Organizations Books

If you're looking for the nuts and bolts of what made the WW2 German army, this is the book. A very nice overview of the entire military machine. As a historian and WW2 German reenactor I liked the coverage of military tactics from army to platoon, as well as the coverage from tanks and airplanes to individual field gear. Weapons, boots, bread bags, radios and all the field gear are covered along with lesser known machines like field kitchens and bread makers! Highly recommended.

Totally comprehensive review of everything about the Wehrmacht from their biggest guns down to their canteens. Massive review of the organizational structure of all elements from the leadership down to breakdowns of divisions, tactics, etc...The claim on the back that Marshall might have known more about the Wehrmacht than Hitler seems plausible. This is a real gem.

An absolute must have for anyone interested in the German military of World War II. A very technical guide that does not waste time with flowery documentation.

This is the ultimate guide to German forces in the Second World War. Although produced late in the war, it covers the old type of infantry division. I thought that was a nice touch. This book teaches us not only about Germans, but what their contemporary counterparts were thinking. Want to crawl around indide the heads of American Intelligence Officers from another era? This is the book.

This an outstanding book of facts and data whose main scope is the German Army. Although the name of the book refers to the whole German armed forces in reality the coverage is wide for the Army, light for the Air Force and almost non-existent for the Navy. The information it contains is extremely detailed (in particular in tables of organization and equipment of many divisions) and on the whole very accurate (although not without the ocassional flaw: a schwärme is referred as a tactical unit of 5 airplanes but in reality was a 4 airplane unit).
Although it provides information from 1939 to 1945 the information relating to the tables of organization, tactics, equipment and uniforms refers mainly to the period 1944-45.
For example, you can find the TO&E of an army and SS panzerdivision in 1944 but not in 1939 or 1940.
Also, it is important to note that due to the nature of the book it is mainly a WHAT and HOW book (provides data and factual information )but is not a WHY book. That is, you will notice that a motorized infantry battalion differs organizationaly from a regular infantry battalion but it is not explained WHY. Other books give the explanation. This is not a problem with the book, it is just its scope. Overall it is a highly recommended book for anyone interested in the details that are not covered in most WW2 books.

Frances Hesselbein is currently editor-in-chief of Leader to Leader quarterly. Previously, she served as CEO of the Girls Scouts of the USA and then as chairman and founding president of the Leader to Leader Institute, formerly the Peter F. Drucker Foundation for Nonprofit Management. Her published works include this book as well as The Leader of the Future, co-edited with Marshall Goldsmith and Richard Beckhard; The Leader of the Future 2, co-edited with Goldsmith; and Be*Know*Do (an adaptation of the U.S. Army's leadership manual) to which she and General Eric K. Shinseki (USA Ret.) co-wrote the Introduction.

In his Foreword to this book, Jim Collins observes that Frances Hesselbein "grasped a central paradox of change: the organizations that best adapt to a changing world first and foremost know what should [begin italics] not [end italics] change. They have a foxed anchor of guiding principles around which they can more easily change everything else. They know the difference between what is truly sacred and what is not, between what should not change and what should always be open for change, between `what we stand for' and `how we do things'...Equally important, she exercised the discipline to say no to opportunities that did not fit the central mission." This brief excerpt from an uncommonly insightful analysis of Hesselbein's numerous and substantial contributions to knowledge leadership help to prepare the reader for the 19 essays that follow in which Hesselbein shares what she has learned about leadership that understands the importance of knowing that leaderships is much less about what one does, and much more about who one is.

The essays originally appeared over a period of three years, 1999-2002. After re-reading them, Hasselbein observes, "I found that I believe even more passionately in the whys [of leadership]: the values, the principles, the beliefs that define who we are, what we believe, what we do, and how we work with others, our fellow travelers on a shared journey to leadership in an uncertain world." In this volume, of all the challenges that CEOs face, she identifies those that have little to do with managing the enterprise's tangible assets (important though as they obviously are) and everything to do with monitoring the quality of leadership, the work force, and relationships.

More specifically, the "`how to be' leader knows that people are the organization's greatest asset and in word, behavior, and in relationships she or he demonstrates this powerful philosophy...builds dispersed and diverse leadership - distributing leadership to the outmost edges of the circle to unleash the power of shared responsibility...holds forth the vision of the organization's future in compelling ways that ignite the spark needed to build the inclusive enterprise...and [meanwhile] knows that listening to the customer and learning what he or she values - `digging in the field' - will be a critical component, even more so in the future than today."

