Organizations Books

There are several outstanding books on the general subject of Six Sigma and Eckes has written two of the best. Previously in The Six Sigma Revolution, he examined major corporations such as Motorola and GE in which Six Sigma programs really did create revolutions which continue as I compose this review. These are properly acclaimed successes. Of course, little (if any) attention has as yet been devoted to those organizations which initiated and then later abandoned Six Sigma programs. The reasons for doing so vary, of course, but most can be classified within two categories of resistance to change: cultural and technical. As O'Toole brilliantly explains in Leading Change, it is a formidable task to overcome what he characterizes as "the ideology of comfort and the tyranny of custom." In this volume, Eckes suggests all manner of strategies and tactics by which to overcome resistance and then sustain Six Sigma programs, once launched. Correctly, he stresses the importance to an organization of achieving a "balance" between its culture and its technology. Moreover, at a time when change is (literally) the only constant and occurring at an ever-increasing velocity, its is also a formidable challenge to maintain the proper balance of the two. For many years, I believed that most people fear change. I no longer believe that. Rather, I have become convinced that most people fear the unfamiliar. Hence the importance of constant and effective communication between and among everyone involved. Eckes suggests that this book will show his reader how to "Create the need for Six Sigma" but, in fact, the need probably exists already so there is a need to help everyone recognize that need and appreciate the importance of responding to it. Therefore, Eckes also shows his reader how to "Shape a vision of Six Sigma so that employees understand the desired results and new behaviors of a Six Sigma organization." Also, he shows the reader how to "Mobilize commitment to Six Sigma and overcome resistance" which is inevitable. Only then can any organization change its systems and structures "to support the new Six Sigma culture." Next: "Measure Six Sigma cultural acceptance" and "Develop Six Sigma leadership." All of these components are absolutely essential, difficult to integrate, and even more difficult to sustain in appropriate balance. In this volume, Eckes explains how and he does so with precision and eloquence.

In recent years, I have become more involved in Six Sigma or process improvement programs which vary somewhat in terms of their design and scope but all of which encountered several of the "pitfalls" which Eckes discusses in Chapter 8:

1. Feeling obligated to achieve quick success

2. Clogging up agendas with competing distractions

3. Having unrealistic time frames

4. Ignoring previous quality efforts

5. Conducting poor Six Sigma cultural planning and follow-through

6. Delegating (i.e. dumping) cultural development or seeing it as a one-time event

7. Not having appropriate cultural goals or objectives

8. Not allowing for unexpected interruptions

9. Allowing false or cosmetic positive readings to suggest authentic cultural transformation has been achieved

10. Underestimating resource allocation

Of course, whether or not involved with Six Sigma initiatives, any organization can experience some or even all of these "pitfalls." In this book, Eckes offers sound, street-smart advice on how to avoid them. Time and again, he places great emphasis on the importance of cultural values by which everyone involved in a Six Sigma can be guided and, when under duress, sustained. Herb Kelleher has this in mind whenever he explains what Southwest Airlines competitive advantage is: "Maintaining excellent customer service involves a process of getting people to understand the importance of it to them in their daily lives as well as in others'. We were a little concerned as we go bigger that maybe some of our early culture might be lost so we set up a culture committee whose only purpose is to keep the Southwest Airlines culture alive. Before people knew how to make fire, there was a fire watcher. Cave dwellers may have found a tree hit by lightning and brought fire back to the cave. Somebody had to make sure it kept going because if it went out, there would be serious problems. That cave dweller was the most important person in the tribe. I said to our culture committee, `You are our fire watchers, who make sure the fire does not go out. I think you are the most important committee at Southwest Airlines.' I really do believe that to be the case." This is precisely what Eckes means by "culture" in this book. For everyone in any organization already embarked on a Six Sigma program or now considering one, this is a "must read."

Think about it. Seriously think about it. What was the downfall of your quality endeavor? Your performance improvement plan? Your Six Sigma initiative? Was the wrong strategy used or was it the wrong tactical approach? Mostly likely it was neither your strategy nor your tactical approach. The failure was most likely do to people. Most likely your people hadn't really bought in. Buy-in from your people is necessary for an initiative such as Six Sigma to be successful. The people in your organization create your organizations' culture. How do you get cultural buy-in? How can you sustain that buy-in?

In the book Making Six Sigma Last, the author, George Eckes shows us how. Through heart-felt stories, humorous personal examples, and real business illustrations the author takes us through the process needed to create and sustain a culture that supports Six Sigma.

First we learn about Q x A = E. This powerful formula shows us that: "Q" Quality, the technical and strategic elements of a Six Sigma initiative, times "A" Cultural Acceptance, of the technical and strategic elements of Six Sigma, determines "E" the success of the Six Sigma process. Then, the author addresses resistance. We are reminded that it's a natural process for people to resist change. Eckes describes four types of resistance and offers specific strategies for overcoming each. The next chapters show how to sell it and then manage it. Now it's time to ask did it work? Did you get the cultural buy-in you were attempting? How do you know? In Making Six Sigma Last, Eckes offers a model that is used to measure the cultural acceptance within the organization or as Eckes says, "how well Six Sigma has been baked into the organization". Five case studies are used to illustrate these concepts. Then through profiles of leadership, the author shares real business examples of what worked, what didn't and why. Finally we learn how to sustain the culture that will support Six Sigma initiatives with the chapter on pitfalls: 10 things to avoid.

