Industrial Books

Before MLK, Gandhi, Tolstoy, or Thoreau, there was the brilliant Etienne de La Boetie, who explored civil disobedience, resistance to tyranny, and the brutal exploitative nature of the state.

Murray N. Rothbard's insightful introduction places this pioneering work in historical context and in the pantheon of Libertarian classics.

Boetie wrote his "Discourse" around 1553 when he was about 22 years of age and a student at the University of Orleans. This libertarian essay, two centuries ahead of its time, was never published by the Catholic and soon-to-be conservative Boetie. Huguenots published it anonymously in 1574 and fully credited it in 1576 (Boetie died in 1563 at 32 years of age).

The "Discourse" is an abstract, universal, naturally reasoned argument passionately calling for widespread civil disobedience to tyranny. Harold Laski later made the observation that "A sense of popular right such as the Friend of Montaigne [Boetie] depicts is, indeed, as remote from the spirit of the time as the anarchy of Herbert Spencer in an age committed to government interference" (see his "A Defence of Liberty Against Tyrants, p 11). Boetie appealed to man's universal nature rather than presumed or real historical precedents resulting in a timeless document that speaks to all ages.

Boetie begins "I should like merely to understand how it happens that so many men, so many villages, so many cities, so many nations, sometimes suffer under a single tyrant who has no other power than the power they give him; who is able to harm them only to the extent to which they have the willingness to bear with him . . .". He asks "Shall we call subjection to such a leader cowardice? . . . If a hundred, if a thousand endure the caprice of a single man, should we not rather say that they lack not the courage but the desire to rise against him, and that such an attitude indicates indifference rather than cowardice? . . . What monstrous vice, then, is this which does not even deserve to be called cowardice, a vice for which no term can be found vile enough?"

Boetie made a profound insight into the nature of the State - all states, including tyrannous ones, are based upon general popular acceptance.

Boetie continues "If we led our lives according to the ways intended by nature and the lessons taught by her, we should be intuitively obedient to our parents; later we should adopt reason as our guide and become slaves to nobody". He says ". . . there can be no further doubt that we are all naturally free", and asks "what evil chance has so denatured man that he, the only creature really born to be free, lacks the memory of his original condition and the desire to return to it?"

"He who thus domineers over you . . . How does he have any power over you except through you? How would he dare assail you if he had no cooperation from you?", he asks, ". . . you can deliver yourself if you try, not by taking action, but merely by willing to be free. Resolve to serve no more, and you are at once freed".

Boetie is saying that tyranny dissolves when the majority of the ruled withdraws its consent and thereby deprives the ruling minority of its support and grudging acceptance. Yet, the ruled seldom accomplish this. Boetie tells us the reason is "habituation":

"It is true that in the beginning men submit under constraint and by force; but those who come after them obey without regret and perform willingly what their predecessors had done because they had to. This is why men born under the yoke and then nourished and reared in slavery are content, without further effort, to live in their native circumstance, unaware of any other state or right, and considering as quite natural the condition into which they are born . . . it is clear enough that the powerful influence of custom is in no respect more compelling than in this, namely, habituation to subjection. It is said that . . . nature . . . has less power over us than custom."

Boetie made a second profound insight into the nature of the State - all states are in essence a hierarchy of privilege that benefits a limited minority. In his illustration of this point, Boetie employes the language of natural law and natural rights.

Boetie also noted the State's use of propaganda and techniques of information warfare (IW) employed upon its subjects to maintain servility. He says "it has always happened that tyrants, in order to strengthen their power, have made every effort to train their people not only in obedience and servility toward themselves, but also in adoration."

In conclusion, Boetie should be considered the first "Gandhi" or advocate of civil disobedience and it should be noted that he grounded his notions in man's natural right to liberty as dictated by natural law. His insights into the State ring true today. Modern Americans allow themselves to be regulated, taxed, and shipped off to invade and bomb their global neighbors to the same extent as their "cousins" across the pond in the United Kingdom - a phenomenon that no doubt has their liberty-loving forefathers rolling in their graves. Boetie hoped education would induce the withdrawal of consent, but as his turn to conservatism lays tribute, it is the weight of the yoke that prompts any reaction.

"...And you are at once free. I do not ask that you place hands on the tyrant, but merely cease to obey him, and you will see him, like a colossus, fall of his own weight and break into pieces." So begins this short classic. It reads as if written with words of fire. Astonishing clarity and moral certitude bathe the ideas expressed. There is no room for temporarizing in La Boiete; the breathtaking clarity of his ideas blew cobwebs from my mind. It was like learning to walk on two legs instead of four. Some toung in cheek references to how his rhetoric does not apply to the France of the Capetian dynasty merely add flavor and wit to his insights. Non-violent resistance and civil disobedience both trace their modern pedigrees to this work. This is a book for the ages, and it is a shame that it is not widely available in English. (Knowledge Products excerpts it on tape in their, "Giants of Political Thought" cassette series.) I wish every student could be given a copy of this book; then, our liberty would face a brighter future than now appears to be the case. -Lloyd A. Conway

"The Discourse of Voluntary Servitude" has influencedsome of the world's greatest social thinkers; from Leo Tolstoy toMohandus Gandhi to Ayn Rand. Written in the 1550s, as something of an underground tract or pamphlet by a young French student and friend of essayist Michelle de Montaigne, this short work remains a timeless expose of the psychology and inherent corruption involved in social or political power. The work has been in and out of print in English (Some of its various titles over the years were "Slaves By Choice," "Anti-Dictator," "The Will To Bondage," and "The Politics of Obedience: The Discourse of Voluntary Servitude"). In North America it has been out of print for some time now, unfortunately. Since its original circulation in the early 1550s as "de la servitude volontaire ou contr'un," this short but powerful work seems to find its way back into print whenever the winds of social change began blowing toward tyranny.

