Organizations Books

This stimulating work consists of nineteen insightful and engrossing essays that convey perspectives on the emerging forms of strategy and organization in the information age, focusing on knowledge as the competitive advantage. The contributors present thinking that is truly big picture, regarding the shape of today's and tomorrow's enterprises in a world that is changing at an exponentially increasing rate. This work delves into the new and emerging realities of the internal enterprise, corporate cooperation, and leveraging knowledge. In many cases the contributors talk about the experiences of their own organization; an enlightening and enlivening approach to gaining an understanding of this new, networked world driven by knowledge-the infinite resource. An enjoyable and informative collection of thoughtful writings. Reviewed by Gerry Stern, founder, hrconsultant.com and Stern & Associates.

There are far too many books out there that focus on 'knowledge' as if it existed in a vacuum. These tend to be one person's opinion; a single 'flavor of the month,' if you will. This collection of essays explores the impact that the free sharing of information will have: changes in management, changes in employee relations, changes in the free enterprise system itself. As an unforeseen bonus, a very few of the articles are now a bit dated (the "Information Superhighway" article by the CEO of Bell Atlantic was doomed to be old as it was penned), a fact that only reinforces the tremedous speed of change many of the essayists speak to. The many references provide one the ability to more deeply research a particular area.

William E. Halal, editor, writes, "This book brings together the views of prominent leaders in the trenches of the Information Revolution to examine the revolutionary new principles for managing knowledge. Here's a quick overview of these confusing but exciting management heresies.

Principle 1: 'Complexity Is Managed Through Freedom': Success is no longer achieved by planning and control-but through entrepreneurial freedom among people at the bottom.

Principle 2: 'Cooperation Is Economically Efficient': Economic strength does not come from power and firmness-but out of the cooperative flow of information within a corporate community.

Principle 3: 'Progress Is Guided by Knowledge and Spirit': Abundance is not the result of material riches-but of understanding the subtle workings of an infinitely complex world.

There are the new laws governing institutions today, the economic imperatives that determine who succeeds and who fails, the keys to pioneering an unexplored frontier of boundless knowledge-The Infinite Resource" (from the Introduction).

In this context, Halal organizes this invaluable collection into three parts that each focuses on the principles outlined as below:

1. Halal writes, "Part I shows that today's hierarchical structures are being replaced by an emerging foundation of management based on enterprise. The complexity of a knowledge era has made our old command-and-control systems obsolete, and so entrepreneurial freedom is now crucial, not only in economic systems but also to permit free enterprise in organizational systems." Thus, authors of this part, S.Goldsmith, R.L.Ackoff, J.P.Starr, W.Gable, and M.Lehrer mainly focus on decentralized structures, self-supporting units, entrepreneurial freedom, internal competition, and accountability to clients.

2. Halal writes, "Part II illustrates how entrepreneurial organizations must also use cooperation to form collaborative communities. Knowledge differs from physical resources because it increases when shared, making collaborative working relations productive not only in strategic alliances but between buyer and seller, employee and employer, business and goverment, and other stakeholders." Thus, authors of this part, G.H.Taylor, R.E.Miles, J.Lipnack and J.Stamps, T.Holbrooke, and R.Oklewize mainly focus on virtues of teamwork, networking among internal units, shared knowledge, spherical organization, collaborative alliances, and corporate communities.

3. Halal writes, "Part III descibes the intelligent infrastructures now being built to guide this corporate community in creating powerful forms of knowledge." Thus, authors of this part, R.W.Smith, D.Walters, M.Malone, G. and E.Pinchot, R.Kuperman, and W.A.Owens mainly focus on global information networks, free flow of information, knowledge society, employee training, virtual organizations, strategic direction, and vision.

Finally, Halal writes that "the message my colleagues and I want to stress is that the world is entering such an uncharted new frontier, an epoch so fundamentally different that the old rules no longer apply. The conventional wisdom of the past must be replaced by concepts that conform with the new realities of infinite knowledge:

* Order can be best achieved-not through control and planning-but through entrepreneurial freedom.

* Strength comes-not out of power and firmness-but through cooperative community.

* Abundance flows out of-not material riches-but a subtle frontier of boundless understanding, meaning, and spirit."

Strongly recommended.

There are far too many books out there that focus on 'knowledge' as if it existed in a vacuum. These tend to be one person's opinion; a single 'flavor of the month,' if you will. This collection of essays explores the impact that the free sharing of information will have: changes in management, changes in employee relations, changes in the free enterprise system itself. As an unforeseen bonus, a very few of the articles are now a bit dated (the "Information Superhighway" article by the CEO of Bell Atlantic was doomed to be old as it was penned), a fact that only reinforces the tremedous speed of change many of the essayists speak to. The many references provide one the ability to more deeply research a particular area.

Dr. William E. Halal is a George Washington Universitybusiness school professor and expert on the Knowledge Economy. In arecent GWU conference, "Creating the New Organization," he brought together 17 representatives the public and private sectors to address how information technology has transformed their worlds, creating unprecedented challenges and opportunities. Their insights are shared directly with readers in this extraordinary and concise volume. "The Infinite Resource" refers to knowledge itself. Unlike raw materials, knowledge is inexhaustible: "the more you dispense, the more you generate," writes Dr. Halal. The marginal cost of duplicating knowledge is trivial and its value increases when shared. Halal writes: "Knowledge is the most strategic asset in enterprise, the source of all creativity, innovation, and economic value." That, in itself, is nothing new. Knowledge was no less "strategic" when mankind communicated via cave paintings. What has revolutionized knowledge over the past 15 years or so, however, has been extraordinary advances ["32 orders of magnitude"] in information technology. I can share my thoughts on this book with the world with the click of a mouse. And the world can return to my e-mailbox with critiques of my opinion. We now may draw "silicon paintings" for the enjoyment of audiences of 6 billion who never could have fit into those caves. Some bullet points serve to highlight the advances of the information technology age: + IBM itself once predicted market demand for computers to be 55. Worldwide. As of 1997, there were 1 billion computers in operation on planet earth. + In 1977, 50,000 computers existed in the entire world. In 1997, 50,000+ personal computers are sold every 10 hours. + Soon, 1 billion transistors will fit on a single chip: the entire computing power of NASA's Apollo Space Program will fit in a wristwatch.

