, found them completely unhelpful and uninteresting. Always self-contradictory, unintelligent, and droning, they remind me of the "self-help" book genre -- which is to say, politically-correct, vapid tripe that the publishers probably believe will sell in any quantities and no matter how bad, simply because people look forever for advice and will probably buy and keep buying. Very disappointing; I'm through with this series.
Solid and Insightful (as expected).......2006-08-29
Didn't get five stars because some of the articles are a little dated. Updates from a time after e-mail was invented would be helpful. Fernando Bartelome's article is worth the price of the book all by itself.
Best Comunications Book Ever!.......2005-07-22
Talk about efficive. This book has increased my comunication effictiveness 110%. The articles are very inciteful. Before I read this book my meetings went terrible. I was rarely a project lead. This book showed me how terribily incompetant I really was. The book Effective Comunications completly undressed me. Then, I let its articals dress me with confidence. People pay attention in my meetings and they are productive in a new way.
Breadth of articles that help business communication work.......2002-02-22
Though the collection of articles may at first seem sort of old (the oldest is from 1957), the content is very apropos for today. While building a Training Roadmap for our company, I found articles that I think will be extremely useful for a wide range of positions.
What first attracted me was the article on "Listening to People", where I found the clearest presentation on why our listening fails. Even better, it tells how we can improve our listening as a skill that has to be learned.
The next article on "How to Run a Meeting" was enlightening, almost literally! I rushed into my boss' office with new insights on why certain meetings had to be held and how they should run.
I haven't read word-for-word the whole book, rather I've read some others and skimmed some others. That sampling seems to indicate they're all of the same quality.
Good as almost always in this series.......2000-05-11
I already own five of the paperbacks in the Harvard Business Review series. The articles in it are really state-of-the-art in the field the book is about. And so it is in the case of the Harvard Business Review on Effective Communication. I appreciate the chance to read what the most important authors have to say in short articles, not in long books. The articles are long enough to understand and give many good ideas worth working on.
Book Description
The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe.
Harvard Business Review on Decision Making will help people at all levels understand the fundamental theories and practices of effective decision making so that they can make better decisions in their personal and professional lives.
Customer Reviews:
First, decide which decisions are most important rather than merely urgent........2007-05-14
Much of the contextual material in this volume is out-of-date, given the fact that the eight articles originally appeared in the Harvard Business Review years ago (1965-2001). However, I think the core concepts remain sound and provide a valuable frame-of-reference for understanding the advances in decision making that have occurred during the last five years. For example, Peter Drucker suggests a sequence of six steps: classify the problem, define it, identify possible answers, determine which is "right" rather than acceptable, build into the decision the action(s) necessary to implement it, and then test the decision's validity and effectiveness. Yes, these are obvious steps. However, but the number of well-publicized bad decisions that have been made in recent years (e.g. Adelphia Communications, Arthur Andersen, Enron, Kmart, and Tyco) suggests the implications and consequences when decision-makers ignore one or more of these steps.
No brief commentary such as this can do full justice to the rigor and substance of the eight articles. It remains for each reader to examine the list to identify which subjects are of greatest interest to her or him. My own opinion is that all of the articles are first-rate. One of this volume's greatest benefits is derived from the fact that a variety of perspectives are provided by a number of different authorities on the same general subject. In this instance, "advances [to date] in strategy"
Readers will especially appreciate the provision of an executive summary that precedes each article. They facilitate, indeed expedite frequent review of key points which - presumably - careful readers either underline or highlight. Also of interest is the "About the Contributors" section that includes suggestions of other sources to consult. Here are questions that suggest key issues to which the authors of these articles respond:
How to make and then measure an "effective" decision? (Peter Drucker)
Comment: Effective executives do not make a great many decisions. They concentrate on what is most important.
What is a rational method for making trade-offs? (John S. Hammond, Ralph L. Keeney, and Howard Raiffa)
Comment: Making wise trade-offs is one of the most important and difficult challenges in decision making. Needless to say, the more alternatives you are considering and the more objectives you're pursuing, the more trade-offs you'll need to make.
Why is humility essential to effective decision-making? (Amitai Etzioni)
Comment: Only fools make rigid decisions and decisions with no sense of overarching purpose, whereas the most able executives practice more humble decision making that offers the benefits of flexibility, caution, and the capacity to proceed with partial knowledge.
What are the most common interpersonal barriers to decision making and how to overcome them? (Chris Argyris)
Comment: One of the most common observations in company studies is that executives lack awareness of their own behavioral patterns as well as the negative impact of their behavior on others.
How to analyze the nature and extent of the given problem? (Perrin Stryker)
Comment: Even veteran managers are likely to be very unsystematic when dealing with problems and decisions, and their hit-or-miss methods often produce bad decisions based on erroneous conclusions.
What are the hidden traps in decision making? (John S. Hammond, Ralph L. Keeney, and Howard Raiffa)
Comment: Bad decisions can often be traced back to the way the decisions were made - the alternatives that were not clearly defined, the right information was not collected, and the costs and benefits were not accurately weighed.