Making Six Sigma Last is an informative and easy read. It's effective and efficient, hallmarks of Six Sigma. The book leaves you inspired and hopeful that this stuff really can work. Don't start without it!

What I enjoyed most about this book was the applied "psychology of business" in other words, how to get people (organizations)to do what you want them to do and like it!

The book gives you answers to the "what if" questions that anyone trying to succeed in changing their corporate culture has. The examples and the personal tone of the book make it a fast, informative and easy read.

No one knows Six Sigma, which seeks near perfect customer satisfaction, like George Eckes, the consultant who literally wrote the book on it (The Six Sigma Revolution: How General Electric and Others Turned Process into Profits). In his second book, Eckes emphasizes the importance of molding organizational culture to generate broad acceptance of a Six Sigma initiative, using illustrative examples from his workshops. He describes ways to overcome internal resistance to change, to sell the program's benefits and to get key people as well as the masses on board. If you are launching a Six Sigma program, Eckes provides many specific suggestions of strategies you can employ. But because much of Eckes' wisdom can be applied more generally to organizational change efforts, we [...] recommend this insightful book to any executive, whether or not Six Sigma is your strategy of choice.

The new book: Making Six Sigma Last, by Mr. George Eckes, is the the most comprehensive and excellent road map to reach corporate cultural excellence.

The previous book by Mr. Eckes: The Six Sigma Revolution, successfully teaches us the way to implement the tactical component of Six Sigma: process management excellence.

The current book is the only book to date that offers a complete process to achieve the key strategic component of Six Sigma: corporate cultural excellence.

Mr. Eckes has again produced an enjoyable, very enlightening and important Six Sigma book that is easy to read and comprehend.

It is perfect for corporate executives, managers, employees, consultants, quality practitioners, and students of best business practice.

Thank you for the opportunity to express my high regard for the outstanding book: Making Six Sigma Last.

Regards,
Marc St.James
November 24, 2001

I teach courses on software metrics and do some research on software-related measurement. As Austin points out in his book, many of the well-known advocates of metrics in the software community are blind to the issues that he raises, or they dismiss the issues as social science hooey that won't affect serious engineering. They are so, so wrong. This is a useful, readable book, that teaches hard lessons.

This is an excellent book on performance measurement. Very short, simple and easy to follow. The concept of critical dimensions and its effect on dysfunctional measurement it's well worth the read. By the way, one may also want to check the famous paper "On the folly of rewarding A, while hoping for B" by Steven Kerr.

Managing engineers is very challenging; measuring their performance is even harder. This book offers a fantastic review of leading research on the subject and establishes a strong case for delegatory techniques. It's a quick read but much more academically rigorous than similar management guides.

This book is filled with both humorous and chilling examples of measurement dysfunction that make the sometimes academic approach quite palatable. Dr. Austin identifies three different types of performance measurement based on the intent of the measurement - measurement for motivation, process improvement, or process coordination. It is measurement for motivation that causes the dysfunction that this book so convincingly describes.

For example, if we record the fact that 10 widgets are produced on machine A and we are comparing this against the 10 widget benchmark for bonuses, it is very likely that other perspectives like quality will suffer in the drive to make the 10 widget goal. Austin makes the point that the discovery that every time our overall performance is excellent we have produced 10 widgets does not imply that producing 10 widgets will guarantee excellent overall performance.

If we record the fact that 10 widgets are produced on machine A while only eight widgets are produced in the same time using competing technology on machine B, this is measurement for process improvement and can be very useful - provided it is limited in scope and used purely for the stated purpose.

If we record the fact that 10 widgets are produced on machine A and convey this information to the widget packaging department to ensure that enough widget cases are ready, this is measurement for process coordination, and is also potentially useful on its own.

The idea that the intent or goal of the measurement is of paramount importance is one important lesson from this book.

Austin does make some recommendations about developing effective performance measurement systems.

Understanding the costs involved with "perfect" measurements is part of the solution. Substituting a cheaper approximation for a key measurement is bound to cause problems - witness the measurement of nitrogen instead of protein in wheat gluten used in pet food. The incorrect justification for cheaper approaches is a thread surfaces in other areas - reusing financial figures as a proxy for management accounting leads to flawed descision-making emphasizing short term financial gain - reuse of software components leads to products that are hard to use.

One effective technique is using the end customer as the ultimate judge of quality and performance - the kind of approach described 10 years later in Fred Reichheld's The Ultimate Question: Driving Good Profits and True Growth

A principal of a company once told me that the primary job of a manager is to get the employee to do what the manager wants him to do. From there to effective management in real life comes a lot of confusion.

Robert Austin sorts it all out with a suprisingly simple model, and a strong does of honesty. Managers and workers -- participants in the serious game of work in organzations -- put aside illusions and read this book. And anyone who thought they were helping by designing a measurement program, pay attention too.

Measurement and management can work, but only if you know what you're doing.