Etienne de la Boetie's THE POLITICS OF OBEDIENCE has also been named THE WILL TO BONDAGE edited by James J. Martin. The focus of the Boetie's book is the fact that the "Terrible Tyrant" is often a wimp and a coward and only survives because of the sychophants who readily obey him and betray each other to prove their loyalty.

Boetie cites historical examples of tyrants who ruled large populations due to the fact that their immediate supporters and the masses of people were immune to thinking that they could do better if their changes or regime changes. Yet, history provided very few examples up to the time of Boetie(the 16th. century). Boetie witnessed some of the excesses of the Reformation and Counter Reformation and the fact that tyrants were only too willing to take advantage of religious hatred to exploit their subjects.

Boetie's work is relevant in the 21st. century. The game of politics has not changed much except for the fact that The State has expanded exponentially since the 16th century. Boetie's argument that thinking only have to withdraw their support to bring the State to its knees which Ghandi did in India. Yet, there are so few surviving examples of this political ploy to expect too much except to write for the record.

What has made the situation worse is that the State has layers of burcaucracy with brainless bureaucrats who staff these powerful offices. These bureaucrats are basically useless and stupid and easily fit James J. Martin's description as "The New Stupid." They are useless which is why the State has made them indespensible.

This book has been reissued only a few times since it was first published in 1577. Yet, the reappearence of this book is a good sign that some people still consider it an important study in understanding the State

This book has precise and up-to-date information on ferrets, written with a tinge of humor. It is also complete with pictures and amusing illustrations.

this book will tell you the tricks of the trade of caring for these little cuddly troublemakers. Anything from wriggle-free nail clipping to how to ferret proof everything. Great book, pretty good ferret disease overview as well.

From her touching memorial to her fuzzies ,all the way through the practical hands and hearts on information Ms. Jeans delivers what she promises a very practical guide to ferret care.All fuzzies should be lucky enough to have owners that have read this book. Better than raisins, a new snuggy sack or jingle ball. Thank you again Ms. Jeans

Deborah has done an excellent job on the Domestic Pet Ferret. Up todate and precise imformation. A must have book for potential buyers of ferrets. It is the ABC of Ferrets !

As a new ferret mommy I wanted to make sure I did all my homework before bringing the little one's home. This book covers all the basics and then some and offers the author's own experiences as a ferret owner as well. Even if you are not new to ferret parenting this book is a great resource for the lifetime of your ferret. I am looking forward to anything new Deborah Jeans puts out.

If you are interested in this high challenging and highly satisfying skill of becoming a process consultant, read this book, by one of the biggest names in the PC universe...Edgar Schien. This book is a classic and all OD consultants should read it !

Process Consulting is not the typical consulting intervention where 20 somethings come into your organization, do a survey and hand over a thick report after collecting $ per hour !!

Process Consulting is both an art and craft performed by people who intervene in organization systems that are seen as 'human systems' and are sensitive in not inducing 'dependency' of the client. The delicate art is to intervene at the process level rather than the content level and extricate without creating much ripples. Most known consulting deals with 'content' consulting and therefore has more measurale outcomes than the supposedly soft process consulting.

Process consulting is truly empowering and the consultant is a traveller in the process of discovery with the client, constantly asking questions.

In this second volume, Schein builds on Volume I by dissecting the nature of process and change in lieu of the specific group processes that make or break effective group work. Likewise, in this volume, he brings the concept of process consultation home, so to speak, to help managers and leaders understand themselves and their organizations as a consultant might understand them.

Given that process consultation assumes that organizational leaders know their organizations best and are the most appropriate and capable managers of change, it makes sense that organizational leaders understand group processes. Schein emphasizes that diagnosing an organization's problems is intervening to fix them. He provides explanations of the circumstances when process consultation is most necessary. He advises leaders that more time must be spent intervening on how things get done than on what actually needs to get done. "An effective manager must be able to create situations that will ensure that good decisions are made, without making those decisions himself and without even knowing ahead of time what he might do if he had to make the decision alone." (p.39)

Schein provides a useful model for differentiating between the content, process, and structure of organizational challenges and the task and interpersonal aspects of those challenges. He advises that process should always be favored over content; that task aspects should always be favored over the interpersonal; and that structure, while potentially the most transformative element of change, is the most difficult area to address, because people will resist tampering with the comfort structure provides. He also provides explanations on the essential challenges relevant to content and process that every group must face. The lesson he offers for leaders and consultants is that whatever is done to solve a problem must begin with a clarification of the primary task of the group.

Schein devotes considerable space to explaining the ORJI model of intrapsychic processes. (We observe, we react - emotionally, we judge based on our observations and feelings, and we intervene to make something happen.) "The most important thing for managers or consultants to understand is what goes on inside their own heads." (p.63) The trap of ORJI is MIRI, i.e., that we misperceive, inappropriately react, react rationally based on bad data, and intervene incorrectly. To avoid the MIRI trap, we must check our cultural assumptions, our personal filters (see volume I), and our situational expectations based on previous experiences. Schein also provides a clear synthesis of the unfreezing, changing, refreezing model of change and improvement. In unfreezing, the motivation and readiness for change are developed; in changing, new points of view are adopted; and in refreezing, new points of view are integrated to affect changes in the process approaches to tasks.