When to "trust your gut"? (Alden M. Hayshi)
Comment: Our emotions and feelings might not only be important in our intuitive ability to make good decisions but may actually be essential because they can help us to filter various options quickly.
Those who share my high regard for this volume are urged to check out the recently published Harvard Business Review on Making Smarter Decisions as well as other titles in the Harvard Business Review Paperback Series such as those on Becoming a High-Performance Manager, Change, Corporate Strategy, Decision Making, Effective Communication, the Innovative Enterprise, Leadership, Leadership at the Top, and Measuring Corporate Performance.
Best Decision I've ever made.......2005-07-23
Don't let the title mislead you, this book won't make decisions for you. I will however, give you the ability to make use of your most powerful business tool: a convincing guess. Many times I would stumble blindly through the veil of uncertainty, only to arrive on the otherside; lost, confused, naked, and too sore to sit down. But, now, after digesting these powerful articles, I can make my way through uncertain times; clothed in conviction and sitting on a soft pillow of apathy.
Effective Decisions.......2004-10-08
Being an effective manager requires being a good-decision maker too, having ability of using factual and quantitative information to analyze what is the most efficient decision to reach a well-defined objective. Making good decision by applied management science approach is the benefits that managers expect to learn combining with past experience to decide on what should be done. However, in the real-reality (as opposed to virtual reality, as a model), many decisions can be made under the highest-level conceptual understanding. In addition, a better understanding of decision making can be broken down into six sequential steps according to Drucker (pp. 2-19)
1. Classifying the problem in order to tell if it should be solved based on either principles or pragmatic concept. The problem can be categorized in three groups. The first group is the generic problems; for example, in a manufacturing organization, it may happen the situation like total amount of products decreasing. At this stage, the product control or engineering group will look at what is going on in a production line. To illustrate, the coupling in the pipe carrying steam or hot liquids, rather than the problem of production processing. This kind of problems frequently happens. The second group is a unique problem for the individual institution. The third group is a truly unique problem which happens out of exception. The truly unique events are rare and have to be treated individually. Unlike truly unique events, the other two groups require a generic solution. They require a rule, a policy, or a principle. Once the right principle has been developed, all manifestations of the same generic situation can be handled pragmatically by adjusting the rules to each specific case.
2. Defining the problem. After classifying the problem is generic or unique, it is quite easy to define what the problem is about that we are dealing with. However, it is the most important part of the whole decision process because sometimes the definition of the problem seems plausible but incomplete. In order to avoid this kind of carelessness, Peter F. Drucker suggested all of the decision makers check this process, defining the problem, again and again against all the observable facts and discard a definition the moment it fails to encompass any of them.
3. Specifying the answer to the problem to see if the decision is on the boundary conditions or not. A decision that does not satisfy the boundary condition is worse than the wrong definition of the problem. Therefore, before picking up the optimal solution, a decision maker has to deeply think about a question, "what are the objectives the decision has to reach?" Clearly thinking about the boundary conditions will help decision makers identify all of the possible decisions which can satisfy the needs.
4. Deciding what is right, rather than what is acceptable, in order to meet the boundary conditions. It means before paying attention on making decision acceptable by the compromise, adaptations, and concessions, we have to let the solution fully satisfy the specifications. However, if a decision maker does not know what will meet the boundary conditions, the manager cannot distinguish the difference between the right and wrong compromise. As the right and wrong compromise, Peter F. Drucker had an interesting description. The right compromise is like an old saying, "Half a loaf is better than no bread." In the contrast, the wrong compromise is like, "half a baby is worse than no baby at all." From this interesting description, it is easy to realize that deciding the right decision is more important than choosing the acceptable one.
5. Building into the decision the action to carry it out. Converting the decision into action is the most time-consuming steps in the decision-making process. It is true that we will not know the decision is the most efficient or not if we put the decision into practice. There are several questions that have to be answered before committing the decision, "Who has to know this decision?", "What action has to be taken?", "Who is to take it?", "What does the action have to be so that the people who have to do it can do it?" From those questions, it is obviously that an appropriate person who carries out the decision must have enough capabilities of adjusting his/her behavior, habits or attitudes once a decision becomes effective.
6. Testing the validity and effectiveness of the decision against the actual course of events. The feedback of decision action is the important information for a decision maker in order to realize the result of the decision model also for the future model building. However, information should be built on the direct exposure to reality, rather on decision makers themselves. Above all, six steps of decision process are the stepping stones for decision making. Although a good decision may be made under the decision-making process, sometimes the decision will still fail because of the mind of decision makers. The way the human brain works can destroy the choice we make. In the article, "The Hidden Traps in Decision Making, (pp. 143-67)" John Hammond, Ralph Keeney, and Howard Raiffa list nine psychological traps that may affect a way that a decision maker makes business decision.