With this book, Marquardt has created the most exciting and practical model for executive development I have ever seen. Warren Bennis recently asked, poignantly, "Is there a future for leadership?" Marquardt is leading all management educators into the future of leadership. As director of an executive Master's program at American University, I am astonished at how powerful Marquardt's model is for developing "leaderly learners," in the magical phrase coined by Peter Vaill. Action learning is perfect for leaders who want to learn and learners who want to lead. Marquardt's chapter on the role of "action learning coach" is, by itself, worth a shelf of books of leadership. My executive participants are raving about how action learning has transformed their individual mindsets, allowing them to surface take-for-granted assumptions, as well as helped them begin to transform the culture or collective mindsets of their organizations.

Michael J. Marquardt has developed a problem-solving tool. His process, which can be adapted by organizations of any size not only provides solutions but also builds leaders and teams.

Marquardt, a professor of HRD and Program Direction of Overseas Programs at The George Washington University, is an expert in action learning. His process has six components.

1. A problem - It must be significant and urgent.
2. A group - The ideal group has between 4 and 8 diverse members.
3. Questions - Initially, team members are restricted to questions. This reflective inquiry period develops a thorough understanding of the problem.
4. Action - The group is authorized to implement their solution.
5. Learning - A commitment to the process is as important as the solution.
6. A coach - Someone is needed to keep the group focused.

A key step is "action." Learning is meaningful only if some type of action is taken. Action generally involves four steps:

1. Understand and Redefine the Problem. This is often the most important step.
2. Articulate a Goal.
3. Develop and Test Strategies.
4. Take Action and Reflect on the Results.

Marquardt includes a 12 step plan to introduce action learning to your organization. Properly implemented, it will accomplish three goals for your organization:

1. It will provide solutions to problems.
2. Develop leaders.
3. Build a problem-solving culture.

Optimizing The Power Of Action Learning: Solving Problems And Building Leaders In Real Time by educator and consultant Michael J. Marquardt (Professor of HRD and Program Director of Overseas Programs, The George Washington University), is a "user friendly" guidebook to an effective learning technique for facing increasingly intimidating and complex organizational challenges, especially with regard to global business concerns. Impressing the power of "action learning" to respond to the need to create new products, improve service quality, and transform organizational cultures, Optimizing The Power Of Action Learning is a confidently recommended success guide complete with a well-thought-out process for introducing and sustaining action learning among groups to the reader's particular and maximum advantage.

It is desirable but not imperative to have read Michael Marquardt's earlier work, Action Learning in Action, before reading this one. He defines action learning as "both a process and a powerful program that involves a small group of people solving real problems while at the same time focusing on what they are learning and how their learning can benefit each group member and the organization as a whole." The benefits of action learning include shared learning through all levels and areas of an organization, greater self-awareness and self-confidence for all involved because of their new insights and feedback interaction, improvement of their ability to ask better questions and to be more reflective, and improved communication and collaboration enterprise-wide.

How do task forces and quality circles differ from action learning groups? First, [they] tend to focus on the specific problem of task to be addressed rather than on identifying the organization wide, environmental, systemic elements in which the problem resides, and which also be affected if lasting change is to take place...Second, [task forces and quality circles] generally do not have the power or the expectation of taking action...Third [they] are charged with addressing a problem or improving a product or procedure; any learning that occurs is incidental." Marquardt suggests that action learning programs are built around six interactive components: a problem, the group, the questioning and reflection process, the commitment to taking action, the commitment to learning, and the facilitator. It is important to add, a "commitment to action" includes both identifying a given problem's causes and correcting it, and, then ensuring that the problem does occur again.

In this volume, Marquardt develops in much greater depth many of the core concepts introduced in his earlier book, Action Learning in Action, but focuses much greater attention on how to solve problems and build leaders in real time with next-generation tools and techniques to make action learning successful each and every time, in any organization. Those who have not read his earlier book will appreciate his review of the six critical components: the problem; group diversity (e.g. cross-functional teams); action strategies; individual, team, and organizational learning; the all-important involvement of a well-trained action learning coach; and step-by-step procedures for introducing, implementing, and sustaining action learning. In turn, many of those who have read the earlier book will also appreciate his review of the six critical components, both as a reminder and as a framework within which Marquardt refines his core concepts as well as introducing entirely new material such as the 20 best-practice examples of action learning in action. He also inserts a number of reader-friendly devices such as eight Tables and dozens of checklists which summarize key points in each of the eight chapters. These devices facilitate and accelerate review later, whenever needed to clarify the nature and extent of a reader's own specific problem or opportunity.

Of greatest interest to me is what Marquardt has to say about how to prepare for and then introduce, implement, and then sustain an effective action learning program. He suggests and then carefully explains each of twelve steps (which are listed in Table 7 on page 162) which comprise a cohesive, comprehensive, and cost-effective process which - with appropriate modifications, of course - can guide and inform initiatives undertaken by almost any organization, whatever its size or nature may be. Marquardt's extensive real-world experience with all manner of organizations probably explains why his approach is so pragmatic. He well realizes the barriers to be overcome, hence the importance of the various checklists he provides such as those for top management support, what should be addressed during a preparations assessment workshop, the selection of action learning projects, and measuring the impact of action learning initiatives in the given organization.

Those who share my high regard for this brilliant book are urged to check out Marquardt's subsequent work, Leading with Questions, in which he explains in even greater depth how leaders find the right solutions by knowing which questions to ask. He insists, and I wholly agree, that effective leadership of action learning programs must be provided at all levels and in all areas of operation but that such programs cannot succeed without the full support and sustained commitment of senior-management.

