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|Author||: Frederic Laloux|
|Editor||: Lightning Source Incorporated|
Every time humanity has shifted to a new stage of consciousness in the past, it has invented a new way to structure and run organizations, each time bringing breakthroughs in collaboration. The organizations researched for this book have already "cracked the code." Their founders have fundamentally questioned every aspect of management and have come up with entirely new organizational methods. This book describes in practical detail how organizations large and small can operate in this new paradigm.
|Author||: Frederic Laloux|
The way we manage organizations seems increasingly out of date. Deep inside, we sense that more is possible. We long for soulful workplaces, for authenticity, community, passion, and purpose. In this groundbreaking book, the author shows that every time, in the past, when humanity has shifted to a new stage of consciousness, it has achieved extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals ? A few pioneers have already cracked the code and they show us, in practical detail, how it can be done. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories.
|Author||: Arthur Yeung,Dave Ulrich|
|Editor||: Harvard Business Press|
Your Company Isn't Fast Enough. Here's How to Change That. The traditional hierarchical organization is dead, but what replaces it? Numerous new models--the agile organization, the networked organization, and holacracy, to name a few--have emerged, but leaders need to know what really works. How do you build an organization that is responsive to fast-changing markets? What kind of organization delivers both speed and scale, and how do you lead it? Arthur Yeung and Dave Ulrich provide leaders with a much-needed blueprint for reinventing the organization. Based on their in-depth research at leading Chinese, US, and European firms such as Alibaba, Amazon, DiDi, Facebook, Google, Huawei, Supercell, and Tencent, and drawing from their synthesis of the latest organization research and practice, Yeung and Ulrich explain how to build a new kind of organization (a "market-oriented ecosystem") that responds to changing market opportunities with speed and scale. While other books address individual pieces of the puzzle, Reinventing the Organization offers a practical, integrated, six-step framework and looks at all the decisions leaders need to make--choosing the right strategies, capabilities, structure, culture, management tools, and leadership--to deliver radically greater value in fast-moving markets. For any leader eager to build a stronger, more responsive organization and for all those in HR, organizational development, and consulting who will shape and deliver it, this book provides a much-needed roadmap for reinvention.
|Author||: Howard J. Ross|
|Editor||: Rowman & Littlefield Publishers|
In Reinventing Diversity, one of America's leading diversity experts explains why most diversity programs fail and how we can make them work. In this inspiring guide, Howard Ross uses interviews, personal stories, statistics, and case studies to show that there is no quick fix, no easy answer. Acceptance needs to become part of the culture of a company, not just a mandated attitude.
|Author||: Richard Kelly|
This book is a practical guide for business professionals to develop and improve business intelligence and collective decision-making within their organisation. It proposes a progressive reconfiguration of the traditional business operating system using a nature-inspired framework called swarm facilitation that enables and facilitates collective decision-making. Organisations have followed the same rigid formula of problem-solving and decision-making for over 100 years. It is dominated by centralised governance and pyramid decision-making. Such an approach is no longer fit for purpose in an environment of employee disengagement, artificial intelligence (AI)/superintelligence, and Covid-19 fallout. By the end of this book, readers will be able to: • solve organisational problems and challenges collectively using swarm intelligence; • upgrade and future-proof business operating systems to reflect a more collective decision-making approach fit for the new connected economy and Industry 4.0; • embrace mindset quotients that support people working in a more networked, self-organising, and collective environment. The book is important reading for leaders and managers who are focused on building organisational capital and engagement and gaining value from the emerging technology by evolving their business operating system into a digital ecosystem as part of an ongoing digital transformation strategy. It will also appeal to experts working in the field of organisational change and development, both within the organisation and as consultants.