It was, then, inevitable that the extraordinary advances in - and ubiquitous distribution of - information technology would in turn revolutionize the workplace. Dr. Halal breaks the presentations of his conferees into three sections: 1.) Creating the Internal Enterprise System; 2.) Forming a Network of Cooperative Alliances; 3.) Leveraging Knowledge with an Intelligent Infrastructure. The innumerable insights offered by Dr. Halal and his conferees would never fit in this review. Suffice it to say that the most successful organizations today long ago recognized that information technology created opportunities to broadly disseminate organizational information on the one hand and the more elusive [and hence invaluable] "tacit" or personal knowledge of their employees throughout their organizations, conferring upon all employees the ability to leverage all available organizational knowledge into innovations benefiting the organization, its employees, and its consumers. This leads the trend toward cutting-edge "mass customization." But it does not stop there. No sooner did organizations realize that they could unleash the power of knowledge internally than some recognized that the sharing of knowledge could greatly enhance relationships with customers, suppliers, and, yes, competitors which could be leveraged via coopetition - strategic alliances established to meet particular needs of individual clients at any one point in time. For decades, the rise of technology has created nightmarish visions of "1984" and HAL of "2001." Ironically, and perhaps - at first - counterintuitively, advances in information technology, by enhancing access of anyone in any organization with anyone else, anywhere, will make trust all the more important in public and private enterprises alike. Several conferees address the critical importance of disseminating all available information to employees to encourage innovation because, in fact, "the innovation cycle is now shorter than the planning cycle as customers are moving faster than companies' ability to manage." In short, if you cannot entrust your employees with your most sensitive information, you will be overtaken by another company that can. Another conferee notes: "Technology alone is inert. Trust develops and relationships crystallize in interactions over time and in moments of crisis. No trust without real relationships. No network without trust." It might, therefore, be one of the greatest ironies of the coming Knowledge Economy that technology will "re-personalize" relationships in the workplace while allowing all workers increased opportunities to make their own measurable [and thus rewardable] contributions to their organizations and alliances. Technology, as a tool, will free organizations and their employees from the more mundane business and governmental functions of measurement to engage their minds, individually and collectively, on an infinite course of creativity and innovation. Some provocative closing thoughts from this excellent book include the following insights from leaders of our continuing Knowledge Revolution: Bill Gates: "Two years is as far as long-term planning should go; anything beyond that is long-range dreaming..." General Electric: "The only way to be more competitive is to engage every mind in the organization." Ad agency Chiat Day: "Develop the ability to change faster than your competition or fail..." Dr. Halal: "The perfect company today is almost structureless. All that holds it together is its culture.

I cannot more highly recommend The Infinite Resource to all who are interested in understanding the enormous challenges, opportunities, and rewards - both personal and professional - to be realized as the Knowledge Economy reshapes our world.

Devane does it again! Co-author of the popular: "The Change Handbook"; he now provides us with a roadmap of breakthrough thinking in the areas of Lean Six Sigma and High Performance Organizations!
From the opening lines in the Preview we are invited into examining the crisis of improvement programs that face organizations today. The story concludes having introduced the reader into a unique journey examining the combinations and possibilities of these methods and what is fundamentally required of leadership. This book is masterfully written offering a balanced blend of theory, practicality and insightful breakthroughs, cracking the puzzle of achieving sustainable organizational results. The skilled OD practitioner will readily see the author's depth of expertise and scholarship displayed in the fields of change and leadership. He comfortably ties together the soft and hard skills necessary to accomplish what so many efforts fail to achieve and overlook in their improvement programs.
His main divisions of the book entitled, Practical Foundations and Pragmatic Practice, allow the novice to understand their working intentions and how to effectively apply them. The seasoned person will be able to jump in where they are most comfortable. His creative literary style, with a liberal combination of tables, charts, exhibits, figures, and war stories makes reading a pleasure and captures your attention. The repetitive structure within the Leader's Guide includes activity maps, leader to do lists, tool applications and pragmatic tips, allowing the reader to develop a rhythm in learning the principles and applications being discussed. The generous glossary and reference materials will greatly assist in allowing you to deepen your understanding or expand your resources in the field.
In addition, the book's companion website, www.LeanSixSigmaHPO.com, provides helpful supporting information for leaders serious about simultaneously addressing technical tool deployment and cultural aspects of large-scale process improvement efforts.

Most books I've seen on the topics of Lean, Six Sigma, and culture change suggest a one-size-fits all approach that is detailed by the author(s) in their specific book. Usually they are plugging one methodology that supposedly has universal application across all industries and all sized companies. Not so with this book.

This book, written for leaders, provides a succinct array of principles, general approach templates, and common traps for each stage of an improvement process. Rather than advocating detailed, sequential steps to take, the book offers up proven best practices and a general flow that leaders may, or may not apply based on their specific organizational circumstances. Another book I highly recommend that offers alternative approaches to improvement is Peter Pande's book What Is Six Sigma? A fixed, rigid improvement approach that is not customized to accommodate an organization's unique characteristics is doomed to expensive failure, and these two books get that concept.

Many books present the hard tools of Six Sigma. Many books present how to do change manageemnt, or the "soft side" of continuous improvement projects. This is the first book I've seen that provides leaders with a clear set of principles and a general approach for integrating hard and soft aspects of Six Sigma to achieve dramatic, sustainable results. The first third of the book presents concepts on Lean, Six Sigma, and High Performance Organizations. The final two-thirds of the book is organized according to the implementation stages of an enterprise-wide Six Sigma project. For each stage the book provides pragmatic tips on topics such as stage outputs, common traps, key large goup meetings, leader "To Do" checklists, counterintuitive elements, and leadership tools. In addition to the book's comprehensive coverage of leadership issues for large-scale process improvement, there's also an extensive reference section in the back that points leaders to other books and web-sites containing valuable leadership tips.