People with an intense interest in knowing all the details of action learning will find the answer to their prayers in this book. Author Michael J. Marquardt writes with the zeal of a revival tent preacher, filled with the sincere belief that action learning can help solve any problem, meet any challenge or achieve any aspiration. As he clearly explains, action learning is intended to build both knowledge and leadership. He sets out the steps your organization should pursue to implement action learning, and to use it well. He includes questions, checklists and extensive examples. All he omits are any caveats or cautions about this approach. He's a booster and an expert, just so you know where he's coming from. We recommend his manual to human resource professionals.

Mindy Starns Clark never disappoints! This book only leaves you wanting more....thankfully there are 4 more books in this series. When you finish this series go for the Jo Tulip series she wrote, equally as awesome!

Callie Webber works for the J.O.S.H.U.A. Foundation, checking out charities to make sure they are practicing what they preach. If she finds them to be in good standing, she awards them with a check for their hard work. Her boss is a man named Tom, who Callie knows very little about. As she prepares to take a well earned vacation, Tom asks her to do a favor for an old friend of his and check out his charity. Callie obliges and postpones her trip, only to visit the guy and have him turn up dead minutes after she arrives. As a former PI, it's in her nature to find out who the murderer is and also as a favor to Tom. There are many suspects with many motives making this a challenge for Callie while also testing her relationship with Tom.

I had enjoyed Mindy's SmartChick series so I wanted to go back and read the rest of her books. I had heard really good things about this series, and boy I was not not disappointed. This was a top-notch mystery with a strong, hard to put down storyline. I love Callie's character, she is strong and very resourceful. She's good at noticing the tiny details which is probably why she was a PI. The reader also feels for her as she is a young widow after losing her husband only recently. Tom is a mysterious guy and if I had been in Callie's shoes I would have done some inspecting on him! The idea of the company is very cool, giving to those who deserve it but don't ask for it. I also found it very interesting about what was said about the exploiting of sponsoring children. It is true that most people do not find water irrigation very attractive to spend money on, but they will spend money to help a cute kid, so thus pictures of the kid is reused to attract people. So the people's money goes towards water irrigation but they think it's helping the kid. Is it deceiving for companies to do this, especially if they are Christian based? Why do people feel good if they help a kid, but they think it's wasteful to help an entire community? Very good stuff to think about.
Overall this was an excellent mystery story with twists I didn't see coming and likable characters making this book a great start to the series. I'm hooked.

Two things make good Christian fiction. One: a good story line. In the case of a mystery, it needs an interesting crime and a solution that is not obvious. Two: an unapologetic approach to faith. Too often Christian writers shy away from actually discussing their faith, ending in a story that vaguely mentions God and behaving in a moral manner.

I am very happy to say that The Million Dollar Mystery Series fulfills both requirements. Mindy Starns Clark crafts excellent mysteries that keep the reader guessing to the last minute. I have often thought she challenges Agatha Christie with her plot twists and hidden culprits. She also weaves stores of faith and solid Christian doctrine without sounding overly preachy.

Mindy Starns Clark premiers her "Million Dollar Series" with a winner. Just put yourself in Callie's shoes. You've been trusted to run down the backgrounds of numerous non-profit organizations to see if they're legit. You have the respect of your boss, although you've never met him. Yet now, seemingly out of the blue your boss wants you to present a check for $250,000 without doing the standard background check. This goes against the grain a bit, but hey, you never know. They guy's a friend of your boss. Still it's hard to give that money to a dead man, and even harder to get out of town when your boss insists you take an active roll in the investigation. First the means of death, then a list of suspects, and gee, she's living in the house WITH all of the suspects. Clark handles a brand new mystery with the same elegance of "Ten Little Indians" and leaves you guessing all the way. Truly remarkable work. (I only give 5 stars for extraordinary work, so a 4 star from me is like a 5 star from most other reviewers). If you're a mystery buff this book should definitely be on your shelf.

Callie Webber is looking forward to a week's rest as soon as she drops off one last check for her boss Tom. But when Wendell Smythe says that it's only a loan to Feed the Need and not a gift, Callie finds herself with an hour's paperwork to do. Returning to his office with the proper forms all filled out, she finds Wendell dead. The police quickly rule it a murder and ask Callie to stay in town as a material witness. Then Tom asks Callie to investigate. And how can she turn her boss down?

Staying with the Smythes gives Callie easy access to her prime suspects. But beneath the surface of a seemingly happy family lurks some sinister secrets. Who is leaving threatening messages for Sidra? What drove Sidra and Derek apart? What was going on at the company? And does this have anything to do with the murder?

Meanwhile, Callie is finding her own emotions hard to deal with. Being around this much sadness and death is reminding her too much of the death of her own husband. Can God help her deal with her own renewed emotions and solve the case?

The titles of this series really intrigued me, so I decided to give the first a try. It was certainly worth it. Callie was a very human character and I found myself chocking up on more then one occasion with the hurt she was going through. She's also strong and fun to hang out with. While the story started a little slow, it gained speed quickly. The twists came so fast in the final 100 pages I stayed up much later then was wise to finish. I never saw the ending coming, either.

