Organizations Books

Religion, Race and Reconstruction -- much has been said on the subject. Mr. McAfee, however, tells us about the time period in a surprisingly easy read. If you're looking for historical non-fiction, this book is easily digestable and a good read while making you rethink previous notions about our country's history.

Simply the best book on the subject written to date. Mc Afee has taken a complex and all too often simplified historical period and identified the underlying struggle that existed. His look at the societal conflicts of the 1870's allows the reader to identify with the conflicts we see today. The benchmark for other historians to shoot for.

With Religion, Race and Reconstruction, Ward McAfee has birthed something as yet unknown to his contemporaries, and in doing so, has illuminated them to factual, concise histories that will prove to be the standard against which other histories of the era are measured.

Agility a Necessity: I read this book while working in Malaysia and had the time to reflect on the two business worlds I have experienced in the USA and Asian Pacific Rim. The books brings to mind that taking an organization and moving its mentality is like trying to get a huge oil tanker to make a 180 degree turn.... not an easy task. Mr. Dove clearly states in the book the why, the need and the expectations for survival and how to shift ones business view from stagnated status quo to an adaptive and agile environment. The books content is not the type that you just breeze through and whip together a program to initiate change. Instead, you have to take the time to read, step back and understand where you are at and what it will take to define the change. In the book, Mr. Dove gives several examples and templates on how to evaluate and redefine your business environment. I would not recommend this book to those who want to remain in a lazy business environment and hope that the cash flow continues until they retire. This book is for those that are tough enough to step forward, make a difference and do the homework to drive some agility into their business environment. Of course...it does not matter if you are in Asia or the USA...this book is most applicable where ever you are in this world!

I am both biased and surprised. Biased because I was involved in some
of the experiences on which this book is based and because I reviewed
parts of the manuscript. Surprised because, knowing the focus was on
real world pragmatics by a guy who has pioneered on the factory floor,
I simply did not expect the span of coverage that emerged when all the
chapters were brought together. This book is about how to make
factories more productive. But also it is about how to make
businesses more responsive and more profitable. Further, it is about
how to facilitate proactive learning by all employees. What a concept
- letting everyone help make their enterprise successful. In a few
pages Response Ability shows you more about knowledge management than
most authors can muster in a whole book. Further, Response Ability
shows how all three aspects of a sustainably successful enterprise fit
together, each reinforcing the other, through a framework and module
architectural concept. Of course, the reason all this works so well
is that all is based on principles (clearly explained) and vetted by
results. Results count. And with this book Response Ability is a
result that every alert leader can create.

You know, original thinking in business books is rare, so it is something to celebrate when something new and useful -- even paradigm busting comes around.

Rick Dove is something of an Abraham Lincoln of the Agility movement, having been there from the very beginning. So part of what you'll get here is the maturest ideas that have been put into practice from the small community of original researchers. The Abe metaphor carries into the fact that Rick has chosen to focus his intellect on practical breadth. His approach is rational and understandable: he speaks the language that real managers use, and he uses the type of useful conceptual devices apparent in the clever title.

My own book on Agility ("The Agile Virtual Enterprise") takes a different approach: focusing on a few high payoff, hard problems of interest to advanced implementors. It probably does better as a second book on agility, after one has become convinced. I wish this book had preceded mine in publication -- it did so as far as the legacy of many of the ideas: Rick's ideas were shared early in the game with other, concurrent researchers.

Check it out. It is accessible, with many case studies. And these aren't the headline type of "Chinese food" examples, but the kind that dig in and actually turn the cases inside out. It has tools that you can use now, that are applied in these case studies to show you how and why they work.

All that's rare enough, but the most valuable element here is the original thinking. If you are not exposing yourself to original thinking of this type -- well, you're just not a manager.