Readers should be aware that this book does not delve into detailed statistical tools that improvement teams use. Rather, the book focuses on leadership aspects so I would recommend another book like one of Breyfogle's for people interested in "hard tools" of Six Sigma.

I was pleased to find a leadership book for Lean Six Sigma that addresses both manufacturing and transactional improvement so I didn't have to buy two different leadership books as is necessary with detailed improvement tools for each. With shop floor and office examples from widely diverse industries like electronics assembly, pharmaceutical, retailing, environmental services, government, and financial services, this book presents ideas on how to lead the improvement of all kinds of processes. I was a bit surprised to see that many of the cases from other industries had direct applicability to my industry. I found the detailed advice on setting up an executive committee that meets regularly to evaluate the progress of all improvement projects to be especially useful. And by providing sample questions that executives can ask, the book helps executives ensure that improvement teams are proceeding in the right direction without having executives engaged in micro-managing.

This book is chockfull of golden advice nuggets for leaders of big changes in organizations. It shows how integrating the disciplines of Lean Manufacturing, Six Sigma, and High-Performance Organizations can provide a robust combination of quick short-term wins, significant long-term wins based on rigourous data collection and analysis, and sustainable gains based on increased employee motivation. I found the Leadership Checklists that were provided for each of the book's 5 phases of an improvement effort to be particularly helpful. The book provides an excellent reference for busy leaders as its organization, indexing, and exhibit list make it easy to quickly find specific topics of interest.

The key concept of this book is that every organization could evolve trough several status. There is no a suggested preeferred status. Winning organisations are those which could find the right 'alignment' between market needs and behaviours and the internal organization. The evolution of the organization is only driven by the market change. The book focus on transitions between these different stages, analysing the impact of these changes through the entire Value Chain. Invented Here is a milestone for those people which needs to manage transition also in a turbulent environment. It helps managers to think about the actual company positioning and to build a framework helping to identify market changes and relevant organizational needed impact. Simply great!

The importance of organization design on the success of a business, be it that of a service company or a product supplier, is often underestimated. Strategy alone is not enough.

The great value of this book lies in 3 areas :

i) Use of illustrating failure as well as success - better to learn from someone else's mistakes so that you can, hopefully, avoid them.

ii) Identifying in meaningful terms where to position your organisation for your product/service e.g. if you need a great mass production machine, that is how you should organize; when your customers need more, don't hide from it - just do it well.

iii) The style is refreshingly alive. You feel you can relate to real people solving real problems. Too often, books like this feel like they belong only in libraries - this one offers genuinely practical insight. It's up to you to apply it.

If I have one (minor) criticism, it is the title. Don't let it mislead you. This book is a very helpful guide to many aspects of organizational design and a better title, in my opinion, would be something like:- "Optimizing Your Organization For Your Customers"

A well written book to help you understand how to develop your company's business along the "right path"to deliver higher customer value. The format and language of the book make it a joy to read. The concrete examples from both service and product industries are very useful.

Too many managers look to external consultants to provide the keys to their organization's success. Was it quality circles, TQM, or re-engineering you last tried as a way to rejuventate your struggling organzation? Victor and Boynton suggest you save your money and focus within. Their logical process of analysis and implementation will help your firm on the "right path" to organizational success.

The process demands that firms think clearly and carefully about who they are and what business they are in compared to what their customers really want. This analysis helps a firm determine if it should compete on the basis of novelty, commodity, quality, or precision. The choice made suggests that craft work, mass production, process enhancement, or mass customization provides the best strategy to meet those customer demands. Achieving these strategies can only occur as a firm moves from craft work, through mass production and process enhancement to mass customization via the "right path."

In an engaging combination of personal insight and case examples, the authors lead the reader along the "path." They offer numerous stories of organizations around the world that have followed this "path" to organizational success.

Don't let the reletive brevity of their effort mislead you. The ideas they propose should force the thoughful manager into careful and thoughful consideration of the firm's current structure, products, and processes. If the analysis suggests that changes are warranted, then Victor and Boynton's guidebook along the "right path" will prove well worth the initial investment.

A thoughtful, creative tour de force in a field littered with lightweight, feel-good competitors. Enjoy!

This book reveals how to use knowledge residing in the company to transform organization and manage growth. It presents a model of organizational learning and development with four steps: craft, mass production, process enhancement, and mass customization. It explores the leveraging of four associated types of knowledge and presents a learning system for developing organizational knowledge. Provides important insights the learning organization.

Hesselbein and Cohen have assembled and brilliantly edited "enduring insights on leadership" from the Drucker Foundation's award-winning journal. What a superb selection of essays they offer! The Introduction by Hesselbein (all by itself) is well worth the cost of the book. As for the 37 individual essays, they are organized within seven Parts:

I. On Leaders and Leadership (eg Peter Drucker, Max DePree, and Herb Kelleher)

II. Leading Innovation and Transformation (eg Peter M. Senge, John P. Kotter, and Douglas K. Smith)

III. Leadership in the New Information Economy (eg Esther Dyson, Margaret Wheatley, and Kevin Kelly)

IV. Competitive Strategy in a Global Economy (eg Rosabeth Moss Kanter, Ann Winblad, and Keniche Ohmae)

V. Leading for High Performance (eg Steven R. Covey, Jim Collins, and Noel Tichy)

VI. Building Great Teams (eg Warren Bennis, Jon R. Katzenbach, and J. Richard Hackman)

VII. Leadership Across the Sectors (eg John W. Gardner, Regina Hetzlinger, and James E. Austin)

I know of no other single volume in which so many great business thinkers are represented by so many of their landmark essays. The editors are to be commended for the selections; also for the structure within which those selections are organized. This is "must reading" for leaders and, especially, for whose who aspire to be leaders.

"People both in this country and around the world also have an enormous hunger for ideas; that's why three years ago the Drucker Foundation launched 'Leader to Leader', a journal of ideas by leaders for leaders."Frances Hesselbein writes, "this hunger among millions of working executives demonstrates their concern for the future and a commitment to make a difference. The incisive thinkers and remarkable leaders who have contributed to the journal and to this book open doors, spark ideas, raise signal flags, and help satisfy that universal hunger."