If the rest of the series is this good, I can't wait to read it. The author has won herself a new fan.

I found this manual a useful resource for the evaluation and treatment of our consultants.
It's also an invaluable aid for teaching psychotherapy.
As it presents personality traits as a continuum, with emphasis in healthy functional patterns and healthy personality, the comprehension of psychopatology results a dynamic process, not a cold list of symtoms.

I have found the manual very detailed and informative. A very useful resource to add to my reference library.

This is a bold and accomplished attempt by the psychoanalytic collaborative to produce a diagnostic manual that respects the phenomenological astuteness of the DSM-IV-TR, whilst asssertively departing from it and offering a personality centred nosology for categorising psychological difficulties.

The PDM corrects what has long been the bain of psychologists and psychotherapists, namely, the DSM's prioritising of discreet Axis I disorders over an understanding of how these form a part of a person's overall orientation to self, others and the world. The PDM recognises the personality, both healthy and disordered, (the P Axis) as the basis for understanding psychological problems. It further offers the M Axis, that begins to provide measurable psychodynamic criteria for mental functioning that cuts across personality style. This axis introduces a way of thinking about the developmental (maturational) aspects of our psychology as pivotal to an understanding of psychological disorders. Finally, the PDM in its 3rd S Axis, outlines the Subjective Experience that characterises the typical DSM Axis I-like difficulties. Here the PDM explores affective, cognitive, somatic, and relationship patterns associated with psychological difficulties in a manner evocative of a CBT formulation. In fact, I hope that in future editions, more of the fine cross-sectional formulations that CBT is famous for will find its way into this manual.

Being versed in psychodynamic theory is not a pre-requisite for the use of this manual, although it could help. The PDM has attempted to move beyond and integrate and systematise the divergent streams of knowledge that make up psychodynamic theory today. In addition it has employed understanding from the cognitive and neuropsychological traditions to provide a more descriptive view of the person-in-suffering than the compartmentalised DSM could. That said, the PDM does not attempt to replace the DSM, but functions as a complimentary adjunct, by providing the DSM equivalents of its own categories.

One of the strengths of this manual is that it is full of rich case illustrations. Half the book is also dedicated to the research base for the nosology that opens up and attempts to engage with the fissures in diagnostic thinking that are usually whitewashed in everyday practice.

The true test of the PDM will reside in its application, to find its way into psychological reports and formulations, and for its editorial team to continue its integrative psychological spirit that may stretch beyond specifically psychoanalytically/dynamically derived knowledge. I urge you to take this one on for size. Diagnostic systems are here to stay, we ignore them at our peril, and the PDM is a courageous first attempt to tame the diagnositc beast with the tempering of meaning and astute psychological science.

If you're anything like me (by like "me" I mean you're not necessarily fond of the DSMs) chances are you'd like this alternate classification. All of the heavyweight psychoanalysis organizations joined together to produce a diagnostic manual that takes into account the subjective experience of the patient, beyond the description of a general diagnosis. The reason I'm not giving it 5 stars is because I'd like it to have important information on transference and countertransference. Being created by the psychoanalytic organizations you'd expect it to include some notes on the Transference/Countertransferece experience in general for each pathology. But the truth is that this manual is actually useful even for therapists outside the psychoanalytic field, so the transferences/countertransference would have probably narrowed the group of psychotherapists it can reach being written the way it is.

This is a long over due alternative to the DSMlV-R. The joint effort of six of the countries dynamically oriented professional organizations have led to a fully referenced and well thought out manual using a psychodynamic/psychoanalytical oreintation to understanding the patient.
Using a three axis model including Personality Patterns and Disorders,Mental Functioning axis and Subjective Experience to help the clinician organize the elements of the dynamic presentation of the patient Each axis has usefull subsets and using them the clinician can deveolpe a dynamic picture of the whole patient. This is a wonderful tool and teaching device. Kit Erskine M.S.Ed., M.S.W., L.I.C.S.W.

We all have causes. These are the good things in life that make us human and happy. Most times, we want to do the right thing for the right reason. Often this involves spending our time and talent - not to mention hard earned money - for our cause. Robin Hood Marketing presents a keen look at the moments where we make the decision that a cause is just and that it deserves our attention. What I really enjoy about the book is the lessons it teaches in sharing our passions. The most important lesson I took from the book? It is the power of telling a story. The author grabs the reader from the very first chapter. Second most important? Its not about the cause itself...its about the people who find it valuable. In other words, its not about "me"...its about "you".

The author has done a great job in distilling the marketing principles of the for-profit sector and applying them to the non-profit world. This is not a light over easy marketing for dummies book but is written by someone with real expertise and experience. That said, it is a not complex read and provides clear principles, compelling examples and great side-interviews with other non-profit marketers.
It is focused more often than not on social cause-related marketing which not all non-profits are involved to the depth described in this book. However the principles and practices described are applicable to all non-profit environments. An excellent read and a valuable resource.

The practical advice in this book, told so elegantly and supported with fascinating case studies and interviews, makes it a "must have" for every non-profit marketer. It's one of those books you highlight, turn down pages to come back to, and put front and center on your bookshelf. One of the takeaways that has helped me see a new way to connect with our non-profit's audiences: "the goal is to show targets new ways to get what they already want or value." In other words, make it easy to see how our cause connects with what they already value, not necessarily educate them all about our mission.