Reviewer: Phil H. Gropp from Omaha, NE
Dr. Seymour Sarason's book is divided into two main sections/parts. In the first section, he reproduces and elaborates on the second edition of his 1971 book, "The Culture of The School and The Problem of Change." The main thesis of the section was that of defining the organization and culture of a school and the attachments the school personnel have to their ways of working in that environment. His main argument was that both of these complex realities must be changed if real improvement is to take place. In the chapters of section one, Sarason expounds on three major themes/concepts: that school cultures are complicated, that principals and teachers are isolated in their position, and that teachers responsible for student achievement often have little time to learn new educational ideas. In concluding section one, Dr. Sarason stresses that changing a school culture is difficult work and must be done in a comprehensive way if it is to be effective and of lasting significance.

In the second section, Sarason "REVISITS" his original thoughts and philosophy of changing school culture. He elevates his concerns of trying to maintain and improve public education as we have known it. Sarason states that "what happens in our cities and our schools will determine the fate of our society."
The first of the two main points he "revisits" is that for the process of change to take place today, you must completely understand a school's culture especially its people, values, and practices. Secondly, for increased achievement to be envisioned, teachers must relinquish their total control over students and allow them to take more responsibility for (at least most of) their own learning.

This book is a fascinating look at 20th century United States educational history. From the philosophy of pre-World War II educators, to the major Supreme Court decision dealing with desegregation, Sarason spins his challenging philosophy in a way that makes the reader establish attitudes about his/her educational convictions. With his knowledge of history, Sarason provides his opinions on what it will take for public education to flourish (or fail) in the 21st century. His visions of changing educational paradigms gives his work food for thought and interesting educational debate.

When Sarson first published his work 25 years ago, he was, without a doubt, far ahead of his time in his thinking about schools, teachers, principals, and the ability of the students to learn. He questioned the problems associated with the whole educational environment, and suggested such "outlandish" ideas such as de-emphasizing the teaching of reading and arithmetic in the early grades and eliminating the role of the school principal and the boards of education as they were then known (13). He judged the new math as being pretty dull and ineffectual. He relished giving teachers more control over their classroom environments. To emphasize his points, he referred to his man from outer space who frequently observed schools from a purely non-partisan role. For example, this spaceman would puzzlingly see schools filled five days a week, observe virtual bustling communities of activity, only to close down two days a week. He would then ponder better school scheduling and community involvement. Sarason took on the great educators of the time-names like Conant and Dewey, Koerner and Rickover, and offered sound proposals for the changing world that was profoundly influencing the school culture.

But in his REVISITING section of the book, he offers his opinions on a gammed of subjects, including school organizations, teachers, students, vouchers, and social change, to name a few. One of his most fascinating points is that of reiterating the idea that schools need to create and maintain environments that are continually providing productive learning for students that allows "knowing" to become internalized. This book is a fascinating look at the past, as well as a glimpse at the present and future of education in the United States. Sarason provides the reader with an opportunity to examine the ideas he first propounded a quarter century ago, and to see how well they fit into the 21st century. His work is tremendously written, carefully crafted, and lovingly offered to the educator of today.

Reviewer: Phil H. Gropp from Omaha, NE
Dr. Seymour Sarason's book is divided into two main sections/parts. In the first section, he reproduces and elaborates on the second edition of his 1971 book, "The Culture of The School and The Problem of Change." The main thesis of the section was that of defining the organization and culture of a school and the attachments the school personnel have to their ways of working in that environment. His main argument was that both of these complex realities must be changed if real improvement is to take place. In the chapters of section one, Sarason expounds on three major themes/concepts: that school cultures are complicated, that principals and teachers are isolated in their position, and that teachers responsible for student achievement often have little time to learn new educational ideas. In concluding section one, Dr. Sarason stresses that changing a school culture is difficult work and must be done in a comprehensive way if it is to be effective and of lasting significance.

In the second section, Sarason "REVISITS" his original thoughts and philosophy of changing school culture. He elevates his concerns of trying to maintain and improve public education as we have known it. Sarason states that "what happens in our cities and our schools will determine the fate of our society."
The first of the two main points he "revisits" is that for the process of change to take place today, you must completely understand a school's culture especially its people, values, and practices. Secondly, for increased achievement to be envisioned, teachers must relinquish their total control over students and allow them to take more responsibility for (at least most of) their own learning.