|Author||: Samantha Slade|
|Editor||: Berrett-Koehler Publishers|
Hierarchy in organizations is obsolete. There is a better way: one that increases the engagement of employees and managers alike, reduces micromanaging and other limiting approaches, and promotes organizational and individual success. In this book, self-management expert Samantha Slade presents seven concrete practices to help your organization flatten its existing hierarchy and develop a horizontal organization. The result will be enhanced creativity, greater growth, and a increased employee retention and productivity—and a better bottom line. These days, more than ever, successful organizations must respond quickly and nimbly to change—they need every employee's best thinking. A horizontal organization creates an environment of true collaboration, respect, and openness. It allows everyone more freedom to express unconventional ideas or to work through issues that are getting in the way of organizational goals. And it's a more human way to organize—after all, we function perfectly well in our day-to day lives without someone telling us what to do. But when an organization decides to go horizontal, it can be overwhelming for both managers and employees. Slade offers a practical, proven, incremental method to help organizations of all kinds and sizes ease in to a non-hierarchical model. She includes techniques for using your organization's purpose to stay focused and aligned, developing shared decision-making, creating a mutual feedback culture, nurturing autonomy, holding co-managed meetings, and maintaining an environment of collective learning. Going Horizontal will help organizations become more adaptive, collaborative and innovative, which is vital in today's highly competitive and constantly-evolving world.
|Author||: Brian J. Robertson|
|Editor||: Henry Holt and Company|
Holacracy is a revolutionary management system that redefines management and turns everyone into a leader. Holacracy distributes authority and decision-making throughout an organization, and defines people not by hierarchy and titles, but by roles. Holacracy creates organizations that are fast, agile, and that succeed by pursuing their purpose, not following a dated and artificial plan. This isn't anarchy – it's quite the opposite. When you start to follow Holacracy, you learn to create new structures and ways of making decisions that empower the people who know the most about the work you do: your frontline colleagues. Some of the many champions of Holacracy include Tony Hsieh, CEO of Zappos (author of the #1 New York Times bestseller Delivering Happiness), Evan Williams (co-founder of Blogger, Twitter, and Medium), and David Allen.
|Author||: Norman Wolfe|
The Living Organization insightful reframing of how business operates frees us from the shackles of the "great machine" and opens us to the possibility of realizing the fullest of our human potential, individually and collectively.
|Author||: Jenny Wade|
|Editor||: SUNY Press|
An original theory of the development of consciousness that brings together research from neurology, new-paradigm studies, psychology, and mysticism.
|Author||: Thomas Diefenbach,Rune Todnem By|
|Editor||: Emerald Group Publishing|
This volume brings together leading scholars in the field of organisation studies to reflect on the universal phenomena of hierarchy (vertical organisation of tasks) and bureaucracy (rule-bound execution of tasks), resulting in a colourful kaleidoscope of thought-provoking, critical and refreshingly non-mainstream analysis.
|Author||: David L. Bradford,W. Warner Burke|
|Editor||: John Wiley & Sons|
Praise for Reinventing Organization Development "A hard hitting yet hopeful look at a field concerned withrenewal that is in need of renewal itself. This book is full ofintelligent questions, provocative appraisals, and prescriptionsfor action that they serve." -Rosabeth Moss Kanter, chaired professor, Harvard Business School;author, Confidence: How?Winning Streaks and Losing Streaks Beginand End "Wise, invaluable advice that the field and its practitionersshould heed if the field of OD is to take its rightful place as anapplied behavioral science that can make a difference in theeconomic and human affairs of organizations." -Michael Beer, professor emeritus, Harvard Business School;chairman, Center for Organizational Fitness "Few disciplines in decline have subjected themselves to soprofound a self-evaluation. It should lead ?to a rejuvenation ofthe field. Whether or not it does, there is a great deal to learnhere about organizations and relevant professional practice." -Russell Ackoff, professor emeritus, Wharton School, University ofPennsylvania "Two of the leaders of the field of OD have collaborated topresent us with a compelling and controversial state of theart." -Len Schlesinger, vice chairman and chief operating officer,Limited Brands "The book challenges OD consultants to think broadly about theirorganizational roles and to assert their rightful place inorganizations." -Jean M. Bartunek, Robert A. and Evelyn J. Ferris Chair Professorof Organization Studies, Boston College
|Author||: Colette Marie Stefan|
If You Cannot See A Strong Future For Your Children, Who Will? The number one weakness for every child is a mother's worry. Every single thought you have about your children has the potential to strengthen or weaken them! Mothers are taught and encouraged to worry about their children as a badge of honor, instead of honoring their intuition to create a better future for every child. Many people who shift out of limiting beliefs and expectations break into peals of laughter as they recognize how they have participated in what just might be a giant cosmic joke... The truth is funny! Often, stranger than fiction! A word of caution... If you prefer the status quo and you are not interested in improving every aspect of your life... This book will trigger the shift out of you!