Katya Andresen has done the nonprofit sector a favor and put nonprofit and Social marketing concepts into plain English everyone can understand. Two quick helps from Andresen: 1. Move your organization beyond the big picture of your mission and focus on getting people to take specific action. 2. Stop talking to yourself in your marketing, align your communication with your audience's values and you will see greater response. This book lays out the "Robin Hood rules" for using big money marketing principles and turning them into affordable practical wisdom.

There are hundreds of useful marketing books out there, but few authors have cut through the clutter to give practical strategic advise to non-profits in as effective way as Katya Andresen. Her experiences have led her to come up with simple to follow principles, that are backed up by excellent examples by a variety of experts in the field. Much of it is "common sense" put down on paper. The easy to read format and "real world" examples combine to keep you reading.

If you are looking for for a book that provides practical information for many types of organizations, especially ones that have little experience in marketing or public relations, this is it. The book would also be helpful for more established organizations to review to help them with strategic planning and cut through the clutter of outmoded thinking.

Here is the clarion call to a true life that
glorifies God. Put the lies of culture aside
and learn the real truth.. and live it!!

The fact Pastor John Piper in some of his books, "Don't Waste Your Life" and "A Hunger for God" quoted Law in this book several times intrigued me to read it personally. As I went through the chapters, however, it is clear to me and will become clear to the readers as well that Law sounds eerily close to a Roman Catholic minus the devotions to the rituals. Despite many deep, excellent, stinging, uncomfortable, soul-searching reflections and illustrations on the Christian life contrasted against the futility of a self-centered life that I believe are profitable for Christians, particularly to defy the preaching of prosperity gospel that seems to "prosper" more than the true gospel, sadly Law embraces the fatally erroneous doctrine of justification by works. In his view, Christians need to practice the principles of piety, self-denial, generosity, meekness, simplicity of life and all the Bible, particularly the New Testament teaches, the best they can in order to be saved that sounds all too familiarly popish. What he mostly brings up from the Bible is the wonderful teachings of Christ. There is no mention of poverty of spirit, dependence on God's grace to live a sanctified life or to desire to live for him to begin with, let alone the cross, justification by faith, sanctifying work of the Holy Spirit, and perseverance of the saints.

Well, the immediate questions that arise are of course, aren't Christians saved already, and that they are saved by grace on the basis of the finished atoning death and resurrection of Christ on the cross, and not by works? How does one know that he has done his best? What is the standard? Whose standard is it to use to determine whether one has done his best, man's or God's? If it is man's standard, which one? The Pope's? How can we be so sure if it is his standard to be used, not someone else's? If it is God's, where is it in the Bible that says God commands us to do the best we can and not rely on him for everything without excluding our responsibilities? Where is it in the Bible that God's standard says we are saved as long as we do the best we can? This is unquestionably deadly because in the end, it points to the perfectionist demand of the law where no one can meet, which is warned against by the Apostle Paul in his epistles, particularly to the Romans and Galatians. The meat of what Law talks about is all about doing and there is no mention of child-like dependence and trusting on God's grace in Christ through the Holy Spirit to enable us to follow what Law, in some cases, biblically and exquisitely exhorts to embrace and practice. To properly describe what Law offers here is a mixture of rich food and poison. The rich food is his biblical heart-piercing warnings, rebukes, reflections, illustrations and encouragements, specifically about prayer, fasting, simplicity, modesty, generosity, humility and self-denial that I must admit are too good, too important, and too bitter-sweet, eye-opening of an exposure and remedy to my own weaknesses to be overlooked as well as too precious to be neglected in practice. The poison is his constant insistence of justification by works. For the fullest benefit to be reaped, enjoy the rich food. Let it purify our souls and reform our lives, but spit the poison out. Instead, embrace and enjoy the even richer food of justification in Christ alone, by grace alone, through faith alone, and to the glory of God alone for these are the fountain that enables all true piety.

If you're looking for a challenge in your spiritual walk - this is the book for you. Law's classic book was the transforming resource in the lives of the Wesley brothers as well as abolitionist William Wilberforce - just as it changed their lives, this book will not leave you the same!

I've read an abridged and edited version for the modern reader by John Meister (158 pages) - but it wasn't enough - I had to order the small type 317 page version! This is not an easy read - on the difficulty scale of 1 - 10, this would be a solid 9. I wouldn't suggest this book to anyone in high school or even college - Law deals with real world issues and a little seasoning in life is necessary to get the full effect of his challenge. This is a perfect book for the Christian man who wants more than a Purpose Driven Life, the man looking for a profound, insightful, and challenging read that will deeply impact the core of his being!

You can find these books online. The longer version is a Vintage Spiritual Classics edition and retails for around $13.00. Rare will be the person that will want this book - but if you're the one, don't pass this one up! I give this my highest endorsement and recommendation.

Law deals directly with the concept of devotion to God - and asks some difficult questions about where man places his true devotion in life - in the things of this world, or in the Kingdom of Heaven? Law argues that a wise and reasonable man will wholly devote himself to the things of the Lord for they are far superior to the temporal and worthless things of this world. In fact, Law says that a lack of this devotion is a clear indicator of gross ignorance! The book gives several practical elements necessary for a devoted life including prayer, study, humility and confession. But it is not the elements about which Law writes, it is the manner in which he presents them to the reader that makes this book so exceptional - Law raises the bar and challenges the follower of Christ to live an exemplary life, a life worthy of their calling, a life comparable to the great saints who have walked before us or even to angels who minister above us!