This book is a fascinating look at 20th century United States educational history. From the philosophy of pre-World War II educators, to the major Supreme Court decision dealing with desegregation, Sarason spins his challenging philosophy in a way that makes the reader establish attitudes about his/her educational convictions. With his knowledge of history, Sarason provides his opinions on what it will take for public education to flourish (or fail) in the 21st century. His visions of changing educational paradigms gives his work food for thought and interesting educational debate.

Kriegel and Brandt are so direct in their approach, so simple in their ideas, so refreshing, it begs the question, why didn't someone think of it sooner? As a strategic planning consultant, I believe that any manager in any business will benefit from reading this book. But BEWARE, reading this book can lead to frustration, as you try to implement these heretical concepts in organizations that are not run by Change Ready people. I would love to see them attack our tax code next!

Highly recommended for any supervisor or manager who acts as a change agent in their organization. Reflected my own organization in each chapter and I appreciated the specific strategies suggested.

This book will not only give you the insite but even the courage to identify, corral, and even eliminate many of the sacred cows which encumber your daily work environments. If for no other reason you can use some of the ideas in this book to have a little fun buy just calling attention to sacred cows at the office

I am an elementary school teacher and the mother of three young children so I have read a lot of books that say they are filled with easy-to-do science experiments but this is by far the best of its kind that I have read. Within the first two hours my kids and I did three of the experiments AND had a great time together AND learned something!

Many science experiment books out there either have bad science in them, poorly designed experiments, or unclear directions (or, unfortunately, all three). This book has great experiments that are easy and fun to do. And, the science behind the experiments is accurate and clearly explained. As a scientist, science teacher, and parent, this book is the first one my list of recommendations!

I ordered several books to prepare for the experiments I wanted to present for the "Bring Your Kids to Work" Day. This was, by far, the most useful and most interesting book I received. You can use the experiments listed in the book, and tailor them for younger or older children very easily. I'm going to order the sequel, "Science Explorer, Out and About," today!

I loved this book. To be able to understand how the physical universe works and how I relate to it, makes me more able. Simple as that. It has made me a much more causitive person, and made my life much easier and happier.

that is one of the best book a man can get . the knowledge in this book can save you from sad and very bad life. here you can find the knoledge you need for a better future for yourself.

What are the qualities and attributes and capabilities of the Human Spirit? What exactly is the Physical Universe? You were immensely powerful once, so what happened? How can you rise to greater heights of awareness and ability and once again become the YOU that you actually are? This book by L. Ron Hubbard embraces the essence of Scientology. You need this information.

Scientology 8-8008 was originally written by Hubbard in London in October 1952 as the textbook for an upcoming series of lectures which he delivered to students in Philadelphia in December of that year.

The title of this book, "Scientology 8-8008" is actually a formulaic/symbolic statement of the Goal of Scientology. Translated it means: "The attainment of Infinity by reducing the apparent infinity of the Physical Universe to "0" and then taking the apparent "0" value of one's own universe and increasing it to Infinity". (An "8" laid on its side is the symbol for infinity).

Scientology 8-8008 is the best book you will ever read on Spirituality and your Native Abilities. It really does contain the Truth that will set you Free.

This excellent book begins with a comprehensive new, needed and fascinatingly pregnant restatement by Michael I. Good of the history of the Seduction Theory, well after the importantly unsettling 1984 contribution by Jeffrey Masson. A many-voiced chorus of distinguished contributors brings forward (among other things) the psychoanalytically fertile distinction between "abuse" (in which the victim may be utterly passive and wholly noncontributory, from the perspective of the Law), and the "seduction" which has the specific deferred effect peculiar to psychoanalytic inquiry. This distinction (among other elements of the book) leads to an illumination of "the Freudian thing" (in the words of Lacan) with its innovative departure from the "whodunnit" type of explanation the police seek, and also from a physician's investigation into "what brought it on" and -- most importantly -- from the "interrogation" of Nature which began with Francis Bacon's 17th "Novum Organum." That notion of Science is exemplified by Freud's early Seduction Theory itself. In abandoning the Seduction Theory which psychoanalytic evidence cannot verify (according to contributor Robert Michels), the reader may conclude that Freud adopted a psychoanalytic "Novum Organum," a new kind of inquiry into the phenomena, neither Science nor Law nor a police investigation into abuse or trauma (bringing to mind the image of Sherlock Holmes with his big magnifying glass), but what Theodor Reik called "Listening with the Third Ear," (bringing to mind an intent listener with a large ear horn), initiated by a seductive invitation by the analyst to "say what comes to mind," a seduction which itself sets up one of the subjects of the psychoanalytic working-through. Louis H. Hamel, Jr., Esq.