1. The anchoring trap makes people give inappropriate weigh to the first information we receive. In business, for example, although it seems the decision that a manager predict how much product need to be produced by taking the former sales reports as a reference is reasonable, the old sales numbers become anchors because it may let a manager put too much attention on past event but not give enough weigh to other factors. Under this situation, it can lead to a poor forecast.
2. The status-quo trap means people may have biases on the situation we feel comfortable with so that we will not choose other alternatives even they are better. In order to make decisions rationally and objectively, a decision maker always have to keep in mind that the decision will be acted under the status quo and never consider status quo as the only alternative.
3. The sunk-cost trap is another serious biases. People always believe that successfully past decision even though it does not work anymore at the present. In order to put the suck cost away, a decision maker can listen other people's viewpoints and those people must to be those who did not experience the earlier decisions.
4. The confirming-evidence trap makes people find out the information to support an existing predilection, rather than to conflict it. On the other hand, people will try to discount the opposing information. In order to avoid the confirming-evidence trap, a decision maker can set up a clincher, let other people argue it, and listen people's advice.
5. The framing trap happens at the beginning of the decision process. When it occurs, the decision goes wrong because a decision maker has already misstated the problem.
6. The Estimating and Forecasting Traps have three minor traps,
a. The overconfidence trap makes people overestimate the accuracy of the forecasts.
b. The prudence trap causes people to be overcautious when people make decision under uncertain or risky situation.
c. The recall ability trap leads people to give incorrect weigh to recent, dramatic events.
The book rightly emphasizes the facts that a good decision not only relies on clearly defining the alternatives, collecting the correct information, and so on during the decision-making process, but also relate to the benefits and costs which are weighed accurately. Furthermore, the background, the experience of a decision maker will be one of the factors which affect the decision making. Except the factors of individuals, the economic circumstances will influence the decision and its action too.
Theory and Practice - advice from the leading minds........2003-08-12
There are several books from the Harvard Business Review that follow this simple format - essays on critical topics by the leading minds in the field compiled into a short book of around 200 pages. One of these critical topics is Decision Making. That topic is the focus of this book.
There are hundreds of books on management, strategy, leadership, etc. but not many are purely dedicated to treating the subject of Decision Making from a theoretical and abstract perspective. This book contains 8 short essays presenting different theories by people by Peter Drucker.
The first chapter starts off with an impressive treatment of The Effective Decision. It is impressive because of the wisdom packed into these few pages and the aptness of the title. The author (Peter Drucker) dispels the myths about the most effective decision makers being the ones that can think fast and manipulate a large number of variables in their heads. Instead he explains that the best decision makers are the ones who focus on impact instead of technique. He then systematically explains a simple process to follow to achieve the same results as the highly successful executives.
The book then moves on to topics dealing with how to make trade-offs, humble decision making (which is nothing but accepting that your first impressions may be wrong and be open to changing the direction of your thoughts as more information becomes available), interpersonal barriers, hidden traps, when to trust your gut, and analyzing problems. The essay on interpersonal barriers was very familiar to me as I had experienced the situations described several times in my own career.
The book is simple - it has no pictures, just some tables once in a while and some blank paper at the end of the book to takes notes. The size is small like a novel but very potent! When I first saw this book at a bookstore, I didn't think much of it. But I picked it up because of the Harvard Business Review name on the front cover. I couldn't put it down once I started reading the first chapter and immediately purchased a few books in this series.
These books and especially this one can be described in only one word - potent. They are like text books or Ph.D papers except they are very practical. These are some of my favorite management/business books but they are difficult to digest. Since they are abstract in nature, one has to read them very slowly and read them with total concentration. The authors don't spend time painting a picture in detail and trying to get you excited. They get straight to the point and finish it in less than 20 pages. If you read these books like you would read other books, you are likely to miss the point.
This book in particular is very unique as there aren't that many books dedicated to just Decision Making. Enjoy learning from the masters! Good luck!
Book Description
Leading Minds and Landmark Ideas In An Easily Accessible Format
From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.
From the seminal article, "Leading Change," by John Kotter to Paul Strebel on why employees so often resist change,
Harvard Business Review on Change is the most comprehensive resource available for embracing corporate change--and using it to your company's greatest advantage. A Harvard Business Review Paperback.
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The Harvard Business Review paperback series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. From the seminal article "Leading Change" by John Kotter to Paul Strebel on why employees so often resist change, Harvard Business Review on Change is the most comprehensive resource available for embracing corporate change--and using it to your company's greatest advantage. Articles include: Leading Change: Why Transformation Efforts Fail by John P. Kotter; Building Your Company's Vision by James C. Collins and Jerry I. Porras; Managing Change: The Art of Balancing by Jeanie Daniel Duck; The Reinvention Roller Coaster: Risking the Present for a Powerful Future by Tracy Goss, Richard T. Pascale, and Anthony G. Athos; Changing the Mind of the Corporation by Roger Martin; Why Do Employees Resist Change? by Paul Strebel; Reshaping an Industry: Lockheed Martin's Survival Story by Norman R. Augustine; and Successful Change Programs Begin with Results by Robert H. Schaffer and Harvey A. Thomson.