Schein devotes most of the latter half of his book to explanations and analyses of intervention processes. He discusses the "exploratory", "diagnostic", "action alternative", and "confrontive" models of intervening, how they might initiated and when one might use each. "...The tactics of intervention should focus initially on exploration, inquiry, and diagnosis. Only when the consultant feels that the client is ready to think about alternative next steps is it appropriate to move to action alternatives and confrontive interventions." (p.157) Schein also provides specific kinds of interventions which might fall into any one of these four basic categories of intervention.

This volume, taken with the first, provide not only a clear theoretical framework for understanding organizational change, but also useful tools and approaches for pre-empting organizational roadblocks and addressing organizational dilemmas once they've appeared. These books are essential reading for any leader or consultant.

In this second volume, Schein builds on Volume I by dissecting the nature of process and change in lieu of the specific group processes that make or break effective group work. Likewise, in this volume, he brings the concept of process consultation home, so to speak, to help managers and leaders understand themselves and their organizations as a consultant might understand them.

Given that process consultation assumes that organizational leaders know their organizations best and are the most appropriate and capable managers of change, it makes sense that organizational leaders understand group processes. Schein emphasizes that diagnosing an organization's problems is intervening to fix them. He provides explanations of the circumstances when process consultation is most necessary. He advises leaders that more time must be spent intervening on how things get done than on what actually needs to get done. "An effective manager must be able to create situations that will ensure that good decisions are made, without making those decisions himself and without even knowing ahead of time what he might do if he had to make the decision alone." (p.39)

Schein provides a useful model for differentiating between the content, process, and structure of organizational challenges and the task and interpersonal aspects of those challenges. He advises that process should always be favored over content; that task aspects should always be favored over the interpersonal; and that structure, while potentially the most transformative element of change, is the most difficult area to address, because people will resist tampering with the comfort structure provides. He also provides explanations on the essential challenges relevant to content and process that every group must face. The lesson he offers for leaders and consultants is that whatever is done to solve a problem must begin with a clarification of the primary task of the group.

Schein devotes considerable space to explaining the ORJI model of intrapsychic processes. (We observe, we react - emotionally, we judge based on our observations and feelings, and we intervene to make something happen.) "The most important thing for managers or consultants to understand is what goes on inside their own heads." (p.63) The trap of ORJI is MIRI, i.e., that we misperceive, inappropriately react, react rationally based on bad data, and intervene incorrectly. To avoid the MIRI trap, we must check our cultural assumptions, our personal filters (see volume I), and our situational expectations based on previous experiences. Schein also provides a clear synthesis of the unfreezing, changing, refreezing model of change and improvement. In unfreezing, the motivation and readiness for change are developed; in changing, new points of view are adopted; and in refreezing, new points of view are integrated to affect changes in the process approaches to tasks.

Schein devotes most of the latter half of his book to explanations and analyses of intervention processes. He discusses the "exploratory", "diagnostic", "action alternative", and "confrontive" models of intervening, how they might initiated and when one might use each. "...The tactics of intervention should focus initially on exploration, inquiry, and diagnosis. Only when the consultant feels that the client is ready to think about alternative next steps is it appropriate to move to action alternatives and confrontive interventions." (p.157) Schein also provides specific kinds of interventions which might fall into any one of these four basic categories of intervention.

This volume, taken with the first, provide not only a clear theoretical framework for understanding organizational change, but also useful tools and approaches for pre-empting organizational roadblocks and addressing organizational dilemmas once they've appeared. These books are essential reading for any leader or consultant.

Edgar H. Schein is Professor of Management Emeritus in the Sloan School of Management at the Massachusetts Institute of Technology. He is a real academic heavyweight having written numerous books, articles and papers. In 1969 he published 'Process Consultation: Its Role in Organizational Development', of which he states that he "was writing more in anger than with perspective". In this follow-up book he tried to explain and clarify the concept of consultation and helping which was outlined in the first volume. "The goals of this new book, then, are (1) to reaffirm the concept of process consultation as a viable model of how to work with human systems, (2) to clarify the concept were needed, and (3) to introduce some modifications and new ideas that elaborate on the original ideas."

The book is split up in 3 parts. In Part I - Introduction and Overview, which consists of three chapters, Schein introduces the common grounds of managers and consultants (which is the helping orientation), process consultation, and "the process" itself. He introduces a definition of process consultation which "is a set of activities on the part of the consultant that help the client to perceive, understand, and act upon the process events that occur in the client's environment." Whereby he emphasizes that the concept of process central is to understanding consultation and management. "Process refers to how things are done rather than what is done." He continues, "Process is everywhere. In order to help, intervene, and facilitate human problem solving, one must focus on communication and interpersonal processes."

In Part II - Simplifying Models of Human Processes, which also consists of three chapters, Schein examines several models of consultation and argues that the process-consultation model works for consultants as interveners and is potentially most useful for managers. "The most important thing for managers or consultants to understand is what goes on inside their own heads." He introduces the basic ORJI cycle, which is based on the fact that our nervous system observes (O), reacts (R), analyzes, processes, and make judgments (J), and intervenes in order to make something happen (I). He later updates this cycle into a more realistic depiction of the ORJI cycle, through the introduction of 4 traps. Schein than states that the cultural rules of interaction is possibly the most powerful determinant whether a viable helping relationship will be established. In the final chapter of this part, he examines in detail a simplified model of the change process: (1) Unfreezing; (2) changing; and (3) refreezing.