My take on all this is that Hesselbein fully understands and appreciates the value of "know-how." Her key point (if I understand it) is that effective leadership can be provided only by what Bill George characterizes as "authentic" people: those who consistently demonstrate the values, the principles, the beliefs that define who they are, what they believe, what they do, and how they work with others. As George describes them, they demonstrate "the highest integrity, [are] committed to building enduring organizations...have a deep sense of purpose and are true to their core values...have the courage to build their companies to meet the needs of all stakeholders, and recognize the importance of their service to society."

Both Hesselbein and George are convinced, and I wholeheartedly agree, that the greatest leaders are those who develop and then sustain authentic leadership at all levels and in all areas of the given enterprise. Moreover, they are determined to be "good citizens." As Hesselbein explains, they believe "that the community is as much their business as is the business of their enterprise. They dedicate the same commitment to this job, the same forecasting, planning, marketing, and mobilization of energy and initiative, that they dedicate to building the enterprise within the walls."

Make no mistake about it: These are formidable challenges that Hesselbein poses to those who aspire to be leaders. "All the how to's in the world won't work until the `how to be's' are defined, embraced by the leaders, and embodied in every action, every communication, every leadership moment." Indeed, she continues, there must be "leaders of character at every level, leading the organization and the community of the future." Some may view that challenge as "unrealistic." It isn't. Others may view it as "idealistic." It is...and that is the most important lesson all of us can learn, not only from what she has written but from what she has been and continues to be.

Frances is a special and extraordinary role model who shares her insights and encourages others to reach for their maximum leadership potential. The creativity within her advice is engaging and inspirational. This is a great book for young leaders and those who are developing goals and a vision for their career and personal success.

Hesselbein on Leadership should be on all leaders "must read list". Frances has taken the multidementional, quantum complexity of leadership and given timely gifted guidence in language and concepts that are understood by the intellect in addtion to being rocognized by the soul.

Her thoughtful and thought provoking words are a call for the action of "being" not just "doing". Every sentence rings with truth and power. This is a book you will return to again and again.

This book was first mentioned to me at a Leadership presentation at one of the not-for profit organizations I serve, and then again a short while later at a UCI Graduate School of Management presentation by a local executive. This is a delightful small book filled with some good advice, pithy sayings and leadership insights. Hesselbein lives up to her reputation in this compendium of essays on Leadership. I rather like books of essays because often each chapter, or essay, stands on its own and can be read or re-read as the need arises.

Hesselbein writes in a clear and conversational manner that makes it easy to understand her point. But one should not be lulled into complacency while enjoying her most readable style for the insights to be shared are important and many. She points out with great understatement that "Leadership is a matter of how to be rather than how to do it." She offers as whole new way of organizing our enterprises as she explains "Managing in a World That Is Round." This book will find its best use for those managers looking for a metaphor or simple explanation to share with others in the organization such complex topics as organizational change, behavior, and interaction with the environment. It will be on my reference shelf for a long time to come.

Frances Hesslebein is one of the world's greatest leaders. In fact, Peter Drucker (no "easy grader") said that she was the most effective executive that he had ever met.
_Hesselbein on Leadership_ is a compilation of her wonderful essays (largely from the journal "Leader to Leader").
In a world where many leaders have gone for the "quick buck", it is gratifying to hear from someone who is interested in "doing what is right".
Her writing, like her leadership, is direct, honest and to the point. Unlike some leaders who specialize in slogans, she is someone who only writes about what she believes in and is willing to live.
Her work has the unique quality of being both timeless and refreshing.

My mother gave me this book after she read it. I am a high school senior and reading it gave me the chills. I could have been one of his victims! If my mother hadnt had an eye to see him for the predator that he is, I might have fallen into his grasp. Yes, I know who he is, even though the names have been changed. And I know a couple of the victims too. They are from a wealthy family in our town and did everything to hide after the news came out. This man ruined their lives forever. I want to see him punished but it will never happen unless somebody takes him to court. He thinks he is getting away with it. Someday, he is going to answer to the highest court and then what will he do???

This book is mysterious in that it puts you in the mind of Pamela, the main character/victim....yet you are shown what is going on behind her back. It is a shame that all these people were hurt by one bad man. I hope they all can get on with their lives and be happy once again.

This book helped me see how a predator gets his victims. It kept me on the edge of my seat because I could see Pamela walking around clueless about the priest's real activities. Having gone through a tortuous incident with someone I trusted, I could really relate to her story and wish her and the victims well.

I want to thank Ms. Amoia, who had the guts to finally tell the truth on the big bad church and how they are only looking out for their own pockets. I liked the "Suggested Reading" pages in the back of the book. I found many of the articles helpful to me, a former victim of sexual, mental and spiritual abuse. I really related to the poem in the front of the book. I am on my way to recovery and getting on my feet after many years of torture at the hands of someone I trusted. Finally, I am beginning to take back my power too. Thanks for writing this book Ms. Amoia and God bless you always. (...)