Customer Reviews:
Adapt or Perish.......2007-05-31
This is one in a series of several dozen volumes that comprise the "Harvard Business Review Paperback Series." Each offers direct, convenient, and inexpensive access to the best thinking on the given subject in articles originally published by the Harvard Business School Review. I strongly recommend all of the volumes in the series. The individual titles are listed at this Web site: www.hbsp.harvard.edu. The authors of various articles are among the world's most highly regarded experts on the given subject. Each volume has been carefully edited. Supplementary commentaries are also provided in most of the volumes, as is an "About the Contributors" section that usually includes suggestions of other sources that some readers may wish to explore.
In this volume, the reader is provided with eight articles whose authors provide a variety of perspectives on how to strengthen an organization by making necessary changes while minimizing fear, frustration, and resistance. All of the articles first appeared in the HBR from January-February, 1992, to May-June, 1997; some but remarkably little of the material is dated. Here are some of the important business issues to which the contributors direct their (and our) attention:
Which seem to be the most common mistakes made by executives? ("Leading Change" John P. Kotter)
Comment: Kotter identifies eight and suggests how to avoid or repair them.
How to avoid a vague and fuzzy vision concept? ("Building Your Company's Vision," James C. Collins and Jerry I Porras)
Comment: Collins and Porras offer a framework that has two principal parts: core ideology and envisioned future. It was in this article that they introduced their concept of the "Big Hairy Audacious Goal" (BHAG).
How to focus only on what is most important? ("Managing Change: The Art of Balancing," Jeanie Daniel Duck)
Comment: When managing change, "the challenge is to innovate mental work, not to replicate physical work. The goal is to teach [everyone involved] how to think strategically, recognize patterns, and anticipate problems and opportunities before they occur."
Why is context so important to beneficial reinvention? ("The Reinvention Roller Coaster: Risking the Present for a Powerful Future," Tracy Goss, Richard Pascale, and Anthony Athos)
Comment: The authors assert that reinvention is not changing what is, but creating what isn't. They explain the importance of assembling a critical mass of key stakeholders, completing an organizational audit, creating urgency while discussing the "undiscussable," harnessing contention, and effectively engineering organizational breakdowns [i.e. what Joseph Schumpeter characterizes as "creative destruction].
What can be learned from the experiences of troubled companies that have fallen victim to "a syndrome with four discernible stages"? ("Changing the Mind of the Corporation," Roger Martin)
Comment: Martin explains what the syndrome is, and, how to avoid or escape from it.
How to accommodate the fact that employees and those who supervise them see change differently? ("Why Do Employees Resist Change?," Paul Strebel)
Comment: Strebel explains what "personal compacts" are, and, how they can they help to reduce resistance to change initiatives.
What to do when an organization seems to be on "death's door"? ("Reshaping an Industry: Lockheed Martin's Survival Story," Norman R. Augustine)
Comment: Augustine offers various "sometimes painful" lessons he learned about best practices when attempting to restructure an endangered organization. He served as chairman and CEO of Martin Marietta for eight years until it became part of Lockheed Martin where he also served as chairman and CEO.
What do results-driven improvement programs involve? ("Successful Change Programs Begin with Results," Robert H. Schaefer and Harvey A. Thomson)
Comment: Early in this article, Schaefer and Thomson observe that most improvement efforts "have as much impact on company performance as a rain dance has on the weather." Then on page 195, they provide an especially informative graphic by which to compare and contrast activity-centered programs with results-driven programs. They then
Those who share my high regard for this volume are urged to check out other volumes in the Harvard Business Review Paperback Series, especially HBR on Leading Through Change and HBR on Becoming a High Performance Manager. Also, James O'Toole's Leading Change, Enterprise Architecture As Strategy co-authored by Jeanne W. Ross, Peter Weill, and David Robertson, Ram Charan's Know-How, Richard Ogle's Smart World, and Seeing What's Next co-authored by Clayton M. Christensen, Scott D. Anthony, and Erik A. Roth.
Good book! Just don't buy the eBook copy!.......2003-09-17
It's a decent book that outline the necessary steps and precautions that need to re-engineer your company. However, I made a mistake by buying the eBook copy of this book because I needed it right the way. However, for this eBook, I cannot print any of the pages and, worse yet, I can't view the book on another PC. So my suggestion is that DON'T BUY eBOOK, it's the worst investment you can make.
Very good, and in addition........2003-06-19
This is a very good series of articles. In addition, I strongly recommend "Strategic Organizational Change" by Beitler. It is time and money well spent.
A positive goldmine.......2002-03-08
In the nicest possible sense, this book isn't exactly what the title claims. All to often discussions of change management tend to concentrate on the people side of things and ignore the less glamerous topics such as re-tooling, revised administrative and reporting procedures and so on.