In this context, I partially summarized only five of the thirty-seven essays written by thirty-seven talented thinkers.

I. Peter F. Drucker writes: "the three people from whom I learned the most in my work were all very different. The first two were exceptionally demanding; the third was exceptionally brillant. All three taught me a lot...Five lessons I learned from those remarkable men still apply today:

1. Treat people differently, based on their strengths.

2. Set high standards, but give people the freedom and responsibility to do their job.

3. Performance review must be honest, exacting, and an integral part of the job.

4. People learn the most when teaching others.

5. Effective leaders earn respect-but they don't need to be liked.

II. Doris Kearns Goodwin lists ten lessons from the stories of Lyndon Johnson, John Kennedy, and Franklin Roosevelt for leaders of today's organizations:

1. Timing is (almost) everything.

2. Anything is possible if you share the glory.

3. Trust, once broken, is seldom restored.

4. Leadership is about building connections.

5. Leaders learn from their mistakes.

6. Confidence-not just in oneself-counts.

7. Effective partnership require devotion to one's partners.

8. Renewal comes from many sources.

9. Leaders must be talent brokers.

10. Language is one's most powerful tool.

III. John P. Kotter argues: "No organization today-large or small, local or global-is immune to change. To cope with new technological, competitive, and demographic forces, leaders in every sector have sought to alter fundamentally the way their organizations do business. These change efforts have paraded under many banners-total quality management, reengineering, restructuring, mergers and acquisitions, turnarounds. Yet according to most assessments, few of these efforts accomplish their goals. Fewer than fifteen of the one hundred or more companies I have studied have successfully transformed themselves." Hence, he lists eight critical steps to transform your organization:

1. Establish a sense of urgency.

2. Form a powerful guiding coalition.

3. Create a vision.

4. Communicate the vision.

5. Empower others to act on the vision.

6. Plan for and create short-term wins.

7. Consolidate improvements and produce still more change.

8. Institutionalize new approaches.

IV. Warren Bennis argues: "I believe that behind every Great Man is a Great Group, an effective partnership. And making up every Great Group is a unique construct of strong, often eccentric individuals. So the question for organizations is, How do you get talented, self-absorbed, often arrogant, incredibly bright people to work together?" And he suggests ten principles common to all Great Groups:

1. At the heart of every Great Group is a shared dream.

2. They manage conflict by abandoning individual egos to the pursuit of the dream.

3. They are protected from the "suits".

4. They have a real or invented enemy.

5. They view themselves as winning underdogs.

6. Members pay a personal price.

7. Great Groups make strong leaders.

8. Great Groups are the product of meticulous recruiting.

9. Great Groups are usually young.

10. Real artists ship.

V. J. Richard Hackman identifies a number of mistakes that managers make in setting up and leading work teams.

Mistake 1. Use a team for work that is better done by individuals.

Mistake 2. Call the performing unit a team but really manage members as individuals.

Mistake 3. Fall off the authority balance team.

Mistake 4. Dismantle existing organizational structures so that teams will be fully empowered to accomplish the work.

Mistake 5. Specify challenging team objectives, but skimp on organizational supports.

Mistake 6. Assume that members already have all the skills they need to work well as a team.

I highly recommend this excellent collection as a whole.

This is a collection of outstanding contributions from the Journal of the Drucker Foundation, by leaders and thinkers. Key sections focus on: leaders and leadership; leading innovation and transformation; leadership in the new information economy; competitive strategy in a global economy; leading for high performance; and building great teams.

A few of the contributors include: Peter Drucker, Charles Handy, John Kotter, Rosabeth Moss Kanter, Steven Kerr, Noel Tichy, Stephen Covey, Warren Bennis and Peter Senge. This book offers an enormous amount of rich content. Recommended. Reviewed by Yvette Borcia, Managing Partner, Stern & Associates, co-author of Stern's Sourcefinder: The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and Stern's Compensation and Benefits SourceFinder.

"People in both in this country and around the world have an enormous hunger for ideas; that's why three years ago the Drucker Foundation launched 'Leader to Leader', a journal of ideas by leaders for leaders."Frances Hesselbein writes, "This hunger among millions of working executives demonstrates their concern for the future and a commitment to make a difference. The incisive thinkers and remarkable leaders who have contributed to the journal and to this book open doors, spark ideas, raise signal flags, and help satisfy that universal hunger."

In this context, I summarized partially only four of the thirty-seven essays written by talented thinkers as follows:

I. Peter F. Drucker writes: "The three people from whom I learned the most in my work were all very different. The first two were exceptionally demanding; the third was exceptionally brillant. All three taught me a lot...Five lessons I learned from those remarkable men still apply today:

1. Treat people differently, based on their strengths.

2. Set high standards, but give people the freedom and responsibility to do their job.

3. Performance review must be honest, exacting, and an integral part of the job.

4. People learn the most when teaching others.

5. Effective leaders earn respect-but they don't need to be liked.

II. Doris Kearns Goodwin lists ten lessons from the stories of Lyndon Johnson, John Kennedy, and Franklin Roosevelt for leaders of today's organizations.

1. Timing is (almost) everything.

2. Anything is possible if you share the glory.

3. Trust, once broken, is seldom restored.

4. Leadership is about building connections.

5. Leaders learn from their mistakes.

6. Confidence-not just in oneself-counts.

7. Effective partnerships reqire devotion to one's partners.

8. Renewal comes from many sources.

9. Leaders must be talent brokers.

10. Language is one's most powerful tool.

III. Warren Bennis argues: "I belive that behind every Great Man is a Great Group, an effective partnership. And making up every Great Group is a unique construct of strong, often eccentric individuals. So the question for organizations is, How do you get talented, self-absorbed, often arrogant, incredibly bright people to work together?" And he suggests ten principles common to all Great Groups:

1. At the heart of every Great Groups is a shared dream.

2. They manage conflict by abandoning individual egos to the pursuit of the dream.

3. They are protected from the "suits".

4. They have a real or invented enemy.

5. They view themselves as winning underdogs.

6. Members pay a personal price.

7. Great Groups make strong leaders.

8. Great Groups are the product of meticulous recruiting.

9. Great Groups are usually young.

10. Real artists ship.

IV. J. Richard Hackman identifies a number of mistakes that managers make in setting up and leading work teams.

1. Use a team for work that is better done by individuals.

2. Call the performing unit a team but really manage members as individuals.

3. Fall off the authority balance team.

4. Dismantle existing organizational structures so that teams will be fully empowered to accomplish the work.

5. Specify challenging team objectives, but skimp on organizational supports.

6. Assume that members already have all the skills they need to work well as a team.

Not only these essays, but all of the book as a whole is strongly recommended.