This book made me so angry, I could scream. How dare this priest do what he did to so many trusting persons???? I am glad the author decided to write about the victims so that something can be done about abuse in the church. It wasnt a book to be read for entertainment but for instruction and help. I would really like to know his real name. Why would the church keep him so safe and secure? I bet there are so many stories out there. To the author: keep writing!

Written by Jeffrey Zoul, a principal with 20 years of teaching experience in the elementary, middle, and high school levels, Improving Your School One Week at a Time: Building the Foundation for Professional Teaching and Learning is a week-by-week guide to fostering better living, working, and study conditions in any school. Each week recommends addressing a different topic - from school safety to strategies for English as a second language students to test taking considerations, adopting a focus toward homework as small amounts of meaningful work rather than large amounts of busywork, improving communication between teachers and parents, and much more. Improving Your School One Week at a Time is a complete, user-friendly yearlong manual by itself, yet comes with a bonus - those who purchase a copy may enter a code online to download each of the "37 Friday Focus" memos from the publisher's website, and then customize them to apply to the specific needs and context of one's school. An invaluable step-by-step resource.

Dr. Zoul's Improving Your School One Week at a Time is an excellent resource for all educational professionals. The text is engaging and the incorporation of staff reflections makes this book truly unique. Zoul demonstrates how respect for and belief in teachers promotes a culture of professional sharing. Teachers are given the opportunity to share their ideas through Friday Focus correspondence, and the result is a wealth of knowledge and expertise all under one roof.

This book will benefit adminisatrators and teacher leaders. It is a quick and easy read. The book should be used as the ABCs or basic building blocks of a successful PLC. The weekly Friday Focus articles are a collection of ideas that can strengthen or spring your PLC to the next level. The Friday Focus articles reflect the empowerment, knowledge, and passion of these teachers' unrelentess quest to do whatever it takes to teach, inspire, and motivate students. The Friday Focus collection produces a balance of best practices and personal ancedotes with a blend of humor, practicallity, dedication, and determination. Overall, it exemplifies a successful and productive PLC in action.

What an amazingly simple yet brilliant idea! A MUST read for passionate educators and administrators from all levels that are seeking great ideas that will positively affect school climate from top to bottom.

This book, written by Dr. Jeff Zoul and his esteemed teaching staff, is full of insight and wisdom gained over many years of collective experience. It is obvious that student learning and creating a world-class school is their focus on a daily basis.

What would it be like if ALL children could attend a school like Otwell Middle School? No doubt, the possibilities would be endless!

Improving Your School One Week at a Time is an excellent book for a school leadership team to read together for a book study. It is practical yet thought provoking. Each chapter delves into different educational experiences, methodologies, and strategies that will inspire a new educator or a veteran. Reading Dr. Zoul's educational experiences and those of his staff will leave you motiviated to teach another 20 years.......

Margaret

The Internal Economy is a direct application of market economics within organizations in order to better manage resources and directly fight against insufficient innovation, accusations of high costs and unresponsive service, and customer dissatisfaction and resentment. A careful walkthrough of economic theory and its direct application to improve flagging businesses and their management, The Internal Economy is a "must-read" for businessmen, supervisors, and anyone whose bottom line involves improving the flow and quality of internal operations.

The Internal Economy: How to Apply Market Principles within Organizations to Make Sense of Budgeting, Rate-Setting, Project-Approval, and Accounting Processes
By N. Dean Meyer
reviewed by www.CorporateWriters.com

Dean Meyer attacks the very fabric of corporate existence by questioning the structure and ivory towers that exist within corporations.

He takes us back to the basics of activity based budgeting that makes it practical for an organisation to price its entire product line.

The notion of an organisation within an organisation is introduced in an easily approachable manner. Every resource in the organisation is there to service a client. A majority of resources within an organisation serve internal clients. There are very few that serve external clients directly, like Sales and Customer services.

He argues that the internal clients need to receive value from their internal supplier. Corporations must apply market economics within the company to design their resource management processes.

This approach breaks down the historical "always been done that way" to a zero based budgeting approach.

This sounds like a drastic and frightful approach but with the external economy at its most competitive, organisations must ensure that their internal organisation are in harmony with each other and delivering a value for money service.

He provides a toolkit to identify and implement the Internal Economy model.

There are four components within the Internal Economy:

Budgeting.

This is the yardstick by which the corporation will decide how much the corporation will spend on each function

Pricing

Determining unit costs by identifying the right units, assigning direct costs and amortising indirect costs.