In the final part of the book - The Consulting Process in Action, which is also the longest part of the book with five chapters, the author examines in detail the strategy and tactics of intervention. "The most important point to be made about clients is that the consultant must always be clear who the client is at any given moment in time, and must distinguish clearly among contact, intermediate, primary, and ultimate client." Schein discusses what the consultant or manager can actually say or do to accomplish some of the goals of process consultation. "The strategy and tactics of intervention have to be guided by the ultimate assumptions underlying the helping process." In addition, he provides categories of types of interventions and discusses the possible dilemmas that can arise in the consultation processes. "The skill of intervening is to be so tuned in to what is going on that one's sense of timing and appropriateness is based on the external events, not one's internal assumptions or theories."

Yes, this is a good book on process consultation. I was somewhat concerned when I started reading this book, due to Schein's highly academical background. However, the book has been a revelation. It is highly practical and has good tips on which can be put in practical use. I believe that it useful for both consultants and managers, as the author set out from the start. I believe that the three parts can be read in any order, whereby the last part is possibly the most useful as it is the most practical. Please note that the writing style is now somewhat outdated and academical. Highly recommended to consultants and managers alike.

This volume and its follow-up, Volume II, are essential reading for consultants and anyone interesting in taking a leadership role in improving an organization. Schein devotes entire chapters to the key human processes in organizations: communication, roles, group problem-solving, group decision-making, leadership and authority, intergroup processes, and interventions. In each one, he not only explains what he has learned through years of study and experience, but also the most salient aspects of organizational theory relevant to each area.

Schein differentiates process consultation from other forms of consultation by first making clear the role of the process consultant, who is not an expert providing information or advice, but rather a coach who seeks to help a client understand and act on events, which happen in the client's organization. Consulting is helping the client to understand problems and to decide how to solve them. The consultant's role is to teach diagnostic and problem-solving skills, not to work on the actual problems.

Communication is a central group process critical for effective functioning of groups and organizations. The process-consultant can help a client understand the communication patterns in a group by assessing who talks whom and how much. Interruptions, who interrupts whom, how much and when can be useful information when attempting to diagnose an organization's shortcomings. Schein includes in this chapter an explanation of the filters, which inhibit or enhance an individual's capacity to communicate effectively. They are: self-image, the image of other people, the definition of the situation, motives, feelings, intentions, attitudes, and expectations. When groups come together to accomplish a goal, certain predictable tensions may undermine the groups ability to solve problems. Individuals in the group may be concerned with their own role in the group, their ability or expectation to influence the group, the need to have the group's goals connect with their own goals, or whether they will be accepted and respected in the group. Sometimes groups need assistance in identifying and processing these tensions before they can concern themselves with the necessary task and maintenance functions required to accomplish their task.

For groups to solve problems they must become good at problem formulation, evaluating solutions, forecasting consequences and testing proposals, action planning, implementing action steps, and evaluating outcomes. Schein offers sage advice for groups wishing to develop their capacity to improve: (1) Don't confuse the symptom with the problem itself (2) Don't evaluate courses of action prematurely - remain open (3) Test proposals using multiple sources and methods, and (4) Plan for action carefully and methodically. Schein offers clear explanations of various decision-making models, which are helpful for a consultant or leader to understand. Groups will function most effectively when the decision-making model is clear and understood. Often models are employed by default, which can alienate and undermine group members and subvert effective improvement efforts. A central failure of leadership is often the gap between what leaders say and how they behave. An effective leaders and process consultants need to become experts in this problem and its potential effects. Awareness of group processes will not only help the leader avoid interpersonal or intergroup problems, but it will also help solve them should they arise. Schein includes useful sets of Likert scales to rate group effectiveness and mature group processes; a model of the stages of group problem-solving; and a continuum of leadership behavior.

Schein's view of the process consultant as a capacity builder parallels his implicit view that organizational leaders need to understand and seek patterns of behavior that downplay coercion and expertise and emphasize participation and differentiated responsibility. This volume and its partner, despite their ages, are still relevant and useful to the leader or consultant.

This book is a fantastic resource for Business Analysts and Project Managers alike. I've recommended this book to several of my contemporaries, and use variations of many of the tools discussed in the book. If you've ever had a creative block on how to demonstrate good analyses, this set of tools will provide you with the spark you need.

Traditionally, project management tools and techniques have been seen as vehicles for reaching an objective or, more specifically, a project deliverable. However, most project management literature just describes individual tools and, at best, loosely gathers them into a quasi-toolbox to aid the project or program manager in doing the job more effectively. Thankfully, the business community finally has Project Management ToolBox by Dragan Z. Milosevic, not just another review of available tools and techniques, but the most comprehensive text ever published on the subject. The author makes a strong case for the need for a more systematic and pre-constructed project management toolbox, one that is of significantly more value than the simple sum of its individual tools.

Within the book, Milosevic develops a new role for project management tools and the toolbox in three distinctive ways. First, the book provides a clear roadmap for how to deploy and customize each tool depending on the specific project and company environment. Second, the book goes beyond individual tools by offering a more effective approach, i.e., constructing a toolbox, unique to an organization, which gathers together a predefined set of tools, thus supporting not only individual project management activities and deliverables but also the complete project management process. Finally, the book spells out how to customize the toolbox. Constructing a generic project management toolbox has value, but customizing it to fit a company's competitive strategy significantly enhances that value.