This book should be read by every Christian that can get it. It was a tremendously insightful and humbling book that opened my eyes to the hypocrisy in my own life as well as the church in general. The Christian church in America and I am guessing much of the Industrialized and wealthy west[yes, I am a member of that group] have fallen so far from the devotion and holiness that God requires that it is a shock to see what was the actual New Testament norm just 270+ years ago, let alone at the time of the writing of the New Testament. This was a very easy to read book, compared to say Spurgeon or Calvin. Extremely convicting personally. Would recc. to anyone who see themselves as sinners and wants to know what they should do. Includes excellent examples and is written as a practical guide, though not a how-to book[remember, was written over 270+ yrs. ago, before self-help books where invented;)]Found out about this book from a Word Pictures Program on the subject at their video's are also highly recc. for those seeking to glorify God and enjoy him for eternity[mans chief end]
Sincerely,
Wayne Borngesser

This is a classic of Christian literature. It should be a part of every Christian's library. These are the words that inspired the likes of John Wesley, John Newton, William Wilberforce and others. This issue is especially well edited and the book itself is an easy and inspiring read.

If you want to buy the book, go ahead, just be careful of superbookdeals, they take your money but don't deliver and don't answer emails. Caveat Emptor.

The Stock Trader's Almanac has already helped me with my trades.

What does it do?

It tells you what has happened in the Dow and Nasdaq in the passt so that you can predict with fairly good accuracy what will happen in the future. It also tells you in very plain English what the seasonal trends have been and what trends have been in pre and post presidential elections.

I would highly recommend this book.

The Stock Trader's Almanac tells you what has happened historically in the market so that you can predict with fairly good accuracy what will happen in the future.

For example: The Day after most holidays are almost always great for the market. An exception is the day after Easter which is almost always a down day in the market but the Tuesday after Easter usually surges. I read that information, checked my charts, and placed my orders accordingly. Guess what? The market performed exactly as it's historical record predicted.

This book is a wonderful source of seasonal trends and historical data. After all to ignore the past is to go blindly into the future.

I would highly recommend this book.

I've been investing and trading for 24 years and it's just been recently (in the last 5 years) that I have discovered how well it pays to be a historian when it comes stocks. The almanac is an essential tool for any serious market historian and is packed full of useful information relevant to minor to major market trends and statistics that should be in the minds of anyone who wants to make money trading stocks. This book costs you nothing. It will pay for itself.

A reasonably good reference book on historical stock market data. It was never designed to teach derivatives trading, long/short executions or day trading. It is historical reference data to be taken and used as you wish.

Mr. Twain was far too harsh on the book and makes one wonder if he has ever invested serious money ( $ 500,000.00+ ) ,in the markets whether he was long, short or day trading. Crabel and Rashke advocate short term trading, not strategic or tactical investing. The Stock Trader's Almanac is better used as an investing tool for those that like to revisit historical perspectives, I have used it on occasion myself. The book is well worth $ 13.98 especially as an educational tool for the novice.

I am a professional stock investor / trader and average a net profit income of $ 250,000.00+ yearly from a total investment of $ 750,000.00 in the markets. I go long, short, equities, commodities, etc. I still refer to the Almanac on occasion and likely will continue to do so.

Successful Proposal Strategies for Small Businesses is a MUST-READ for anyone involved in the government contracting procurement cycle. Everyone from the technical level manager in business and government to the owners of businesses and top level government managers should have a working knowledge of the information presented in this book. Specific key people who should use this book as a technical reference are:
1. all business development staff in private industry
2. technical managers in both industry and government
3. all technical publications staff
4. all government buyers, and procurement staff: including technical officers, source selection officers and source selection board and committee members.

The business development principles illuminated in this book apply equally when businesses sell to and buy from other businesses.

Moreover, I would like to see a companion periodical publication, a CD-ROM or a newsletter, that updates the rapidly changing technological and regulatory aspects of the book. Subscribers to such a service would include all full-time business development and government procurement staff.

The book's style is that of a successful proposal. The book, as the successful proposals discussed by Mr. Frey, is an effective sales document as well as en extremely informative technical reference. The key strengths of this work are its completeness and depth. Mr. Frey provides us with a broad overview of the procurement process presented from the perspective of the business developer. The book clearly shows how the various members of a small business organization should interact to produce a successful business development effort.

At each stage of the business development process the book describes all of the necessary steps to a winning proposal. Detailed schedules, document templates, document samples and examples clearly illustrate every critical step required for planning and executing a successful proposal effort. The book presents all aspects of proposal writing including the development and use of themes, illustrations, style, and even the physical production and delivery of the proposal have in a "user friendly" manner. Mr. Frey's system of handling acronyms and his implementation of the glossary are extremely valuable to the reader. The completeness of the acronym list alone is, in my view, worth more than the price of the book.

Two key concepts developed throughout the book are: the concept of proposals as sales documents, and the critical requirement for solid and continuous upper management's support of the business and proposal development process.