Purchase Decisions

Project approval that assign budget to projects and services, adjusting priorities dynamically throughout the year.

Tracking

Accounting processes that provide information for decision-making and evaluation.

He argues that the above process allows strategic alignment by allowing the internal buyers (client pursers) to make decisions about to what to buy from internal suppliers and not those products and services which aren't relevant to their success.

The book concludes with sections on the impact of this approach on Shareholder value, Corporate governance and leadership style.

This is a thought provoking book which will probably raise many questions about an organisation and covers some of the issues that have tackled before in various guises including corporate re-engineering and Sigma six, but here the focus is firmly on controllable (internal) factors and not on uncontrollable (external) factors.

A recommended read for those executives responsible for the management of change within an organisation and those who oppose it or fear it.

Reviewed by Bob K

Chairman

Thought-it

As a main board director Bob gained experience both at operational and strategic levels in the service industry. His main involvement has been in the management of change via corporate re-engineering, CRM, systems oriented management information systems and training of staff.

He ran the internal audit department of a 1billion turnover Tour operator

As Group Finance Director prepared an outdoor advertising company for a float on the Stock Exchange

Has raised Venture Capital for the BIMBO of a sales promotional agency with one partner and worked within the target as MD to deliver the agreed business plan and exit goals very successfully.

Copyright:
www.CorporateWriters.com
www.InternetPressOffice.com

In today's volatile business world, firms can no longer allocate their precious resources based on yesterday's budgets. To compete, companies need their capabilities well orchestrated and aligned with business strategies. "The Internal Economy" sweeps away old thinking about managing resources. Bringing the tonic of the marketplace to bear, it provides a breakthrough approach for planning and budgeting.

Although this book is applicable to any internal service in an enterprise, I'm addressing the value of this book from an IT perspective. In a nutshell, this book provides in 110 pages more information about how to go about getting control over IT spending and governance than a pile of other books I've read.

What I especially like is the business within a business approach, and the clearly defined steps to implementing and managing it. What 'sells' this approach is the hypothetical case study that starts in Chapter 2 and shows the fallacies of a typical budget cycle, and the associated pitfalls. I cringed when I read through this case study because I've seen it repeated time and again in companies large and small. The way the author follows up with this scenario by framing the problem, and then proceeding to provide a straightforward solution using a set of subsystems that cover budgeting, rate setting, prioritization and accounting is remarkable. What makes it so is the fact that the solution can be implemented in any organization, and is almost guaranteed to pay big dividends in efficiency, effectiveness, and customer satisfaction in a relatively short period.

Another aspect of this book that I like is the discussion about chargebacks. This is a topic that arises in IT shops, and is typically implemented with little thought - or erroneous assumptions. This short discussion alone will make this book worthwhile to CIOs.

The internal economy approach is based, in part, on activity based budgeting, which is a subject that merits its own book -is one of the most succinct and illuminating I've read. The author takes this topic from theory to practicality by providing a clear roadmap about how to effectively use it in an enterprise of any size. Interestingly, the approach also aligns nicely to earned value project management, which makes this book especially valuable to project-based organizations.

Speaking as an IT consultant who specializes in IT operations process improvement and service level management, I think this is one of the most important books for any consultant or IT manager concerned with effective service delivery. It truly does contain a solution to the thorny problems of IT/business alignment and providing value to internal customers.

In this small, plainly and succinctly written book, Dean Meyer persuasively makes the case for a "deliverable-based" approach to the management of the resources of an organization's service function. He contrasts this with the "cost factor" (salaries, travel, etc.) approach on which too many budgeting processes are based.

Meyer believes that service organizations, and more appropriately all functional organizations, should be viewed as a "business within a business." Each function gathers resources and "sells" them to client organizations. To do this effectively, four processes are involved. First, client organizations must determine the budget for each project, or "deliverable" in Meyer's language, they wish to undertake and provide senior management with the full cost of each. Costs are provided by each service organization and includes indirect as well as direct costs. Also required is effective pricing of each service by the provider organization based on all expected costs and expected volumes. This, then, allows informed project prioritization and approval by the appropriate level of senior management. Finally, tracking and reporting of costs allows effective monitoring of each project and analysis of results.

The combination of these four factors enables business-oriented decisions as to what each client will and will not buy from a service unit. Executives can debate the value of each proposed deliverable with all costs and proposed results available to them. Meyer also notes that all proposed deliverables that affect a service organization's budget do not come from client organizations. "Subsidies" for resource expenditures that fuel the corporation as a whole and "ventures" for internally-needed new expenditures, such as infrastructure, must be proposed by the service organization and also approved by senior management.