The Leader to Leader magazine, from The Drucker Foundation, is consistently one of the best magazines for insightful leadership thinking. Now the 'best of the best' has been gathered for this handbook. Harvard Business School Professor John Kotter's insight into the four most common mistakes that cause change efforts to fail are superb and right on the money -- and his chapter is just one of thirty-seven. I wish this book had been available when I started my leadership journey many years ago! Whether you are just beginning your leadership journey or you are well on your way to becoming a SmartLeader, this book is a resource that you will benefit from today and in the days ahead.

This lovely, charming book gives us the life of St. Benedict in the format used by ancient biographers to tell the life of a saint. Each chapter is a small story, an episode in his life, that has a lesson for us embedded into it. And like all ancient saint biographies, there is an air of "magical realism" in that whether or not the miracle actually happened as recorded doesn't really matter. A lesson is imparted to us that holds a higher truth. It is strange that this man, Benedict, who lived 1500 years ago can seem so contemporary in ways. His rule of life has certainly remained meaningful and is lived by many people today, both monastics and lay people. The author well describes Benedict's sense of spiritual and psychological balance, his kindness, and gifts as a spiritual father. I recommend this fine book to anyone who practices lectio, or just wants to learn more about Benedict.

Butcher describes Benedict's Rule, writing, "Its honest voice and kind simplicity draw the reader in completely." However, this does not only describe Benedict's Rule, but also characterizes Carmen Butcher's book, Man of Blessing. I thoroughly enjoyed every word, right down to the appendix where Butcher summarizes the 73 chapters of the Rule. She makes this ancient text accessible to anyone lucky enough to pick up her book. Butcher's investigation into who Benedict was and how he got that way is intriguing and enlightening. The constant delving into word history brings us closer to the heart of Benedict and the words he would have used to communicate with those he loved: his followers and his Leader. By defining Benedict's rule as "...a spiritual guide designed- not for mystics or superhumans- but for the average person wanting to commune with God and enjoy a more meaningful life," Butcher gives a picture of Benedict's Rule, while at the same time defining her own book as well.

As a Catholic law student currently taking a course on Western Legal Tradition, I found this book to provide a wonderful supplement to my course. St. Benedict's compilation of the Rule is an admirable life endeavor and an incredible process of perfecting "laws" applicable to living a faith-filled life. His life story written with an eye to the academic reader, as well as those readers seeking knowledge of his life given our current Pope's namesake, is an easy, informative, and inspirational read.

MAN OF BLESSING is a delightful account of the inspiring life of St. Benedict. Carmen Butcher's gift for language and love for etymology shine through this book and make it both enjoyable and informative. The dramatic story of the transformation of Benedict from the humble hermit of Subiaco to the gentle abbot of Monte Cassino offers a unique glimpse into the often secluded world of Benedictine monastic orders. This book also details the context in which Benedict develops his continuously refined "Rule", which becomes the definitive guidebook for future monastic societies. The value of charity, humility, and poverty personified in this saint of old, still has relevance today. Once again one is reminded that less is always more in the Kingdom of God, and that there is no limit to what God can do with a life that is totally yielded to Him. The impact of such a man of blessing truly is incalculable. Butcher makes this quiet figure of history sing praises once more!!

"Benedict's life was a series of risings in the dark." This
is the opening sentence of the Introduction, and it sets the
stage for all the risings we will read about regarding this
amazing saint.

Carmen Acevedo Butcher has written a book that vividly portrays
a man born about 480 AD. whose life was about rising above many
different kinds of challenges in his world and whose RULE
was to become the foundation of Western monasticism as well
as a spiritual guide for believers.

About half-way through the book is the best lesson of
Benedict's rule: "There is always more to learn. We are all
always beginners. Kindness is never complete." (A summary
of Benedict's RULE is in Appendix A.)

MAN OF BLESSING is full of information told in an engaging way. At the end of the book I felt I had spent time in the
presence of this saint--and that the time was well-spent.

Dr. Butcher's writing style is inviting and her expertise in the
Middle Ages makes MAN OF BLESSING an interesting and
informative read.

I'm often daunted by how much there is to master in running a nonprofit organisation. What should I be an expert in? What niche publications should I be reading? What training do I need?

The thing I love about John's book is that if I didn't read anything else, but just mastered each of the 20 buckets he talks about, then I'd be in the top few percentile of my game. I can't think of anything of substance that is missing from the book, it covers such a wide range of practical topics. But it somehow covers them in enough depth to be really helpful.

I wish I had come across this earlier - but since I'm still relatively young, there's hope for me yet that I'll have time to integrate the good common sense that John outlines! The book is easy to read in its style, bite-sized and practical in its format, and one of the very best books I've come across for nonprofit leaders.

Only John Pearson could pour the insights gleaned from twenty five years in chief executive roles at three different associations into twenty management buckets: six buckets focused on The Cause, seven buckets for The Community, and seven buckets for The Corporation. The language of The Cause is purpose driven. The language of the Community is warm affirmation. The language of The Corporation focuses on operations, systems and fiduciary responsibilities.
Chapter by chapter each of Pearson's twenty buckets gets filled with "strategic balls" that leaders can utilize to enhance their management of each bucket theme. The chapters are filled with anecdotes about real life experiences in the workplace.
My favorite is The Hoopla! Bucket. Spring-boarding from Dennis Bakke's Joy at Work, Pearson articulates a value proposition for Hoopla as a way to relieve stress and build team spirit in the workplace. This is a critical concept for the great number of nonprofit organizations that have squeezed the pennies so tightly that they have made their workplaces blatantly undesirable and unhealthy.
Mastering the Management Buckets is a straightforward refresher course in critical competencies critical for successful leadership in organizations of all kinds. The book serves it up straight, consistent with Pearson's persona as a straight shooting leader, a man of integrity and a follower of Jesus. If you're looking for ways to enhance your management skills, built on a Biblical platform that views leadership as a spiritual exercise, this book is for you.