THE SEDUCTION THEORY IN ITS SECOND CENTURY:
TRAUMA, FANTASY, AND REALITY TODAY

Edited with an Introduction and Postscript by Michael I. Good, M.D.

Committee of Pychoanalytic Psychotherapeutic Publications and Organizations,
Monograph I

Arnold D. Richards, M.D.
Book Series Editor

CONTENTS:

Series Editor's Foreword
Arnold D. Richards, M.D.

Preface and Acknowledgments

Contributors

Editor's Introduction:
The Roots of the Seduction Theory: A Perspective from Genesis to Scientia Sexualis
Michael I. Good, M.D.

Part I: WHAT IS THE SEDUCTION HYPOTHESIS? WHY ARE WE TALKING ABOUT IT TODAY?

Introduction
Chair: Owen Renik, M.D.

1. The Seductions of History: Sexual Trauma in Freud's Theory and
Historiography
George J. Makari, M.D.
2. The Ambiguity of Seduction in the Development of Freud's Thinking
Jay Greenberg, Ph.D.

Discussion of "What is the Seduction Hypothesis? Why Are We Talking about it Today?"
Helen C. Meyers, M.D.
On Literal Misreadings and Reconstructed Truths
Henry F. Smith, M.D.

General Discussion and Audience Questions

Part II: ANALYSTS AT WORK WITH PATIENTS WHOSE LIVES ARE CHARACTERIZED BY THE TRAUMAS OF EVERYDAY LIFE

Introduction
Chair: Arnold M. Cooper, M.D.

3. Trauma and Pathogenesis
Jacob A. Arlow, M.D.
4. Psychological Trauma of Everyday Life
Scott Dowling, M.D.
5. What Happened Matters, and What Really Happened Really Matters
Marylou Lionells, Ph.D.
6. Traumas of Everyday LIfe: A Self Psychological Perspective on the
Neuroses
Anna Ornstein, M.D.

Discussion of Analysts at Work with Patients whose Lives are Characterized by the Traumas of Everyday Life
Robert Michels, M.D.

General Discussion

Part III: ANALYSTS AT WORK WITH SEVERELY TRAUMATIZED PATIENTS

Introduction: The Analytic Aims in the Treatment of Severely Traumatized Patients
Chair: Leon Hoffman

7. Living the Experience of Childhood Seduction: A Brief Account of an Unusual
Psychoanalysis
Peter Fonagy, Ph.D.
8. A View of Severely Traumatized Patients--Soul Murder Victims
Leonard Shengold, M.D.

Discussion of Papers by Fonagy and Shengold
Glen O. Gabbard, M.D.

General Discussion

Part IV: CONCLUDING PAPERS

Introduction
Chair: Arnold Rothstein, M.D.

9. Freud and the Seduction Hypothesis
Steven J. Ellman, Ph.D.
10. The Seduction Hypothesis Axis: What's External, What's Internal, and What's In
Between?
Stephen A. Mitchell, Ph.D.

Postscript
The Seduction Theory: A Leitmotif in the Evolution of Psychoanalytic Theory, But Is It a Testable Hypothesis?
Michael I. Good, M.D.

Name Index
Subject Index

318 pages + xxi

International Universities Press
59 Boston Post Road
Madison, CT 06443
U.S.A.