In approximately 100 well written pages, Meyer presents his logical, and thoughtful, approach in a way that is understandable by senior executives - even those with no accounting or financial background. The book is certainly worth reading.

Dr. Cheshire does a wonderful job of communicating the quantum makeup of the character trait we call leadership. While his work is centered in philanthropy, his research and conclusions have application to all aspects of living. Anyone fascinated with the non physical nature of our physical universe will appreciate and recognize the truth of Dr. Cheshire's words.

Leading by Heart outlines a leadership model which I have used extensively since studying with Dick Cheshire at Chapman University. The model applies to not-for-profit organizations and businesses. In fact, I have applied his leadership principles to all my classes and writing projects. The result has been greater clarity and focus on the importance of personal responsibility. I recommend this book to every voluntary leader in need of a new perspective on the challenges before them.

I find Cheshire's book to be applicable to the world in which we live. As a pastor of a church, I have bought copies for my Executive Board members to read, knowing that his emphasis upon compassionate leadership is what we all need to hear. He blends current scientific thought -- quantum physics -- with the need for new thinking in the Leadership world.
It was also helpful to have two scenarios played out -- volunteer institutions needing change -- in the form of college presidents and the dilemmas they face.
"Leading by heart is the primary challenge of our time." I can't agree more. Anyone who works with volunteers needs to read this book.

As an Executive Director of a small non-profit Dr. Cheshire's work has given me a new perspective on my role and that of our agency in the community. His case examples provided the context needed to apply the theories presented. It is a great honor that I was able to work with Dr. Cheshire during the summer of 2003 and discuss practical applications of "Leading By Heart" to my work and my leadership style. He is truly an amazing man with a wealth of experience. This is a must read for leaders in the non profit world.

Today, when imperious Management is confused with Leadership and many "leaders" at the highest levels of business and government have thrown moral practice aside for personal power and profit, Dr. Cheshire's book is a charismatic call for an ethical rebirth of Leadership. Since completing a Master's level program he taught in 1997, with a array of stellar guests, I have followed the ideas laid out in the Quantum Civics Paradigm presented in Leading By Heart.

It is a call to arms for those chivalrous enough to place a standard higher than reward, in their lives, their work and their voluntary activities. Dr. Cheshire states the sound philosophy of doing the greatest good, at the least expense, for the greatest number of people, over the longest period, in any endeavor. Leading By Heart is also the public presentation of his theories of organizational DNA and the formula for assessing organizational potential, I=am². These are exciting ideas with great potential in the fields of leadership and fundraising.

The material in this book has moved me in my career and personal life, and I have been forever changed by it. Read it, use it and the world will be better for your being here. That is the promise in each of us. That is the potential of Leading By Heart.

Hank Lamb
Director
Pros & Cons Project
Livingston, TX & Perris, CA

Many, if not most, corporations try to utilize scenario planning in their strategy process. All too frequently, these efforts become routine: what if we increase (decrease) marketing budgets by 10%? What if raw material prices go up (down)? It's all pretty warm beer given the pace of business change every company faces.

This book shows how to do it right. The editors have shaped the contributions of 24 experts iinto a thorough, rigorous book covering all the vital aspects of scenarios. The reader will find clear discussions of what scenarios should be and how organizations can use them to "learn from the future." There are chapters on tools and techniques (like simulation models), advice on implementation, and case studies from both the private and public sector. The last chapter, "Twenty Common Pitfalls in Scenario Planning" is especially valuable.

Forewarned is forearmed. Any manager who does not want to go into the future blind and defenseless must read this book.

If you talk to someone about using scenarios to think about the future, chances are that the other person will nod her/his head in agreement with whatever you have to say. That surface agreement, however, will be misleading because the other person is probably thinking about a totally different kind of scenario thinking than you are.

Learning from the Future helps overcome that misunderstanding by explaining a large number of ways that scenarios can be used. The book contains 25 chapters which each look at a different aspect of scenario development and subsequent thinking.

Three chapters look at what scenario learning is. Seven chapters explore basic approaches to constructing scenarios. Eight chapters describe how to apply scenarios in different contexts, like competitor evaluations, technology investing, making public policy decisions, and considering customers. The final section looks at how to create the right organizational environment for making and using scenarios for learning.

You will benefit from reading the thoughts of many of the world's top experts and users of scenario learning including Peter Schwartz, Kees van der Keijden, Ian Wilson, Liam Fahey and Robert Randall. It is a great line-up, and what they have to say is good food for thought.

If you would like a good introduction to scenario learning, this is an excellent place to start because the perspectives that are captured are unusually broad and appropriate.

This book belongs in the business library of every business decision-maker. When an important question arises, you can use this book as a resource to think through how you might best use scenarios to create a better result. Enjoy!