After starting to read this book my reaction was WOW! I've never seen so many practical ideas for leaders in one book. John Pearson draws on a vast array of sources that he came across over his long career including time he spent with Peter Drucker. The book describes 20 critical competencies are broad and include topics you don't usually find in books on leadership such as systems, board, budget, operations and crisis.

The competencies are what Pearson calls "management buckets." Some people will like this description, others may be tempted to dismiss the bucket metaphor as lite. That would be a mistake. The book is jam-packed with substantive ideas and insights. I was glad to see that Pearson covers the "hard" issues such as being results oriented to the "soft" issues such as caring for employees. I'm recommending this book to leaders as one to take their leadership team through. It will surely stimulate a list of actions that will benefit their team and organization.

The book does have a lot of references to Christianity because John is a Christian and he has primarily worked for and with Christian organizations. If you work for a Christian organization, this is a must read. If not, or if you are not a Christian, you will still benefit from the ideas and practices described in the book. Because social sector organizations rely so much on volunteers they have learned much about motivating them and for-profit organizations can learn a lot from effective social sector leaders such as Pearson.

I also want to point out that the book is well-organized into short sections so it's ideal for most leaders who prefer bite-sized readings. Too many books these days fail to include end notes and I was glad to see that Pearson provided extensive endnotes that will allow readers to dig even deeper into the many sources he drew upon to write the book.

Bottom line: I highly recommend this book!

John communicates his approach to managing literally hundreds of details in this easy to understand book. I wish I could have read the book before joining him on the management team at Christian Management Association; I would have been far more productive from my first day on the job. It took me a full year to learn to comprehend how John kept all the plates spinning day after day, year in and year out.

Mastering the Management Buckets provides invaluable guidelines, profound insight, and clear direction. There's more solid, practical advice for managers and leaders than can be received in many of the books I've read in my forty-years of ministry. I'm a visual guy. So the illustrations of the 20 buckets concept really rivots my attention. This book is a hands-on resource, it transforms my leadership thinking. I only wish I had this resource in my hands ten years ago!

It's all been said - and better than I could.

Mal Warwick is simply the best results-oriented writer in the field of nonprofit fundraising today!

The genuis behind Mal Warwick's incredible success lies in his ability to marry tried and true marketing techniques with the oftentimes straightlaced field of nonprofit development. You simply can't go wrong with his approach.

Today we are inundated with so many ads and appeals by unknown non-profits (usually on the phone during dinner time), that it is remarkable that any fund raising efforts are successful.

This book, written by a professional fund raiser and head of his own fundraising and marketing agency since 1979, gives several examples fund raising efforts that have not only been profitable, but have raised large amounts of money from relatively few doners.

The book is a combination of tutorial with descriptions of various campaigns that have been successful. The techniques of raising high dollar amounts from few contributors requires a different mind set, different techniques than the standard #10 envelope, bulk rate, and mass mailings. Instead the appeal package is usually more expensive ($5 each - no not a typo), and the mailing list is very selective.

Not every organization is ready, or even capable of raising money in these kinds of appeals. But when the right appeal is made to the right audience, the rewards can be great.

This book was a little shocking, to be honest. I raise money through the mail practically every day, but this book lays out a completely different approach that I am definitely going to try. It takes a lot more work, and I think it should only be used for very special programs, but it sounds like the high-dollar approach promoted in this book could work for just about any organization.
The book, unlike most fundraising books, is very easy to digest and written in a breezy style that makes it easy to get through. You can finish it in one sitting, easily. There are a lot of illustrated ideas from successful campaigns, and the author makes it sound easy. It's not, I don't think, but the book certainly encourages you to try.

As someone who has been raising money for many years, I was dubious that this book would tell me something I didn't already know. I was right and wrong. Much of what Mal says in his latest book on fundraising is not new to fundraising professionals. BUT, the book presents everything you know in a new and useful way that is focused on high dollar fundraising. It is well written, easy to follow, and provides great examples and techniques that will challenge even the long-time fundraising professionals to rethink their fundraising programs. I'm making it madatory reading for my fundraising staff!

Fundraising is an art and a science, and Mal Warwick is a master of both. Warwick has been helping non-profit organizations, charities and political parties raise, collectively, billions of dollars for more than 40 years. As Founder and Chairman of Mal Warwick & Associates, in Berkeley, California, Warwick helps clients raise money by mail and, through his other companies, by phone and the internet. He has authored 17 books on fundraising, and his most recent, The Mercifully Brief, Real World Guide to . . . Raising $1000 Gifts by Mail gives up the secret he has known since he started his company in 1979: charities can raise
gifts of $1000 or more through the mail.

Warwick stresses his methods are different than those of typical direct mail fundraising. High-dollar donors, as Warwick calls them, are well-educated, wealthy, rational thinkers who want to invest in solutions. Warwick has crafted direct mail packages for them that are masterfully written, with personalized proposals akin to those used in major gift fundraising. He invites donors to invest at a level that's higher than their previous gifts, in special projects that will have a significant impact on advancing the charity's mission.

He insists that charities, in turn, must do their part in adequately acknowledging, informing and engaging the donor in the cause. This special treatment and the initial higher investment in the smaller print runs of more specialized direct mail packages and information pieces pays off, big time, according to Warwick's results. The effort creates long-term, loyal donors, who will be ready and willing to make more generous major gifts and planned gifts in the future.

Raising $1000 Gifts by Mail is indeed mercifully brief - and non-technical. It is a must-read for fundraisers who know their donors deserve more than the standard ask that arrives in the mailbox. Warwick has done philanthropy and the charitable sector a great service by sharing the art and science of high-dollar fundraising my mail.