|Author||: Lucy Montgomery,John Hartley,Cameron Neylon,Malcolm Gillies,Eve Gray|
|Editor||: MIT Press|
The future of the university as an open knowledge institution that institutionalizes diversity and contributes to a common resource of knowledge: a manifesto. In this book, a diverse group of authors—including open access pioneers, science communicators, scholars, researchers, and university administrators—offer a bold proposition: universities should become open knowledge institutions, acting with principles of openness at their center and working across boundaries and with broad communities to generate shared knowledge resources for the benefit of humanity. Calling on universities to adopt transparent protocols for the creation, use, and governance of these resources, the authors draw on cutting-edge theoretical work, offer real-world case studies, and outline ways to assess universities’ attempts to achieve openness. Digital technologies have already brought about dramatic changes in knowledge format and accessibility. The book describes further shifts that open knowledge institutions must make as they move away from closed processes for verifying expert knowledge and toward careful, mediated approaches to sharing it with wider publics. It examines these changes in terms of diversity, coordination, and communication; discusses policy principles that lay out paths for universities to become fully fledged open knowledge institutions; and suggests ways that openness can be introduced into existing rankings and metrics. Case studies—including Wikipedia, the Library Publishing Coalition, Creative Commons, and Open and Library Access—illustrate key processes.
|Author||: Jeffrey M. Hiatt,Timothy J. Creasey|
Change Management: the people side of change is an introduction to change management for managers and executives. Project leaders and consultants can use this new book with their organizations and clients to introduce change management to front-line managers and top-level executives involved in change. Specifically, managers and executives will understand the broader perspective around change management and understand their role in the process.Written by Jeff Hiatt and Tim Creasey, the editors of the Change Management Learning Center, this book takes 7 years of research with more than 1000 companies, white papers and change management models, and combines this knowledge into an easy-to-read guide for managing change. Multiple case studies and examples make this book a quick-read for managers and executives that need a basic understanding of change management.
|Author||: Aaron Dignan|
|Editor||: Penguin UK|
The way we work is broken. It takes forever to get anything done. Meetings and emails are incessant. Bureaucracy stifles talent and creativity. After decades of management theory and multiple waves of technological and societal change, is this really the best we can do? Aaron Dignan teaches companies how to eliminate red tape, tap into collective intelligence, and rethink long-held traditions that no longer make sense. In Brave New Work, he shows you how to revolutionize the way your company works forever. Using stories from companies at the cutting edge of organisational transformation, Brave New Work will show you how to transform your team, department and business from the inside-out-making work more adaptable, abundant and human. It is packed with new tactics and tips for updating your company's operating system: the simple rules and assumptions so deeply embedded that you don't even think to question them. Learn how to reignite passion and energy throughout your organisation. Build a company that runs itself.
|Author||: Hildy Gottlieb|
|Editor||: Resolve, Incorporated D/B/A Renaissance Press|
The Pollyanna Principles will show you how to create the future for your organization and your community right now! From the first page of this groundbreaking work, prepare to be inspired to get to work creating an extraordinary future for your community. Drawing on her extensive experience in the field, the nonprofit sector's respected contrarian - veteran consultant and author Hildy Gottlieb - debunks everything you thought was true about creating effective organizations. From governance to planning to resource development and everything in between, Gottlieb has one goal in mind as she reinvents the Community Benefit Sector's most commonly used systems: How to build healthy organizations as just one step in building strong, healthy, vibrant communities.