So, just to keep the record straight, this book is primarily concerned with the personnel aspects of change, with all other aspects of the overall process taking a very secondary part in the proceedings.
And now, on with the review:
One of the ways I judge a book like this is by the number of highlights I've made (makes it so much easier to refer back to the key points).
Sometimes I'll go through an entire book and be lucky to have half a dozen highlighted passage.
NOT here, though.
Without a hint of exaggeration I found numerous points worth highlighting in every one of the eight reprinted articles.
Of course this is not entirely surprising given the list of contributors, which includes such "leaders of the pack" as John Cotter ("Leading Change"), Richard Pascale and Anthony Athos ("The Reinvention Roller Coaster"), and Jerry Porras (Building Your Company's Vision").
I'd also like to commend the article "Managing Change : The Art of Balancing", by Jeanie Daniel Duck, (which ended up with highlighting on nearly every page!).
So, whilst the material is not exactly new (the various items appeared in the Harvard Business Review between 1992 and 1998), I'd suggest this well-chosen set of articles is as important now as when the articles were first published.
Tight, Concise and Has Executive Summaries.......2001-05-23
Do you prefer tight, concise articles compared to eloquent tomes, simply because you don't have the time to read as much as you might like? If that's the case, then here is a great book on change management just for you. This collection is one in a series from the Harvard Business Review, and is just about the most wide-ranging printed resource that this writer has found available for taking on corporate change.
There are articles from such leading authorities on change management as John Kotter (Leading Change), Paul Strebel, and more. Each article opens with an executive summary, helping you decide if you want to tackle that article then and there, or move on to another that fits your interests of the moment.
Sooner or later, change is about people altering the status quo, and those in charge often turn a blind eye to the fact that leadership is singularly the most important issue when an organization has to implement major changes. This is followed closely by teamwork, of which there won't be any without leadership.
Inside the covers you'll find the collected knowledge, opinions and counsel of those executives and consultants who have dealt with change at all levels. If your schedule doesn't permit you to leisurely meander through hundreds of pages to find a few workable ideas upon which to build some change solutions, then this collection should be highly recommended for you.
Book Description
Leading Minds and Landmark Ideas In An Easily Accessible Format
From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.
Harvard Business Review on Leadership gathers together eight of the Harvard Business Review's most influential articles on leadership, challenging many long-held assumptions about the true sources of power and authority. A Harvard Business Review Paperback.
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The Harvard Business Review paperback series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. Harvard Business Review on Leadership gathers together eight of the Harvard Business Review's most influential articles on leadership, challenging many long-held assumptions about the true sources of power and authority. Articles include: The Manager's Job: Folklore and Fact by Henry Mintzberg; What Leaders Really Do by John P. Kotter; Managers and Leaders: Are They Different? by Abraham Zaleznik; The Discipline of Building Character by Joseph L. Badaracco, Jr.; The Ways Chief Executive Officers Lead by Charles M. Farkas and Suzy Wetlaufer; The Human Side of Managment by Thomas A. Teal; The Work of Leadership by Ronald A. Heifetz and Donald L. Laurie; and Whatever Happened to the Take-Charge Manager? by Nitin Nohria and James D. Berkeley.
Customer Reviews:
Enduring insights from multiple perspectives .......2007-05-15
Much of the contextual material in this volume is out-of-date, given the fact that the eight articles originally appeared in the Harvard Business Review years ago (1975-1998). However, I think the core concepts remain sound and provide a valuable frame-of-reference for understanding the advances in effective decision making that have occurred during the last five years. For example, if anything, Henry Mintzberg's article ("The Manager's Job") is even more relevant today than it was when it first appeared in the July/August issue in 1975. In it, he examines "four myths about the manager's job that do not bear up under careful scrutiny of the facts," such as "the manager is a reflective, systematic planner." In fact, Mintzberg suggests that managers work "at an unrelenting pace, that their activities are characterized by brevity, variety, and discontinuity, and that they are strongly oriented to action and dislike reflective activities." Mind you, this was an opinion expressed more than 30 years ago.
No brief commentary such as this can do full justice to the rigor and substance of the eight articles. It remains for each reader to examine the list to identify which subjects are of greatest interest to her or him. My own opinion is that all of the articles are first-rate. One of this volume's greatest benefits is derived from the fact that a variety of perspectives are provided by a number of different authorities on the same general subject. In this instance, leadership.
Readers will especially appreciate the provision of an executive summary that precedes each article. They facilitate, indeed expedite frequent review of key points which - presumably - careful readers either underline or highlight. Also of interest is the "About the Contributors" section that includes suggestions of other sources to consult. Here are questions to which the authors of the other seven articles respond:
What do leaders do? (John P. Kotter)
Comment: "Institutionalizing a leadership-centered culture is the ultimate act of leadership."
How do managers and leaders differ? (Abraham Zaleznik)
Comment: "Managers see themselves as conservators and regulators of an existing order of affairs with which they personally identify and from which they gain rewards [whereas] leaders tend to be twice-born personalities, people who feel separate from their environment."