Private companies, both small and large, will find this book invaluable as the blueprint for establishing, and implementing their business development infrastructures.

To set expectations this book is heavily slanted towards winning Government business. It is also applicable to large businesses as well as small ones. That said, the information in this unique book can be effectively used by consultants and companies intent on competing for commercial contracts. I am fortunate because I have experience in Government contracting (on both sides of the fence - writing RFPs and evaluating responses when I was a member of DoD, and responding to RFPs when I was in the DoD contracting industry), and in the commercial world where I have been working as a consultant since 1988. From my vantage point I see the value of this book as advice and guidelines for developing effective proposal strategies regardless of whether you are competing for Government or commercial business.

I have used this book as a ready reference since the first edition was published in 1997. This second edition reflects a major update to the original book in that the proposal management tools in the first edition were woefully out of date and the focus was not on some of the Government opportunities for small business, such as Small Business Innovative Research (SBIR)that require a tailored proposal strategy. The second edition also addresses new Government initiatives for e-business and a plethora of other topics that were not present in the first edition.

If you are competing for Government business this is the most complete, accurate book I know of that covers the RFP-Proposal-Negotiation-Award process. Short of memorizing the FAR (Federal Acquisition Regulations), amassing years of proposal writing experience, and gaining the wisdom of knowing what works and what doesn't you will not find a more concise guide to the process. Also, you will benefit greatly from the wealth of tips and pointers that the author provides from his own extensive experience. If you are in the DoD contracting business, regardless of business size, I cannot overemphasize this book's value when it comes to cutting through the maze and providing a clear roadmap. If you are a proposal or capture manager I strongly recommend that you get a copy for every member of your team.

For the book's readers who are in the commercial sector the approach outlined in this book will add process and structure to your proposal writing efforts. The rigorous requirements imposed by the Government are too often lacking in the commercial process, which results in sloppy proposals that meander around issues and miss important client requirements. Also, because the proposal development process can be as large a task in the commercial sector, managing it can be a nightmare without a well thought out strategy for ensuring that all of the "t"s are crossed and "i"s dotted. The approach in this book practically hands you a ready-made process that you can apply to proposal development. This process will not only improve your ability to respond quickly and accurately to RFPs, but do so in an efficient manner. The result will be a significant competitive advantage.

For both sets of readers I think some of the advice, such as using the proposal as a marketing tool as well as a due-diligence instrument for responding to RFPs is excellent. For example, the author emphasizes backing up responses with examples to demonstrate claims. This is a powerful technique that I have used repeatedly to good advantage. It goes a long way towards assuaging client concerns about capabilities versus empty claims, and will turn a proposal that is merely responsive into one that is compelling.

Other things that make this book extremely valuable include the CD ROM of checklists and templates, and the numerous examples from the author's past proposals.

In my opinion this is the best book available for proposal development, and the only one that fully addresses every aspect of managing the proposal process for Government business. It should be on the shelf of anyone who responds to RFPs, and in the library of every company that does Government or commercial contracting.

Winning proposals and new work are the lifeblood of any business. Bob Frey has provided the business development and project management communities with a winning, working reference. Technical project managers and task leaders will benefit from a fuller understanding of the close relationship between outstanding contract performance and proposal awards. From philosophy to tools, this well-balanced book (and accompanying CD for quick-search) provides the organizational structure, choreographed processes, and in-the-trenches tips for successfully building and fueling a quality enterprise.

Don't let the trade price of this book deter you. Mr. Frey analyzes every aspect of the RFP-proposal process, and he includes a storehouse of resources to place you at a competitive advantage. No other book even comes close.

Mr. Frey's book covers the full lifecycle for capturing new business. He provides a clear strategy for identification and qualification of "winnable" opportunities,and a section-by-section cookbook for how to plan for and create a winning proposal. In our case, we have successfully applied the processes and guidelines found in this book to position us for capture of over $30,000,000 of new small business competitive Government contracts. This is good stuff!

I have consulted this book at least once a month since buying it. The book is full of practical insights that I have directly applied to critical projects. I have bought a copy of this book for every manager in my division. I recommend this book to anyone engaged in creating or managing change.

As the CEO of a high growth company, I have to periodically change our strategies to meet new challenges. We have a great team of people, but still it takes my team longer to adopt to the changes than I would like. I was struggling with this problem for years. I have paid lot of money to consultants, but results have not been there. I received Theory ZYX book as a gift from a friend who is also a CEO.

As I read Chapter nine, a light bulb turned on; it was as though this chapter was specifically written for my company. Now I know the root cause and the solution.

I highly recommend this book to anyone dealing with change.

Using the framework of Theory ZYX my organization has been able to change the culture without disruption to our business. The total buy-in on the part of all team members to our initiative to change the culture was key. With Theory ZYX we were able to succeed at change.

A book for any manager responsible for successful change.

The guidelines in this book helped my team through our change program. We were successful beyond our hopes. My team will get the bonus. My team kept focus on the project while using the road map outlined by Mr. Arora. The benefits of Theory ZYX are wonderful.

I found this book extreemly helpful in managing our change initiates. The examples are excellent. It reads like a story with humor. This subject can get real dry, but Mr. Arora takes the horror out of reading about change management. If you have a project of any kind where you are directing more than one person this book can help you succeed. I highly recommend it.