_____

"Not many books can be stamped 'significant' from their inception, but this one can. It has a measure of historic significance by reason of drawing together contributions from the major psychoanalytic groups operating in the United States. Moreover, it achieves a high level of conceptual and clinical significance in the scope of its subject matter and the competence of the respective contributors. The background of the place of seduction in Freud's thinking and the various perspectives of the ensuing controversies swirling around the seduction hypothesis
and its supposed abandonment are thoroughly explored in considerable depth. The major focus is on the theory and treatment of trauma---explored and discussed from the vantage points of a wide range of theoretical perspectives. The degree of openness and willingness to listen and discuss is laudatory. The contributions cast a wide net, focusing at one level on the traumas of everyday life that arguably form the stuff of the clinical experience of everyday analysis, and at another level on
the more severe traumas in seriously disturbed patients that leave their residues of murderous rage and severe personality impairment. The contributions maintain a high level of discourse and provide a remarkable overview of the history and understanding of seduction-trauma in psychopathology and analytic theory. I have not seen a better synthesis of points of view and issues related to the themes of seduction and trauma than this. Analysts treating patients suffering from the effects of seduction and/or trauma will value these well-integrated contributions, and students of the sexual abuse and traumatization of children will encounter a rich mine of theoretical insights and clinical applications that will fully reward their perusal of these pages. The editor and organizers of this conference are to be congratulated!"

-- W. W. Meissner, S.J., M.D., Training and Supervising Analyst, Psychoanalytic Institute of New England, East; University Professor of Psychoanalysis, Boston College; author of The Therapeutic Alliance and Freud and Psychoanalysis, and other books.

"We soon realized that many companies which adopted such methods were caught in the middle between two competing organizational paradigms: the bureaucratic and democratic. In our analysis, these methods failed to transform the DNA, or fundamental design principle, that informs how organizations are structured and managed...When we understood that these two diamectrically opposed traditions for designing and managing organizations were competng for dominance, it became clear to us why managrs and employees were often being bombarded by mixed messages and a confusing mishmash of structures, management styles, and techniques. The bureaucratic and democratic design principles are based on different logics; each constitutes a distinct class with a specific genetic order...When these logics are mixed together in efforts to shore up the failings of bureaucracy, empowerment and reengineering efforts often fizzle because the basic tenets of a traditional hierarchy have not been uprooted...This book describes the principles and methods for designing the self-managing organization. We show how companies in any industry can change and evolve to become fully self-managing organizations"(from the Preface).

In this context, Ronald E. Purser and Steven Cabana, in Chapter 8, outline fundamental choices of two competing organizational design paradigms as following:

I- Bureaucratic Structure: Coordination and control of work tasks is done by supervisor.

1. Mind Set...*People have specialized skills and are easily replaced. *The work (technical system) is designed first. The people (social system) must adopt and fit in. *Workers are cogs in the machine of the enterprise, a commodity. *Total specialization of everything. *Within a complex organization, simple jobs are created. *Tthe building block of the organization is one person- one task. *Competitive structures, processes and reward systems are the best way to produce high performance.

2. People Act As If...*The environment our enterprise exists in is stable and unchanging. *There is little to learn at work; success comes from reacting resourcefully to problems. *Procedures are sufficient to guide behavior. Change interferes with productivity and can often be postponed. *Responsibility, and blame can be shifted to others; we are separate and therefore I can win at your expense. *We don't need to coordinate work closely with other functions. Their problems are their problems. *Unspoken assumptions need not to be explored. Simple solutions to problems are adequate.

II- Democratic Structure: Coordination and control of work is done by those doing the work.

1. Mind Set...*People possess many skill sets and can do many jobs/functions. *The needs of the work (technical system) are balanced with the needs of the doers of the work (social system). *People are learners. Machines and information systems can extend the skill set of employees to many functions. *As little as possible is specified, leaving the rest to the skill and discreation of the workers. *Complex jobs are created within a simple organizational structure. *The building block of organization is the self-managed work team. *Cooperative structures and reward systems are the best way to produce high performance.