After all the shouting that the MYTH OF GOD INCARNATE gave rise to, this is a considered response, preserving the view that "God Incarnate" is not a meaningless idea, but that one needs to be very careful just how the term is to be understood. The original authors have a chance to talk back to their (hysterical) critics.

In this follow-up to his controversial 1970s compilation, "The Myth of God Incarnate," British philosopher John Hick fleshes out his own critique of the Christian dogmas of the Trinity and the Atonement, and offers alternate ways of understanding the message and meaning of Jesus in today's pluralistic world.

Although Hick overstates the degree to which the doctrines of the Trinity and Atonement are no longer believeable (millions, in fact, still fervently believe those doctrines), he persuasively argues both that (1) neither Jesus nor his earliest followers regarded Jesus as God incarnate, and that (2) the doctrine of the Trinity is in fact intellectually incoherent and - paradoxically - cannot even be explicated in terms which do not violate Christian orthodoxy. Hick shows that all attempts to explain this doctrine either implicitly deny that Jesus was a human being like other human beings or redefine God in such a way that God is no longer God.

Some of the theological argumentation is a bit technical, but with careful reading it is quite intelligible even to the non-professional. I found the critique of the atonement (the idea that Jesus' death on the cross was necessary for the forgiveness of human sin) to be particularly cogent insofar as Hick quotes from the sayings of Jesus himself to show that a sacrificial death is not necessary to effect divine forgiveness. (In this context, Hick quotes both the Lord's Prayer and the story of the Prodigal Son.)

Traditional Christians might think that Christianity is utterly destroyed if shorn of the doctrines of the Trinity and the Atonement, but Hick disagrees. He proposes an understanding of Jesus' life as a metaphor for the action of God in the world, a metaphor all the more potent because it is grounded in the real-life example of Jesus. Hick also believes that the Eastern Orthodox concept of human "deification," the transformation of the human personality through the mysterious workings of the Holy Spirit or Divine Energies, provides a potentially fruitful basis for a future Christian theology.

Although Hick is critical of orthodox theology and of the crimes of Christian civilization, he is not polemical in a rude or crude sort of way, nor does he ignore - as many critics of Christianity do - the deficiencies of other religions and the cultures they produced. (However, one might disagree with his claim that all religions have had pretty much the same effect on culture, and that the advantages and disadvantages of the various religions ultimately cancel each other out. In my view, that is a highly debatable proposition. I think different religions effect culture in very different ways, and develop in different ways because of ideas present at the core of each individual religion.)

One might have wished that Hick spent some time discussing the doctrine of the Incarnation as it is found in Hinduism, which believes in successive divine incarnations throughout history. Perhaps some insight into the Christian doctrine of Incarnation could have been found there, just as an analysis of the Buddhist understanding of "taking refuge" in the Buddha might shed some light on the Christian doctrine of the Atonement. As it is, however, Hick does not delve into the theological or philosophical nuances of any religion other than Christianity.

Traditional Christians will likely be offended or alarmed by this book, but Hick's sincere challenge to Christian orthodoxy is what the times demand. In a world where Islam has once again become (or remains) militant and agressive, Christianity must regroup on a firmer moral and intellectual foundation if it is to survive the clash of civilizations that has already begun.

John Hick is one of the leading advocates of religious pluralism today, and identifies himself as a Christian. In the above work, he sets out to criticize the following tenets of traditional Christianity, expressed above all in the Chalcedonian ecumenical council, established in 451 CE, which is for most the sine qua non expression of Christian Christology. He is a very honest writer, and lets the reader know from the outset his agenda. For one to uphold the doctrines of Christian pluralism as he does, one cannot simultaneously hold to the traditional understanding of Christ. He explains: "If he was indeed God incarnate, [then] Christianity is the only religion founded by God in person, and must as such be uniquely superior to all other religions" (ix). As one who does not believe Christianity is superior to all other religions, Hick must justify his pluralism by a reconsideration of the doctrine of the incarnation. In a nutshell, for him it is not a metaphysical reality, but a metaphor which depicts the God-centered life of Christ. In this book Hick criticizes 6 sets of ideas common to Christianity, traditionally understood, and puts forward an alternative for a Christianity of a pluralistic age. He avers that:
(1) Jesus himself did not teach what was to become the orthodox Christian understanding of him;
(2) that the dogma of Jesus' two natures, one human and one divine, has proved be incapable of being explicated in any satisfactory way;
(3) that historically the traditional dogma has been used to justify great human evils;
(4) that the idea of divine incarnation is better understood as metaphorical rather than as literal;
(5) that we can rightly take Jesus, so understood, as our Lord, the one who has made God real to us and whose life and teachings challenge us to live in God's presence; and
(6) that a non-traditional Christianity based upon this understanding of Jesus can see itself as one among a number of different human responses to the ultimate transcendent Reality that we call God, and can better serve the development of world community and world peace than a Christianity which continues to see itself as the locus of final revelation and purveyor of the only salvation possible for all human beings (ix).
Before I began reading this book, I had already a background in historical Jesus studies and early Christianity, as well as proclivities toward Christian pluralism. What this book did for me was to nourish a pluralism that, quite frankly, had already been born in my mind. For me, therefore, it was confirmation of an already existing belief, and a helpful articulation of why I had begun to lean in this direction. For some (and for me about 5 years ago), this book would seem to stink of liberal scholarship, and of the inspiration of Satan himself. Thus, it will not be persuasive in the least to some. I don't believe those who believe this are foolish. However, I would still encourage this book as a fine example of irenic scholarship which puts forward a different persepective, if for nothing else than to understand and foster dialogue. The author is respectful and painfully honest, while making gentle criticism and proposing a new direction in a spirit desperately needed in this intolerable age. One can only hope for an honest reading, and a sympathetic disposition.

Writing in a wonderfully lucid, ego-free way Hick subjects the traditional, literal understandings of the Incarnation to a searching philosophical analysis and concludes that there is no way to make sense of the idea except as a Metaphor. This realization he hopes can liberate Christians so that they can embrace the rest of believing humanity instead of excluding it from their unnecessarily narrow notions of salvation.

John Hick makes a compelling case for why we should rethink the traditional theological belief that Jesus was 'God the Son', second person of the Holy Trinity. Hick critically examines this doctrine and attacks it from all sides.