The book content is clearly and logically organized by project management process - initiating, planning, implementing, and closing - and then by practical applications. This helps users locate tools according to use, i.e., to support one or more specific deliverables in the project management process. Also, it reinforces the applications aspect of the toolbox for a standardized, company-specific project management process.

In summary, the Project Management ToolBox is not just the resource for a collection of project management tools and techniques. It offers an extensive set of tools that goes beyond the limits of generic domains and also takes the guesswork out of when and how to use them in order to support the project management process and to deliver concurrent projects as dictated by a company's strategy for competitiveness and profitability. It also describes how to link project goals and practices and the organization's mission, and it offers much value to managers of organizations of any size or endeavour. In short, it is a must-have book for the project manager.

I don't share many of my consulting "know-how" secrets, but in this case I will, because I think the field of PM will benefit from the ideas presented in this book. After working 20 years in the consulting and project management field, I felt I was as knowledgeable as one could be about managing projects. Then one day, I came across Dragan's PM ToolBox. WOW! Every page is an eye opener. And this book really is a toolbox because its filled with detailed examples, report layouts, checklists, and figures which I have personally incorporated into my projects management and documentation. And those work examples have helped me win additional PM business many times over.

If you think this is just another "Here are the PM process steps" book, then click on by. But if you do, you will miss out on the chance to reach a higher level of excellence in the field of project management that will set you apart from the rest.

Thanks Dragan for a job well done!!

I must say I was excited to discover this book: finally a book holding a comprehensive set of templates! For each tool/template, the author provides answers to practical questions that most people face and provides a short case study to illustrate its usage.
Good Job ! It is to be used as a reference material, not to be read cover-to cover.

If you're a project manager, this is one of those invaluable resources to add to your personal "toolkit".

This is a very practical reference book to keep close to your workspace. It contains more than 50 tools you can incorporate into your practice.

When that moment arrives in the project where one of your managers demands some additional piece of information presented in a particular way (as Murphy's Law describes - always at the busiest, most hectic, time), and perhaps it's one of those things you've never personally done before ...

Don't panic, just reach for the "Toolbox".

Each tool is described clearly, most including a table, diagram, or sample of the tool, along with instructions as to best practice use of the tool, e.g.:

o When to use it

o The best place in the project life cycle to use it

o Its benefits (in case you need to "sell" its use within your organization), and

o Advantages/Disadvantages - enabling you to make smarter choices among the tools, and more effective application of the one you select

One suggestion for future editions: I'd like to see more correlation of these tools with the Project Management Institute (PMI)'s PMBOK - both in terms of consistent language and project phasing. (The author does include a short appendix that attempts to do some of this.)

Notwithstanding, I still consider this book a valuable resource for my practice.

Many organizations struggle with the implementation of the balanced scorecard. It is rumoured that about 70% of these projects fail. There are many reasons given for this, like wrong timing, no commitment of the organization, inadequate IT etc. These failures are a shame because, as the book Quest for Balance shows, the use of a good PMS helps organizations obtain better results! So we should concentrate more on the reasons for PMS-failure and the things we can do to make these successful. This book concentrates on the human factors which influence this success. These factors are still too often ignored, probably because humans are so hard to deal with. Based on case study research the author has discovered which factors are the most important, like visible commitment of top management and a firm belief in performance management. Also management styles are discusses. With this book the failure rate of BSC-implementations surely must go down.

Many organizations struggle with the implementation of the balanced scorecard. It is rumoured that about 70% of these projects fail. There are many reasons given for this, like wrong timing, no commitment of the organization, inadequate IT etc. These failures are a shame because, as the book Quest for Balance shows, the use of a good PMS helps organizations obtain better results! So we should concentrate more on the reasons for PMS-failure and the things we can do to make these successful. This book concentrates on the human factors which influence this success. These factors are still too often ignored, probably because humans are so hard to deal with. Based on case study research the author has discovered which factors are the most important, like visible commitment of top management and a firm belief in performance management. Also management styles are discusses. With this book the failure rate of BSC-implementations surely must go down.

Many organizations struggle with the implementation of the balanced scorecard. It is rumoured that about 70% of these projects fail. There are many reasons given for this, like wrong timing, no commitment of the organization, inadequate IT etc. These failures are a shame because, as the book Quest for Balance shows, the use of a good PMS helps organizations obtain better results! So we should concentrate more on the reasons for PMS-failure and the things we can do to make these successful. This book concentrates on the human factors which influence this success. These factors are still too often ignored, probably because humans are so hard to deal with. Based on case study research the author has discovered which factors are the most important, like visible commitment of top management and a firm belief in performance management. Also management styles are discusses. With this book the failure rate of BSC-implementations surely must go down.

Andre de Waal manages to prove the importance of the human element as a critical success factor for using performance management systems (PMS). In this book he gives a clear overview which factors are important and how managers can use them. He uses very interesting case material to support his views. This book is not only for managers that want to set up a new PMS but also for managers that already use a PMS and struggle with it. A book that every manager needs to read and use in practice!