2. People Act As If...*The environment our enterprise exists in is constantly changing. *Skepticism and doubt are valuable and enable continuous learning. *Outcomes are best reached with flexibility built into the approach. *I am fully responsible for any work I agree to perform. *Every task is part of some larger whole. I can't win at your expense. *Everyone's ideas are taken seriously. Cooperation is essential for our mutual survival. *Making our assumptions explicit and exploring them is worth the temporary discomfort.

Hence, in order to transform an entire enterprise to self-management, they discuss these choices within the context of Participative Design method. And they argue that "Dmocratic business organizations won't solve all the world's problems, but they will be places where people can find meaning in their work. Work becomes meaningful when people have attained real membership status, when work is restored to its rightful place, which adds value to both the customer and to the worker, and when people are shapers and creators of the organization's future."

Highly recommended.

This book contains a number practical nuggets for executives and middle managers who are seeking to move from a command and control management style to a style that systematically enlists the participation of employees at every level of the organization. Purser and Cabana provide insightful analyses of how some of the world's most successful organizations have initiated efforts toward higher employee participation that have resulted in superior organizational performance.

This is an easy to read book that blends practical theory with best practices. This book will satisfy the interests of bottom-line focused executives, human resource professionals, and academics who are looking for actual implementations of sound theory about self-managing organizations.

The book introduces a set of organizing principles that are valid across a variety of industries. These principles are introduced in the context of case studies of distinctly different companies such as Motorola, Microsoft, and Charles Schwab. The authors shed light on age-old management dilemmas such as, "How can I give people more autonomy, but still ensure that we have order and productivity in the organization?" and "How can I accelerate people's learning that I know will be critical to our future, but still have them accomplish their business tasks that need to be finished today?" The authors present solid self-management principles that I have seen work in small and large-sized firms, and for industries as diverse as professional services and hi tech manufacturing. I highly recommend this book for anyone interested in improving organizational performance by creating opportunities for higher employee participation.

-- Tom Devane (tdevane@iex.net)

If you are struggling with questions related to your business strategy, how work is designed, and the way your organization ought to be managed - READ THIS BOOK. "The Self Managing Organization" (by Ronald E. Purser and Steven Cabana) explains why we have been on a merry-go-round of quick fixes and false promises, and what to do about it. The concepts and real applications in this book move everyone back to ground zero. By the time you finish reading, your thinking will have changed about what it takes to produce effective change, and how self-organization can be facilitated.

It will take a while to read the book. Take the time. The first half analyzes the key management methods of the recent past and dissects what went wrong. You'll understand the principles which facilitate organizational learning, put in place a team-based system of shared responsibility, and re-energize the workforce and management at all levels of the business. You'll also understand why we continue to make costly mistakes when we go about changing organizations and what it takes to be successful right now.

In the second half of the book, Purser and Cabana describe the "how" of moving from today's inadequate practices, to a lean, non-bureaucratic, and powerful future. You'll learn how to develop an urgency for change, get the right people involved, develop common, tangible goals and accelerate their implementation. One benefit of the approaches described is a results-oriented future built from a shared understanding of the business environment. Another is an energized leadership with a shared vision, and a workforce whose local knowledge is translated into effective work designs. Swift deployment throughout the organization occurs.

You might see alignment of the practical concepts in "The Self Managing Organization" with those of John P. Kotter. The alignment is, in fact, perfect with Kotter's Eight-Stage Process of Creating Major Change, as written in his "Leading Change" book. Kotter beautifully frames the steps that EVERY successful organization goes through when making fundamental change. What Purser and Cabana do is describe HOW to rapidly and effectively move your organization through those major changes. There are only two books on my recommended list. "The Self Managing Organization" pushed Kotter's book out of the number one slot. If you need permanent, pervasive change in your business, don't miss it!

Rob McClusky, Baldrige Manager, Picker International, Cleveland, Ohio

I picked up Janice Calnan's book mostly out of curiosity since I have a keen interest in the smooth implementation of new projects and ideas. Shortly thereafter, and with very little warning, organizational convulsions suddently started to happen. My department was changed overnight. Some people were let go, others reassigned, new roles were in store for those that remained. "Change" was now very up close, personal and not a lot of fun. The book helped me focus on the right things in order to get through it all.