Learning From the Future, by Fahey and Randall, is a very comprehensive how-to manual for creating foresight scenarios and turning them into action. The use of scenarios to formulate a vision of the future and how best to be prepared for it has been a major strategy tool since the RAND Corporation, the military think tank, started using this methodology in the 50's to plan for "unthinkable" contingencies.

The collection of authors recounts the steps vital to a good scenario: identify key current forces affecting the organization, involve all levels of management (so they "own" the scenario results), assure the scenarios are linked to crucial decision processes, do not slip into trying to forecast the "most likely" future, tell a story, link the scenario elements logically (perhaps graphically) together. Chapter 4 is especially good at describing how to create matrices of outcomes with sliding scales of driving forces such as the price of gas or protectionist versus open markets. Both "future forward" (present day forward, or inductive) and "future backward" (working from the future backwards, deductive) scenario types are explored, as are computer-assisted methods.

Every conceivable element that could be factored into a scenario is covered and categorized in the book, including political trends, natural disasters, pricing and cultural trends, as well as the classic SWOT (strengths, weaknesses, opportunities, threats). If there is one fault to the book, it is that the case studies could be more poignant - instead of distinct organizations with palpable products and threats, these tend to be generic (e.g., a "high tech" company producing "electronics"); this exsanguination of content leads to some bland examples and occasional lapses into platitudes (e.g., "leave enough time for evaluation"). In contrast, another scenario book, The Sixth Sense, by van der Heijden, glows with colorful case studies. When I created and played in scenarios at RAND, we found that adding color and story helped the process immeasurably: we created posters and put them on the wall, we got into character like actors do, we generated future headlines and stories - not just generically, but for a specific date and paper (the Washington Post was a favorite) - to make the process seem more relevant and the results more richly detailed. The book could also have more precise examples of insights and corporate changes that resulted from scenarios as evidence for their worth - this text is clearly meant for the already converted. That said, the very extent and thoroughness of the material, its coverage of elements often left out of other texts, and its provision of checklists for novice scenario builders, make it a must-read. The use of scenarios has a long track record of success, even in decades past when the rate of change and pace of market forces was more leisurely. In this day and age, when markets can evolve every six months, the use of scenarios to enable an organization to be proactive rather than reactive is more important than ever, and this text is one of the most exhaustive that exists on this important topic.

Fahey and Randall have brought together an excellent team of authors who have given numerous suggestions of what to do and what not to do in developing scenario learning in organizations and institutions. From making it unmistakable that top CEOs must be involved in the process, to offering an outline for a scenario learning workshop, suggestions for scenario learning team members and cautions about the pitfalls of using scenarios, the authors have given their insights and visions for successful futures planning for organizations.

The smart leader uses scenarios as an important tool in the executive toolkit. Just as good decision-making is not done in a vacuum, but rather is done in the light of a good deal of research and information gathering, so even scenario planning is prefaced by homework, preparation. Elements of history, traditions, branding, decision-making methodology, personnel, key decision factors and key external forces are all pieces of the background necessary for scenario planning. Scenario Learning is not just one more thing one must do because some higher up says it must be done. It is not just a task. All decision-making of any magnitude needs to cease until the scenario planning sheds light on the decision. This process is the best of strategic planning and should not be set aside while the company chooses its strategy. "Scenarios are most valuable when they are understood to be movies of an evolving story, not a snapshot of a specific point in time" (p. 12).

Several types of scenarios are offered. Scenario learning, in the context of Systems Thinking, is a powerful tool for moving into a changed reality. Systems thinking is the engine of dynamic scenario planning. In any system it must be understood that each element in a system acts or reacts to every other element in the system (elements such as events, patterns of behavior and contextual structure). Seeing the system rather than individual elements when making a decision means making decisions with a greater possibility of successful growth.

"Scenario Learning is a search for an understanding of how the future could change, and how an organization could thrive by adapting to a number of particular changed circumstances." Scenario learning identifies what the indicators of change are, and what decisions and actions must be taken today to be ready to survive and win tomorrow and in the years to come" (p. xi). What follows in the book does indeed make this clear.

This impressive work shows how to harness imagination and strategic management techniques to create scenarios that simulate future opportunities and threats. Shows how to use scenario building, drawing on case studies and insights of 26 expert scenario developers. Presents a new system of scenario learning, bringing together strategic management, scenario technology, teamwork, creativity, and decision-making skills. This is a meaty and informative book.

At last a practical way to review and analyse the culture of an organisation and track its development.

What are organisations for? This book enables the reader to understand the root causes of current imbalances in the world economy/ecology and know what they can do (within their reach) to make a difference.