How do "defining moments" help to develop character? (Joseph L. Badaracco, Jr.)
Comment: "Defining moments force us to find a balance between our hearts in all their idealism and our jobs in all their messy reality."
Note: In Leading Quietly (2002) and then Questions of Character: Illuminating the Heart of Leadership Through Literature (2006), Badaracco develops in greater depth many of the core concepts introduced in this article.
What are the ways in which CEOs lead? (Charles M. Farkas and Suzy Wetlaufer)
Comment: "No matter where a company is located or what it makes, its CEO must develop a guiding, overarching philosophy about how he or she can best add value.... A leadership approach is a coherent, explicit style of management, not a reflection of personal style. This is a critical distinction."
Why are there so few great managers? (Thomas Teal)
Comment: "Great management involves courage and tenacity. It closely resembles heroism."
How to lead others during adaptive change? (Ronald A. Heifetz and Donald L. Laurie)
Comment: "Solutions to adaptive challenges reside not in the executive suite but in the collective intelligence of employees at all levels."
"Whatever happened to the take-charge manager?" (Nitin Nohria and James D. Berkley)
Comment: "Pragmatists understand that it is unrealistic to try to avoid uncertainty. Attempts to deny or ignore it can blind managers to the real contexts in which they are working and prevent them from responding effectively."
Those who share my high regard for this volume are urged to check out the recently published Harvard Business Review on Making Smarter Decisions as well as other series title in the Harvard Business Review Paperback Series such as those on Becoming a High-Performance Manager, Change, Corporate Strategy, Decision Making, Effective Communication, the Innovative Enterprise, Leadership, Leadership at the Top, and Measuring Corporate Performance.
Essential Resource for Executives.......2007-03-25
Another fantastic resource from HBR.
The article titled, "The Manager's Job: Folklore and Fact", by Henry Mintzberg, has been requested for reprint more than 22,000 times in the past two years. Mintzberg did a fascinating study of how managers worked to analyze behavior.
"What Leaders Really Do", by John Kotter, provides a wealth of helpful information. Among the passages I've underlined:
"Leadership complements management; it doesn't replace it..."
"Planning is a management process, deductive in nature... Setting a direction is more inductive..."
"One of the most frequent mistakes that overmanaged and underled corporations make is to embrace 'long-term planning' as a panacea for their lack of direction and inability to adapt to an increasingly competitive and dynamic business environment..."
"In a company without direction, even short-term planning can become a black hole capable of an infinite amount of time and energy."
"Leaders also regularly involve people in deciding how to achieve the organization's vision... This gives people a sense of control..."
All of the articles in this volume are helpful, but these two are the ones I found most interesting.
Worthwhile read for entrepreneurs.......2005-08-30
There are many books with an entrepreneurial bent available, most of which are aimed at folks considering starting a business. This is a solid compilation of HBR white papers on various aspects of entrepreneurship. Although the information is useful to those exploring the possibility of starting their own venture, it is more useful to those who have taken the plunge and are immersed in the day to day challenges of building and sustaining a new business venture.
Amar Bhide ("New Business Ventures and the Entrepreneur") is one of the primary contributors, with analyses of entrepreneurial strategy and financing.
This book is useful for those starting, seeking financing, or growing a new venture (I define new as
<5 years old). For someone exploring starting a new venture, it may be useful or information overload, depending upon the person.
Is leadership managment?.......2005-07-23
This book encapsulates the responsibilites of a leader and the diffirenciation between a leader and a manager. A leader is always in front... never in second place. Thats where managers are... because they are not as good, as the book states. Every manager should strive to be a leader.
Great articles on defining and teaching about leadership.......2004-07-26
The wide variety of articles on leadership covers well items from the basic topics such as the difference between managers and leaders to how someone can be both (and the tensions that can cause!). Two of the best articles were on how leaders really spend their time during the day and how leaders foster an environment in which other people can also be identified and brought forward as leaders.
I would've rated this five stars, but there are a couple of articles (on 'defining moments' and CEOs) that weren't a complete waste of time but seemed too far divorced from the typical leader within a company that I was surprised the HBR didn't find something more likely to be widely applicable to fill the space.
Book Description
Leading Minds and Landmark Ideas In An Easily Accessible Format
From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.
Managers at every level, and in every industry, must balance various working styles, build efficient management teams, and develop sharp negotiation skills to remain competitive.
Harvard Business Review on Negotiation and Conflict Resolution offers a selection of the best thinking on negotiation practice and managing conflict in organizational settings. A Harvard Business Review Paperback.
Customer Reviews:
Useful supplement to Harvard Negotiation Program's new book..........2005-12-24
This book offers articles on negotiation and conflict resolution, but has no overarching theory to it. The individual chapters are all well-written, however. I especially liked "5 ways to keep disputes out of court" and "the team that wasn't." These kinds of chapters make the book poignant and show how groups operate under conditions of conflict and high-intensity emotion.