|Author||: Margaret J. Wheatley,Myron E. Rogers|
|Editor||: Berrett-Koehler Publishers|
"We want life to be less arduous and more delightful. We want to be able to think differently about how to organize human activities." So begins A Simpler Way, an exploration of a radically different world view that will reshape how we think about organizing all human endeavor. Margaret J. Wheatley and coauthor Myron Kellner-Rogers explore the question: "How could we organize human endeavor if we developed different understandings of how life organizes itself?" They draw on the work of scientists, philosophers, poets, novelists, spiritual teachers, colleagues, audiences, and their own experience in search of new ways of understanding life and how organizing activities occur. A Simpler Way presents a profoundly different world view that can change how we live our lives and how we can create organizations that thrive. A Simpler Way explores fundamental new beliefs about organizations and life. Like Leadership and the New Science, this new book is rooted in science but breaks new ground by developing insights from literature, spiritual teachings, and direct experience. The authors challenge many assumptions about life, organizations, and change, while providing inspiration and guidance for readers on their own journey to a simpler way to organize their endeavors. The authors describe a new paradigm of life as self-organizing and coevolving, drawing on sources that support modern science but predate its findings by thousands of years. They examine five major themes-play, organization, self, emergence, and coherence-each grounded in both the science and philosophy of a world that knows how to organize itself. Each theme is explored in depth, and then applied to how we think about human organizations. The book begins and ends with photo essays, providing visual imagery that recalls readers to their own experience with a world that is creative, playful, and self-organizing. Written in a relaxed, poetic, and inviting style, the book welcomes the reader into this exploration of a new way of being in the world, one which can give us increased organizing capacity and effectiveness with less of the stress that plagues us now.
|Author||: Josh Linkner|
|Editor||: John Wiley & Sons|
Companies, communities, and individuals fall for many reasons, but one of the most common—and easily avoidable—is the failure to reinvent. When people and organizations rest on prior successes rather than driving purposeful transformation, they discover too late that they have lost their market position altogether to competitors and external forces. The most successful companies, brands, and individuals make reinvention a regular part of their business strategies. Transformation demands an ongoing process of discovery and imagination, and The Road to Reinvention lays out a systematic approach for continually challenging and reinventing yourself and your business. Venture capitalist and serial entrepreneur Josh Linkner identifies six elements in any business that are ripe for reinvention and shares examples, methods, and step-by-step techniques for creating deliberate, productive disruption. Throughout The Road to Reinvention, Linkner also explores the history—the great rise, unprecedented fall, and now rebirth—of his beloved hometown, Detroit. First rising to greatness as the result of breathtaking innovation, Detroit had generations of booming growth before succumbing to apathy, atrophy, and finally bankruptcy. Now, the city is rising from the ashes and driving sustainable success through an intense focus on reinvention. Linkner brings an insider's view of this incredible story of grit, determination, and creativity, sharing his perspective on Detroit's successes and setbacks as a profound example of large-scale organizational and personal transformation. Change is inevitable. You need to decide: Will you drive that change, or be driven away by it? Will you disrupt or be disrupted? By choosing to deliberately reimagine your own status quo, you can secure a strong future for both your company and your career.
|Author||: James A. Alexander,Mark Hordes|
|Editor||: SelectBooks, Inc.|
In business, seeing the next paradigm shift in how to effectively navigate a company to achieve high performance and competitive advantage isn't just important-it's crucial. In their new book, S-Business: Reinventing the Services Organization, James A. Alexander and Mark Hordes offer a comprehensive and focused approach by which decision-makers in product, professional services and support services organizations can embrace services as a strategic weapon. This is the essence of S-Business.Giant organizations like IBM and General Electric, once thought of as pure product companies, are actively implementing s-business strategies. IBM Global Services generates more than $33 billion in annual revenue; for each dollar earned on software, $162 is paid out in services. Professional services firms such as Accenture and McKinsey are reinventing their marketing, delivery and alliances to meet the ever expanding issues and needs of customers and clients for comprehensive services. All segments of the economy will be touched by the new s-business paradigm shift. No organization of any size, in any market or geography, can afford not to implement an s-business strategy.
|Author||: John McMillan|
|Editor||: W. W. Norton & Company|
A high-energy tour of the history of markets features such examples as a camel trading fair in India, the twenty-million-dollar-per-day Aalsmeer flower market in the Netherlands, and the global trade in AIDS drugs. Reprint. 13,000 first printing.