In every implementation project the most difficult part is dealing with the human factor. It isn't so difficult to technicaly implement a balanced scorecard but getting people to actually use it always turns out to be the most difficult part. This book researches which elements we have to take into account to make sure that managers will use the balanced scorecard. Seeing that the scorecard is one of the most popular management tools of the last decade this is very important. The book provides useful advice as well as proof that using the scorecard indeed helps a company get better results. This is good news for everybody.

This is a great pocket book for a quick review. Seller was prompt and book was in excellent condition.

This is great to use while your sitting at your scanner. Easy to read and understand.

Faulkner is easy to follow and understand. This book is just the right size to carry around with you to use as a reference,also.

Very useful, great supplement to MRI in Practice. Worth the price.

Beleive me this is THE best little MRI review book I have ever seen so far. It is very easy to undersand and very concise. IT covers everything in an easy to understand way. I really helped me.

My grandfather was a conductor on the railroad and retired about 10 years ago. He is recently widowed and is very lonely. I'm not sure what this book is like or about but he loves the railroad and is always talking about his years on the rails. I would like to know if this book would be a good birthday gift for him next week.

Niemann's quick patter, penetrating heartfelt look at the people around her, and brevity take us on an adventure that caters to my Tom Boy and captures my short attention span. I read it cover to cover in one day, thought about it for days later.

Gritty, dusty, muddy, ballast-strewn dirt under foot. A coppery feeling in the mouth. Eyes strained and burning, almost too tired to open. Perpetual noise---the incessant squeaking, grinding, thumping and crashing of heavy, lumbering machinery. Break time, and the codgers slumping in straight-back chairs leaned against the wall are all snoring, smoking, or describing their latest sexual conquests. Oily, smoky air stinking of hot grease. The feel, smell, look and sound of heavy industry, all the same day after day, night after night. These are the sensations that Niemann and Bertucci's book leaves in the reader's mind.

The title and even the subject matter notwithstanding, I hesitate to categorize this book as a volume on railroading. The impressions of the people and their work-lives that are featured in the prose and the photographs are descriptive of all those who labor in the blue-collar jobs of heavy industry. These railroaders have much in common with miners, steel mill workers, grain elevator operators, truck builders, and all the rest on whom our nation's economy depends.

If we must, because of its focus, speak of it as a railroad book, let us be clear about what it is not: There are no ballads or wreck songs here, no folklore about John Henry or Casey Jones, no heroic histories of rail disasters, no financial analyses or statistics of ton-miles hauled or ruminations on the nostalgic era of steam locomotives. What we really have is a book of contemporary photographs, some taken with film and some painted with the brush of words. Both kinds of photos reveal the grass-roots operating railroader and the real, unembellished, and usually uninspiring environment in which he or she labors.

What is the lasting value of this book? It is truly American sociology and history. Not the history of the corporate board room. Not the history of company economics. Not even the technological history behind roller bearings and the huge diesel-electrics that haul unit trains from Powder River coal fields to the ravenous furnaces of east coast electrical generating plants. The history in this book is both more basic and more essential, for it shows us the working conditions of the people who make the machine run, whose work enables the rail corporations to prosper, and whose personalities are shaped by the unsympathetic and unending tasks set for them.

If, Gentle Reader, you react badly to harsh language, to untempered sexual remarks, or to photos including "explicit" centerfolds taped to a yardman's locker door, then perhaps this book is not destined for your reading list. On the other hand, if you find fascination (or perhaps reminiscence) in unexpurgated portrayals of blue-collar working Americans or if you merely wish to understand the demands of such work and how it shapes the people who perform it, then I believe that you will treasure this book as a most worthy addition to your library. Whether you shelve it with your books on sociology, heavy industry, American history, or transportation will be your call. It integrates them all.

By the way, if you find fulfillment with "Railroad Voices," explore "Set Up Running," a similar exploration into the life of a real, unremarkable railroader, an engineman on the Pennsylvania Railroad. Both books show us the real world of the railroad employee with grease on his (or her) clothes, gloves on his (or her) hand, and a union dues deduction in his (or her) paycheck.

This is one of the best railroad books I have read in my 30+ years in the railroad industry, and I found it difficult to put down. I have shared my copy with my railroad colleagues, including several women, who all said they enjoyed it immensely, and want their own copies.

The two women have a gift for capturing the true essence of our industry. Ms. Niemann writes in the language of the trainmen's locker rooms, switch shanties and locomotive cabs, a mixture of railroad slang and profanity, but, that is the way it really is.

Lina Bertucci's photos truly convey the sense of never-ending fatigue, boredom, grime, that was (is) part of railroading, then and now. (I also had the pleasure of knowing Ms. Bertucci and some of her female co-workers when they became the first women hired by the Milw RR for train service in the '70s. Those women fought some real barriers to be accepted in what had been a all-male environment.)

I've only worked for the railroad for 2 years but reading this book brings back memories of some of my trips. I was going to wait to read this book on the plane but I just couldn't put it down. Once you read the first page, you're hooked and you want to keep reading. The railroad, in a way, is like one big family and this book brings that to the reader.

The collaborative work of Dennis R. Jenkins (a thirty year veteran engineer and manager on the Space Shuttle Program and other space-related programs and currently the Verville Fellow at the Smithsonian Institutions' national Air and Space Museum) and Jorge R. Frank (an aerospace engineer with eighteen years' experience on the Space Shuttle Program), "Return-To-Flight: Space Shuttle Discovery Photo Scrapbook" is the illustrated story of how NASA grounded the entire Space Shuttle fleet after the Columbia disaster on February 1, 2003, in order to find out what had gone wrong and fix it. After thirty months of hard work, NASA launched the Space Shuttle Program's Return-to-Flight (STS-114) using the space craft Discovery. This was the most photographed flight in Space Shuttle history (including images taken from inside the cockpit and from a camera mounted on a long, robotic arm used to examine almost every inch of the Orbiter) and the foundation for this informed and informative history of this cutting edge aviation program. Superbly illustrated with 350 full color mission photos and an informative text, "Return-To-Flight is a seminal work and a core addition to personal, academic, and community library Aviation & Space Exploration History collections.