The "secrets" are a collection of new and simple ideas that caused a shift in my assumptions and behaviours. Once I began to think about and understand the concepts over a period of time, I found it much easier to manage my emotions and produce results.

Janice Calnan's book SHIFT was brought to me about a month ago while I was conducting workshops at a government accountability conference in Ottawa. In just the five minutes I had to scan the opening "Letter to the Reader" and Introduction, I knew I was onto something special. I have been involved in the work of quality and organizational improvement for about 20 years. I am a certified "business book junkie," consuming dozens of titles a year. Janice Calnan's SHIFT is a remarkable piece of work. Ms. Calnan offers a simple, clear path for people to begin the process of personal change needed to craft more effective and successful organizations. It is obvious that Janice Calnan has spent a great deal of time working with, and learning from people at all levels of organizational structures. She has distilled the complex and seemingly arcane art of organizational improvement into a clear and transformational process. The book's ideas are set out in a simple, straightforward style, that is likely to appeal to even the most entrenched "old thinking" business practitioner. Janice Calnan's book has earned a top spot on my own reference shelf, along such classics as Peter Scholtes' TEAM Handbook, and the works of Deming, Juran, Townsend, Peters, and Wheatley. If you are engaged in the work of organizational change, I would highly recommend this book.

ABOUT THE REVIEWER: Bruce Waltuck is a 25-year veteran of the United States Department of Labor. In 1989 he was asked by Labor Secretary Elizabeth Dole to "rethink the Department's management system." Together with colleague Jim Armshaw, Bruce co-created the DOL's award-winning Employee Involvement and Quality Improvement System. Bruce has lectured and taught throughout the United States, Canada, Brazil, and Singapore. He is widely known for his expertise with labor-management cooperation for quality improvement, strategic planning, data collection and performance measurement, and Baldrige-based assessment. He has authored book chapters, and published numerous articles in academic journals and magazines. He is currently pursuing his interests in the application of complex adaptive systems science to organizational behavior and improvement. He is listed in both U.S. and international editions of Who's Who. He resides in central New Jersey.

The ideas and tools offered up in Janice's book are positioned for business leaders, but are useful for the other half of your waking hours. Janice includes many stories outside the work place that demonstrate how her ideas impact the personal life of her clients and herself. Well read or trained business people will be familiar with a lot of the concepts, what is unique and useful is; the different perspective, the connection of the ideas and the exercises Janice presents to the reader. The understanding of human nature gained as a psychotherapist is clear in each chapter as Janice explains how to change the way people behave in organizations. The ideas and tools are carefully woven into a logical progression throughout the book, however you can get value by starting anywhere or reading a single chapter. At the end of each short chapter you will find some exercises often phrased as questions to the reader. I found the exercises very useful for putting the ideas into action. The saying good things come in small packages applies here, a physically small book with a big impact.

Having reviewed this book before and after it's publication, I can say without a doubt that this is the best book to date on how to implement a effective, systematic reuse program. The book addresses all aspects of Software Reuse, from organizational factors to implementation technologies. All the authors have experience with implementing reuse programs in the real world, and they speak from experience as well as from expertise. If you are at all interested in Software Reuse, or with improving software development productivity, you need this book.

Don't limit yourself to code reusability. This book goes further. Think about reusability from the beginning, put it into your analysis and design models.

The book talks about an _architecture_ and a _process_ to achieve software reusability. I found the book hard to read. Sometimes I felt they did not "hit-the-ground". My problem? I was thinking in code. Don't let that happen to you.

The authors talk about a complete organized process to achieve reusability. The book is a must if you are thinking in reusability.

Read it!

This is an excellent book for developers, architects, project managers, and development managers. It clearly explains how to adjust your development practices to achieve reuse at all levels. I found it particularly helpful in diagnosing common management issues that hinder reuse practices. This book has helped me gather the information needed to effectively establish reusability.