A synthesis of the works of Stephen Covey, Jim Collins and other great corporate alchemists.

"This book has been such a journey. I started out with two ideas. The first idea was that organizational transformation must look and feel a lot like personal transformation. The second idea was that the values held by successful companies must be similar to the values held by successful individuals. These two ideas led me on a journey of discovery that gladdened my heart...This book...provides a road map and tools for those who want to travel the same path" (from the Foreward).

In this context, Richard Barrett, in Chapter 11, shows a comprehensive framework for building a visionary organization. Here, he defines a visionary organization as a long-living, successful organization that cares about its employees, its customers, the local community, the environment, and a society at large. According to him, visionary organizations take social responsibility very seriously, and they display six important characteristics:

1. They have strong, positive, values-driven cultures.

2. They make a lasting commitment to learning and self-renewal.

3. They are continually adapting themselves based on feedback from internal and external environments.

4. They make strategic alliances with internal and external partners, customers, and suppliers.

5. They are willing to take risk and experiment.

6. They have a balanced values-based approach to measuring performance that includes such factors as corporate survival (financial results), corporate fitness (efficiency, productivity, and quality), collaboration with suppliers and customers, continuous learning and self-development (corporate evolution), organizational cohesion and employee fulfillment (corporate culture), and corporate contribution to the local community and society.

Hence, he develops a three-phase process for building a visionary organization: (1) preparation, (2) implementation, and (3) maintaining an evolutionary culture.

Finally, during the process of building a visionary organization, he writes that "the critical factors in successful transformations are (a) the management team's commitment to modeling the new values and behaviors; (b) integrating the new values into the structural incentives of the human resource processes of the organization; (c) building psychological ownership by involving employees in defining the missiom, vision, and values and the Balanced Needs Scorecard objectives and targets; (d) helping employees to think like owners; and (e) assigning responsibilities and developing structural mechanisms to support innovation, learning, and cultural renewal."

Highly recommended.

In his visionary and hopeful book, Global Mind Change, The Promise of the 21st Century (1990), futurist Willis Harman observed that we are in the midst of the greatest social shift since the Middle Ages, a change in the actual belief structure of Western society. As the dominant institution in society, Willis felt business had an obligation and the potential to lead this shift. In Creative Work: The Constructive Role of Business in a Transforming Society (1990), he provided some benchmarks of new paradigm business and examples of a handful of leading companies.

Richard Barrett is clearly an inspired central figure in empowering the business world to take its place as an evolutionary and transformational force. Through his consulting practice, speaking engagements and now his powerful new book, Liberating the Corporate Soul, Richard presents the business world a gift of immense proportions providing a clear understanding of how to liberate the untapped creative brilliance, deep compassion and universal love that has been trapped within the prisons of old paradigm business models.

He challenges business leaders to "create strategic goals that call for quantum increases in performance that promote transformational thinking." "These improvements are achieved", he says, "only by taking a systems approach-a shift in basic assumptions that create a new way of being and doing - evolution". "Not doing things differently, but doing different things." Not shifting things around a table but creating a new table. "When individuals are asked to participate in transformational thinking they tap into their intuition and creativity. This type of thinking can only be maintained in corporate cultures that are built around trust, employee involvement and openness."

He cites the research of Collins and Porras whose book, Built to Last, proves that "contrary to business school doctrine, maximizing shareholder wealth and profits are not the dominant driving forces in most long lasting successful companies. Throughout the history of most visionary companies a core ideology existed that transcended purely economic considerations."

Quoting mystic poet Kahil Gibran, who said "work is love made visible", he goes on to say that "the challenge for companies in the twenty-first century is to create a work environment that encourages personal fulfillment-taking care of employees' physical, emotional, mental and spiritual needs....to live out their passions and provide them with opportunities for service". According to a 1995 Newsweek article, 58% of Americans feel the need to experience spiritual growth. "What better place", Richard asks, "than through your work?

Building on the work of humanistic psychologist Abraham Maslow, he finds that "most companies are stuck in the lower levels of consciousness he has identified as survival, relationship or self-esteem consciousness."

Barrett has developed the Balanced Need Scorecard and other powerful laser-like measuring tools to help organizations determine if the values they espouse are being embraced and lived. In the end, he believes "companies either operate from the fears of the ego or the love of the soul". Richard defines evolutionary leaders as "people who hold a vision and courageously pursue that vision in such a way that it resonates with the souls of people".

As the editor of an online publication that explores new paradigms in business and other disciplines, I would not risk entering the 21st century without reading, digesting and implementing the ideas contained in Liberating the Corporate Soul. Those companies that do will have a strategic advantage over those that don't. More importantly, it is unlikely that corporations will survive without creating transformational cultures that nurture and liberate.