THis book is a useful supplement to the groundbreaking new negotiation bestseller "Beyond Reason: USing Emotions as You NEgotiate" (written by Roger Fisher, who is probably the most influential thinker in the field of negotiation and conflict resolution).
A must!.......2000-06-16
The Harvard Business Review has done it again. A very useful tool for negotiation.
Book Description
In today's ever-changing economic landscape, innovation has become even more of a key factor influencing strategic planning. This helpful volume will help the reader recognize and seize innovation opportunities.
The Harvard Business Review Paperback Series
The series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe.
Customer Reviews:
Good Collection of Articles.......2007-08-13
With a good collection of articles and case studies, the book helps us to recognize and seize innovation opportunities. I certainly recommend this book for executives. Another one that I recommend is Eightstorm: 8-Step Brainstorming for Innovative Managers.
Fair.......2007-06-21
I found little of interest in these articles. I would start in any number of other books if you are interested in innovation.
another book of cute little bits and pieces--where is the forest?.......2007-06-15
First, I apologize for the mixed metaphor in the title above.
Second, all the articles in this collection are "good".
Third, however, you may, as I, be more than a little tired of academics from the world's greatest universities, for decades, on topics like innovation, publishing little bits and pieces.
Fourth, I recently bought 200 books with innovation or its synonyms in their titles or blurb descriptions, grouped them in groups, and ordered books from best to junk within each group. Then I surveyed the whole thing asking myself "what, overall, are all the theories of innovation that are out there and which of them have been tested?"
It turns out there are 27 theories of innovation out there and none of them have been tested, as a whole theory, but bits, extremely small bits, of some of them have been nibbled at by the world's greatest academics from the world's greatest universities. I counted full coverage of NONE of these 27 approaches to innovation, in this particular book. NONE. What is in this book is nibbles of two of the 27--wowie!!! Harvard has nibbled 2 of 27 theories around on innovation--what a powerful research effort! I am sooooo impressed. My friend in Reuters just emailed me complaining how naive I am--professors do not do comprehensive things because they hate the good ideas of their competitors! I am naive. I thought professionals learned to respect and admire the good ideas of their peers and competitors--I am too naive!
Conclusion: if you want some more little bits about innovation, here is another, one of a series of 200 books presenting disconnected little bits about innovation. If you want, however, more what the world's best scholars should be capable of--that is, a comprehensive, thorough survey of all the theories and approaches to innovation in our world, ordered, analyzed, compared, and made sense of, so you have both a mental feel and a practical repertoire of the diversity in doing innovation there to be tried, then this book will sorely disappoint you, not only in its contents but also in the quality of mind that today gets tenure at the "world's best universities".
If these are the world's best minds on innovation--then we live in a more pitiable world than I ever imagined before. Pity us, poor pitiful us!
Honestly, I cannot fault these guys for their bits--each little tiny bit article is cute, nice in its own way, and impressive sounding. However, when I add them all up, I get a sense that this book covers approximately 1/200th of innovation overall. Why string us readers out and make us buy 200 books like this before we get a thorough, grounded, comprehensive, useful overview of all the theories of and approaches to innovating around? I am tired of bits and pieces. I am a little angry at the "world's best professors" from the "world's best universities" stringing me and millions of others along with bits and pieces. Without a forest and a deep thorough understanding of a forest, interest in any one tree is not only unwise, but in real markets run by real people, quite dangerous. The bit of innovation you got from this sort of book and masterfully applied gets run over by 19 other bits, not in this book, that you never heard of till they mashed your project/company. This is not myth--it happened to three global corporations I managed. Bits are dangerous--however clever they make their authors, for a tiny moment, look. I am no longer able to develop any enthusiasm for them.
I could review each bit in this book but to tell you the truth, it does not matter what the bits in this book are--they are all so very very tiny and bit-sized, isolated and cute, that you know, as you read each article, there are 1000s of similar bits in similar books out there. You can sell an awful lot of books this way without conveying a useable understanding of a field like "innovation". Derek Bok, in his earlier incarnation as head of Harvard used to declaim in books on higher education how professors are so very very very narrow and how what they publish is so very very very sliverish in journals that are so very very very unread. I love every five years or so when the Academy of Management journals and reviews get a new editor, to read his/her article declaiming, with the subtlest whimper in his/her tone, how "nobody reads all this great research we publish". They do not read it because it is "bits and pieces".
This book is "great" by the criteria of modern "torture assistant professors for 7 years" American-esque academics--but by the criteria of people like me trying to get 10,000 people to stop being bureaucratic and do what they must do to survive Chinese and other competition, these bits are increasingly useless, cute, and decorative. I do not look forward to the next bits from any of these authors. I fear their entire lives will be consumed in bit-ness. If I read books like this, my own life will be thusly consumed. These professor guys need to do some work, stop publishing the smallest fastest possible bit, and COVER a topic not nibble it. We need people with heftier minds in these pompous over priced elitist universities our media worship.