This is a great book for anybody who is interested in manned spaceflight. It is a very thorough photo documentation of STS-114, the first flight of the Space Shuttle after the Columbia disaster. All aspects of the flight are covered, from training, launch, rendezvous with the International Space Station, on-orbit activities, EVAs, through re-entry and landing, plus a preview of the next Shuttle flight. The pictures are all in full color and are reproduced very clearly. I highly recommend this book!

This book has some amazing photos. The level of detail that can be seen in the photos almost rivals the kind of detail that you get by wathcing an IMAX movie.

The format presented by the authors of this book is really unique. STS 114 was one of the most photo- documented spaceflights of all time. The book presents every aspect of the flight in some of the best photographs taken whether on the ground, or taken in space by the astronauts themslves. NASA is the repository for some of the best pictures of manned spaceflight. The authors have done a magnificent job of compiling the many thousands of pictures taken of this mission and presenting them in a truly awe inspiring way. The photos in the book taken of Discovery while engaged in the "pitch manuever" were as breath taking as when the manuever was actually performed.
All space enthusiast will relish the idea of being able to acess in book form the photographs taken during this mission. My congratulations to the authors for doing what should have been done a long time ago. The adventure is for "all mankind". I can't think of a better way to enjoy the ride other than by actually doing it! The authors should seriously think about follow on volumns which document the remaining shuttle spaceflights.

Michael H. Cooper

This book captures all the fascinating details of Discovery's long journey to the launch pad, launch and time at the Space Station. Dennis Jenkins and Jorge Frank have done a wonderful job of putting these amazing pictures together and creating a great book about Return to Flight. I would highly recommend this book to any space shuttle enthusiast of any age.

A great, fun, and easy bot to build. Good customer service.

I would recommend it for everyone.

This is a great bot. I recommend it for everyone. Easy to put together and lots of fun.

I should start off by saying that I'm not a kid, nor did I buy this and give it to a kid. I am 22 and I'm working on a completely hand-built robot. Since nobody else has written a review from this perspective - the adult hobbyist - I thought I would

First, however, for the sake of parents and uncles and aunts who read this. I think this is a good kit for 12-16 year olds, provided they are really computer savvy and have a long attention span. If your kid is fixing your computer more often than you, he might like this. If already knows how to program, this kit is for him. In any case, you probably need a knowledgable adult to get past the basics with this kit. The kit itself is a little on the cheap side, I'm not sure its worth the price above. (I found it on sale for less than half , but I've seen it advertised for 3 times as much too.) It took me 30 minutes to build it, but I was doing it real carefully. Any kid can probably do it in the same amount of time, although some of the instructions are probably going to be confusing for a kid. (How many 12 year olds know the difference between a worm gear and a spur gear?) Luckily, there are plenty of photos, which make the instructions pretty "kid-friendly". It does require an abnormally small flathead screwdriver that I don't think most houses have lying around. (An eyeglass repair kit would be perfect for assembling this.)

Once you build it and put in the batteries, it starts working right away and you can use the included remote control to play around with it. There's lots of online documenation included on CD. While the documentation is noble in its intent to teach, it covers way more material than a book could practically teach to an early adolescent, and therefore moves a little too fast at times: basic electronics and semiconductors, programming, etc. You might want to supplement this kit with extra books if the child shows interest. The extra project ideas seem like they would be engaging, but except for the most simple they're going to require an adult to help design the circuits unless your child is a whiz kid at electronics.

Okay, now I want to address the "Big Kids", like me, who are interested in intermediate/advanced robotics and buy kits like this to get experience and to later take apart and hack onto other projects. For me, this seemed like a good deal because it includes a BasicStamp 2, which costs more new (~$34)than what I paid for the whole kit. Sadly, its not the same BasicStamp 2. It operates the same electronically, but has a different physical form. This means when you're done with Mr. Sumo, you can't pull his brains out and plug them in to your own breadboard.

Okay, moving along, the engineering uses a smart architecture, where the low level such as PWM for the motors, A/D for the sensors, etc. are handled by their own, dedicated chip, a PIC16C505. Sadly, however, this is an OTP (one-time programmable) chip. This means you can't rewrite any of the low level functions without buying a pin-compatible, surface-mount PIC, reprogramming it, and then surface-mounting it to the PCB. In short, it's a lot of trouble.

The BS2 communicates to this PIC using two I/O lines and sending very basic, 8-bit commands. This is where the robot really limits itself. The control over certain crucial aspects, such as the motor speed, is handled solely by the low-level PIC16C505 and from the BS2 you don't get much access...you can't set the motors to different speeds, for instance, nor redefine what each speed means. (It has speeds 1-4, with 0 being "stopped"). Why would you want to? Because the DC motors weren't matched well when the kit was manufactured, and one overpowers the other, resulting in my robot continually dragging to the right. (Your robot will of course differ.) There's no easy way to fix this, without low-level access to the PWM code.