First he talks about the metaphysical problems inherent in trying to stipulate how someone could be completely God and completely human at the same time. He does a good job at examining all of the major attempts at doing so and explains why each such try has been inadequate. He goes on to describe how New Testament scholars have concluded that Jesus' divinity cannot be ascribed to Jesus' own teachings. I'm not a New Testament scholar by any means, but apparently they have thrown doubt on many of the biblical passages where Jesus alludes to his own divinity. New Testament scholars apparently attribute such sayings to later writers of the bible who were just reflecting a current belief in the Christian community at their time. Hick goes on to discuss how the 'God the Son' doctrine implies the superiority of the Christian religion, being the only religion founded by God himself. He discusses the problems inherent in believing so, all of the evils committed based in part on the belief of Christian superiority, and the problems and illogicalities inherent in the overall belief that Jesus as 'God the Son' was needed as a sacrifice for the sins of humanity.

His own theory is that the incarnation doctrine should be taken metaphorically instead of as literal truth. In short Hick believes that "In so far as Jesus lived a life of self-giving love, or agape, he 'incarnated' a love that is a finite reflection of the infinite divine love" (105). Furthermore, "In so far as Jesus was doing God's will, God was acting through him on earth and was in this respect 'incarnate' in Jesus' life" (105). I'll let you read the book to find out more about this theory and how it fits into the overall schema of religious founders and saints who also reflect, although not necessarily to the extent that Jesus did, the divine love on earth. In theory then we could suggest that Jesus was a normal human being who was so completely open to God that he was spiritually perfected.

As I said in the beginning, this book provides a very compelling case for why we should at least rethink the traditional doctrine of 'God the Son' as opposed to 'Son of God', spiritually perfected, which in theory we could all be. However Hick does not prove anything in this book. At the end of the day I think Hick has to accept that it's a dispute over theory, not something we can prove either way. Just because we cannot, as of yet at least, adequately stipulate 'God the Son' metaphysically does not mean that it is not possible. Just because we cannot find a way as of now doesn't mean that we will never be able to do so. However, it may just be beyond human conceptualization. Furthermore, you can throw doubt on any passage in the bible you want, but even if we can't attribute Jesus' divinity to his own teachings, this doesn't mean that Jesus was not 'God the Son', second person of the Holy Trinity. In other words, even if Jesus didn't teach it, it could still be so. And the superiority problem is only a problem for religious pluralists. So in essence, Hick explains all of the very compelling reasons why he thinks the incarnation should be taken metaphorically instead of literally. However, whether Jesus was 'God the Son' literally or metaphorically cannot be proven either way. He does provide very compelling reasons for his position on this issue. I commend Hick for this wonderful work on the issue and think that all Christians should read it.

I definitely recommend this book to worship leaders and pastors. It's a smooth read, interesting, and very useful. It's not very expensive and the author himself is very qualified and has a great humble heart. I think this book could help a lot of churches with some problems they face weekly between worship leaders, pastors, and their congregations. Read it.

This book is a real treasure trove of information. Great insight on many different styles of worship without any favoritism towards any one style. I recommend this book to anyone whose plans, or assists in planning worship.

This is the author, Barry Liesch, writing. Just a note on the changes in the expanded edition. Chapters 1, 2, 6, 10, and 11 are new or virtually new. All the other chapters (16 in all) are enhanced too. This version is much stronger, both theologically and practically.

It has a greater appeal to college-age worship leaders. It's more incisive. It also links up with the web site I've partnered, offering many supplemental materials with ongoing updates--see worshipinfo.com. Baker Books has done an exemplary job with the layout--lots of diagrams, tables, illustrative drawings for the eye. In short, I'm pleased with the result and hope you will be too.

This book is timely. Carifying of my own opinions and experience while offering new insights and practical application. Obviously established on experience and observation as well as Biblical principles (I also read the author's other book, People in the Presence of God, for more theological background). An insightful resource, easy to read and understand.

Barry has now written 2 good books on worship. The heart he has for worship, and his attempt not to alienate anyone truly seeking God are outstanding. It is a shame he has to bend over backwards to keep some from getting upset, but he is willing to do it for God's sake and he is good at it.

There are many practical helps here as well as a good basis for trying new forms and methods. I find his style honest and inviting. I can also personally testify to many of the recommendations given on contemporary, flowing worship styles.

Get this book and have fun exploring God's greatness is worship!

This book provides an excellent overview and details of the various types of funding for endowment plans - what to do, how to do it. It's useful for 501(C)3's even if there are no plans for an endowment.

This book is essential. It is easy to read, and you can use it as a reference for when ever the hard questions come up. Everyone on your staff will need a copy by their desk. Diana Newman has done it again, I loved Opening Doors-- and this is just a great addition to my understanding of nonprofits.

Diana Newman has written a wonderful book on endowment, appropriate for the thousands of non-profit organizations who deserve to live in perpetuity, and yet don't have large fund development programs. I ordered it March 2005, and have since included it in curriculum for educating my nonprofit clients. Their feedback? The book is easy to comprehend, and full of useful information.

Ms. Newman's understanding of the issues, and her practical suggestions, are right on!

Endowments really make the difference in which non-profits are going to survive for the long term. The steady income from an investment portfolio provides a base that can sustain the existance of the non-profit during bad times.

The techniques needed for obtaining endowment funding are quite different than those used to secure funds to answer immediate needs. The author has been a professional fundraiser for many years. Yet, when she started she was assigned a series of tasks including fundraising, a membership program, a volunteer corp, and "Oh yes, establish an endowment."

As she says, this is the book she wishes she had had to start her fundraising career. This is a combined how-to book and a how-to-think book. It talks of every aspect of endowment funding from what is an endowment to measuring the success of your efforts. Inbetween are stories of projects that have been conducted by successful fundraisers.

There are very few books on endowments, this is the most recent and reflects the current state of the investment marketplace and what has been successful lately.

Easy to read and practical ideas to get your organization started or jump-started again. Do yourself a favor, buy this one for yourself and your new staff. It's a handy reference guide for anyone serious about the topic.