If you want to know the kind of book I like on innovation--try Van de Ven's Minnesota Studies on Innovation (not the exact title--a big black covered book of about 800 pages). That whole body of longitudinal work following a dozen innovations through 20 years of ups and downs dwarfs what you learn from these cute little assistant-professor style bits and pieces books. It is statistically much better and more powerfully grounded, the research questions are framed profoundly not opportunistically for tenure, and the richness of real lived history of each followed innovation undoes nearly all that cute little assistant-professor books by authors like these, says.
Good reading.......2007-01-07
Well written and presented with interesting examples/case studies. Definitely worth a read.
Am not an expert in the subject area but some of the concepts did appear dated or jaded to me.
A good "door" to be opened by those interested for Innovation.......2006-08-07
A collection of reviews in Innovation Strategies/Policies/Theories/Practices some of them related with case studies in big companies.
It can help those who want a reflexive and comprehensive look into Innovation.
Book Description
Leading Minds and Landmark Ideas In An Easily Accessible Format
From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.
From managing diversity to exploring alternative workplaces to debunking myths about compensation, the topics covered in this collection address how to build organizations with judicious and effective systems for managing people. A Harvard Business Review Paperback.
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From managing diversity to exploring alternative workplaces to debunking myths about compensation, the topics covered in this collection address how to build organizations with judicious and effective systems for managing people. The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. Articles inlcude: What Holds the Modern Company Together? by Rob Goffee and Gareth Jones; Pygmalion in Management by J. Sterling Livingston; Six Dangerous Myths About Pay by Jeffrey Pfeffer; Empowerment: The Emperor's New Clothes by Chris Argyris; How the Right Measures Help Teams Excel by Christopher Meyer; Making Differences Matter: A New Paradigm for Managing Diversity by David A. Thomas and Robin J. Ely; The Alternative Workplace: Changing Where and How People Work by Mahlon Apgar, IV; The Set-Up-to-Fail Syndrom by Jean-Francois Manzoni and Jean-Louis Barsoux; and The Necessary Art of Persuasion by Jay Conger.
Customer Reviews:
Very disappointing........2005-05-18
I regularly read great articles from the subscription program of HBR and rely on its contents for great insight into today's business environment.
Unfortunately, the HBR book series make a poor comparison. I have even wonder if HBR is recycling unused, or rejected submissions for these books.
I bought Managing People, Brand managment and Marketing and stopped reading each after just two articles. They were just all a waste of time.
Readable papers on broad topics in management.......2004-07-26
Whether you're just entering people management or have been doing it for years, this book grabs a selection of readable papers on a variety of topics from compensation to handling 'poor performers' to more effective (but non-manipulative!) means of persuasion.
Especially interesting were the two articles on the performance of individuals and the messages -- both explicit and implicit -- that managers give to their reports and how they affect performance. You should definitely give them a read if you think you have an average to poor performer that you're actively working with right now.
HBR Managing People.......2000-04-05
Definitely one of the better books in the series. Discussion of common corporate issues. Provides good solutions. I've read 4 in the series and like this one the most.
Book Description
This collection of classic and cutting-edge articles, case studies, and first person perspectives provides a broad range of perspectives on affirmative action, career development for minorities and women, and other HR-related policies.
Customer Reviews:
Solid Reference Book.......2007-02-13
This book is a solid reference on Diversity and how to Manage Diversity.
Books:
- Leadership in Organizations (6th Edition)
- Leading Change
- Leading from the Inside Out: The Art of Self-Leadership
- Making the Team: A Guide for Managers, Second Edition
- Managing Transitions: Making the Most of Change
- Marketing Management (12th Edition) (Marketing Management)
- Marketing Management (12th Edition) (Marketing Management)
- Marketing Management (12th Edition) (Marketing Management)
- Marketing w/ PowerWeb (Mcgraw Hill/Irwin Series in Marketing)
- NAIL THE BOARDS 2007-2008! The Ultimate Internal Medicine Review for USMLE STEPS 2 & 3
Books Index
Books Home
Recommended Books
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- SUPERNANNY: HOW TO GET THE BEST FROM YOUR CHILDREN
- Mel Bay Chet Atkins in Three Dimensions, Volume 2
- Marketing Leadership in Hospitality: Foundations and Practices
- Java Network Programming, Third Edition
- Telling the Truth: The Gospel as Tragedy, Comedy, and Fairy Tale
- Moon Handbooks Mexico City
- Quicken 4 for Windows Made Easy
- Merchants, Mamluks, and Murder: The Political Economy of Trade in Eighteenth-Century Basra
- Sabbath Creek
General
| Organizational Behavior
| Business & Investing
| Subjects
| Books
Leading Change
Force For Change: How Leadership Differs from Management
The Heart of Change: Real-Life Stories of How People Change Their Organizations
Corporate Culture and Performance
Be * Know * Do, Adapted from the Official Army Leadership Manual: Leadership the Army Way (J-B Leader to Leader Institute/PF Drucker Foundation)