This is the bad, however. There are a lot of good things about this kit. The software is pretty amazing. The IDE is real easy to use, and it even includes a downloader that is way faster than others I've used (6811 and JStamp downloaders, eg). Plus, it has a "visual" memory map that helps you understand how much of the EEPROM your code is using up...that's a neat feature. Also, the little breadboard, while tiny, has convenient access to 11 I/O lines, as well as +3V from the BS2, +6V from the batteries, and ground.

Communication with the PIC16C505 is easy too, because the author include two convenient serial transmission routines in the program template that you use to build each new program. The sensors and conditioning circuitry and software are designed to eliminate "flutter" that often frustrates me on other projects. There is a bright IR LED, two decent IR sensors, and two CDS light sensors. The motors are small and fast, although geared down to add some much needed torque. With fresh batteries and a little bit of grease on the axles, I would guess this thing can go 60 feet per minute. The machining of the kit is good; everything fits snugly. The bread board has mounting holes for standoffs in case you want to add another deck on top, and the belly has tabs machined for mounting an RC servo. (Although, its a mount I've never seen, and none of my servos fit it.)

Well, this review is so long I ought to bind it and sell it on this site..the long and short: probably good for kids...with the right adult mentor. For adult hobbyists it's arbitrarily limited (as opposed to RoboSapien which is designed to be hacked), but still could be used as a test bed for small circuits. For the price I payed, I'm happy, but I wouldn't have gone much higher. (Then again, I'm a poor college student...)

I have had the original build your own robot kit for a year now and I thought it was pretty good. The concept and price was great, but there were a few rough edges in the original execution. The original wheels [were poor] (and for some reason say "FORD" on them) and it got pretty expensive buying the BS2 to go with it. Using an "acorn nut" as a front "caster" was pretty innovative, unfortunately it didn't work that well on rough surfaces.

The good points about the robot were the remote control and how easily a BS2 could be added to the robot so that I could write my own programs and try them out. Even with the [poor] wheels and "caster" it was probably the best experimenter's robot out there. The information on the CD-ROM was great, although I wish it was available on paper (costs a lot to print out all the information).

Myke seemed to have learned from the first robot and the Sumo Bot is fantastic. It now has a very solid sheet metal chassis (with a front scoop), it runs by 4 "AA" batteries and has a caterpiller bulldozer like track that allows it to run over just about any surface. The robot is really built like a bulldozer, it will last a long time.

Best of all, the optional pieces from the original kit, the BS2 and AppMod are built into the robot. All you have to do is put the CD-ROM into your PC, download the programs and BS2 programming software, conenct the robot to the PC using a serial cable and you can start writing your own programs or adding your own hardware.

This review probably reads like a sales pitch, but I've had my Sumo Bot for a week now and I LOVE IT! It's very robust, easy to use and program and best of all, it's fun.

Brad

this was an awsome robot i got it two weeks ago and im 13this robot has a cool way to be able to be progrmaed i already tried life simulation and many others this is the best robot with the most features its unbelievable i recommened it for beginners and those who love robotics it will be the envey of your block

A must read book if you are working in the service industry. Heskett, Sasser and Schlesinger all from the Harvard Business School, have put together a great book. The service profit chain model at first glance seems simple enough. Make employees happy, who in turn make customers happy, who in turn give you more business and you have a great top and bottom line. Simple? Yes, but the book takes you on a journey, using similar methodology to the balanced score card to show how to design service delivery processes, which targets to target, and most important of all, how to deal with service failures. Numerous other models and their use are depicted. To top it of, there are numerous examples from the airline, hospitality, insurance and other industries. Exec or MBA level readers will really appreciate this book. Jim Kayalar is a certified management consultant and has consulted for tourism development organizations, hotels and resorts. His corporate web site can be found at http://www.biztuneup.biz

This should be everyone's bible. 6 stars! It is the best business book available . . . If you're going to read one book this is it...forget "one minute manager" or "good to great", "freakonomics" or "world is flat". Read this and know it and undersand its implications.

In "The Service Profit Chain," the author uses extensive case studies and empirical data to demonstrate how successful companies can achieve customer satisfaction, employee satisfaction, and at the same time, profit and customer growth. Too many companies are focused on the next quarterly earnings release that they don't ever see the lifetime value of their customers. Finally, managers at service industries won't have to keep trading off employee satisfaction in order to achieve customer sastisfaction, and customer satisfaction won't be viewed as a cost factor and a drag on profit growth. Service companies that just don't understand these concepts won't be around for long! As we embark into the e-commerce age, service and technology companies that can quickly apply these concepts within their business models (where there is no direct, face-to-face, contact with the customers) will build a truely competitive advantage. Let's review the successful ecommerce companies in 5 years, and see how many have adopted the principles in "The Service Profit Chain."

I think the authors provide a powerful and empirical approach to designing and analyzing a service organization for success. The recommendations are not always intuitive nor easy to implement, but, based on my experience in several industries, I think they are nearly always correct. With a partner, I am starting a own company and have read this book twice very carefully, with lots of notes in the margins, to make sure we do the important things well.

This is the type of book that can change an entire corporate vision. The authors are meticulous in presenting their philosophy, and back every word with carefully researched examples from best practice companies. Unlike many of the "quick read" publications that present a superficial view of service (particularly from a marketing perspective), this book is clearly the result of several years work in the field. Every corporate manager who is serious about customer value management needs to take some time out to study the Service Profit Chain.