New Book Provides Road Map and Tools For Building Visionary, Values-Based Businesses

(Washington, D.C. - December 1, 1998) You don't have to look far these days to witness the growing trend in business to nurture the corporate "soul." Once muttered in hushed tones of self-conscious reserve, soft-sounding words like "values" and "meaning" and "spirituality" are becoming as bold and common in the corporate lexicon as hard-nosed phrases like "bottom-line" and "return on investment." Until recently, though, the two vocabularies have struggled to come together in any cohesive, systematic process for guiding the strategies and actions of corporate America.

In a new book entitled Liberating the Corporate Soul (Butterworth-Heinemann publishers), author and business consultant, Richard Barrett, bridges that gap with an approach to organizational planning that will warm the hearts of human resources, corporate affairs and financial people alike.

The book begins with a review of Barrett's central thesis that "who you are and what you stand for are becoming just as important as what you sell." Next, Barrett describes his Corporate Transformation ToolsSM which is a set of measurement instruments for "auditing" individual and organizational values. Finally, the book provides a framework for using those tools to build a visionary, values-based organization.

Barrett's model is based partly on the landmark work of Abraham Maslow who defined the human "hierarchy of needs" on four main levels - security, relationship, self-esteem, and self-actualization. "Maslow himself concluded, however, that self-actualized individuals were actually motivated by higher states of consciousness, including spiritual needs," says Barrett. "But he never fully delineated what those states were."

Liberating the Corporate Soul expands on Maslow's work with a detailed explanation of Barrett's Seven Levels of Organizational Consciousness (survival, relationship, self-esteem, transformation, organization, community, and society) and Seven Levels of Leadership Consciousness (authoritarian, paternalist, manager, facilitator, collaborator, partner/servant, wisdom/visionary). According to Barrett, one level isn't necessarily superior to another. "All are relevant. It's really more a question of balance," he says. "However, it is at the higher levels of consciousness that organizations are meeting spiritual needs that focus more on the common good than individual self-interest."

The book's message and methodology are receiving acclaim from noted business leaders and authors throughout the world. Martin Rutte, co-author of the popular Chicken Soup for the Soul at Work calls Barrett's book "the bold, practical blueprint we need for moving business to the next evolutionary level. Sweeping, brilliant, a sense of the grandeur of the new paradigm of business." Marcello Palazzi, Co-Founder and Chair of the Progessio Foundation in The Netherlands says that "Liberating the Corporate Soul achieves the impossible: it integrates the intangibles of ethics, vision, and consciousness into a tangible measurement system."

Barrett began his search for a mechanism that would align an organization's actions and decisions with individual and social values when he was employed at the World Bank. In the early 1990s, he set out on a personal mission to move values to the top of the bank's business agenda. Through a series of determined steps - including the formation of the "Spiritual Unfoldment Society" at the bank - he managed to fulfill his mission and simultaneously formulate his values-based organizational development system.

Today, Barrett is head of his own consulting firm, Richard Barrett and Associates, LLC, and he is using his values-based system in working with organizations throughout the world. He is quick to point out that all of the organizations with which he works have values. The question is whether those values resonate internally with employees searching for deeper meaning in their work lives, as well as externally with a society increasingly favoring businesses that exhibit advanced levels of social consciousness.

The book cites revealing data from several research studies to support Barrett's claim of shifting trends in employee and social attitudes. The Cone/Roper Marketing Trends Report shows that 76% of consumers in 1997 said they would switch to brands associated with a good cause if price and quality were equal. That figure is up from 66% in 1993. On the employee front, a study conducted by Students for Responsible Business with 2,100 students at 50 graduate business programs found that 50% said they would accept a lower salary to work for a "very socially responsible" company. Perhaps more revealing, 43% claimed they would not work for a company that was not socially responsible.

Data like that is not being lost on some of the country's leading business figures. In his book, Barrett quotes Levi Strauss CEO, Robert Haas, as stating "In the next century, a company will stand or fall on its values."

None of the enthusiasm for this growing trend is much of a surprise to Barrett. "People naturally feel better about themselves and their companies when they see a clear sense of values, vision and compassion driving management decisions and actions," he says. And there's good news in that for the people watching the bottom line, because those positive feelings will translate into greater loyalty, stronger performance, and higher profits. It's a win-win outcome all the way around."

Liberating the Corporate Soul is now on sale at major bookstores across the country.

Although the title appears simple, every page has condensed, meaty points which are easy to understand and make sense. The authors obviously understand that one needs to "listen" before any self improvement can be addressed. Very pro-active and lets the reader know s/he will succeed.

A practical, concise guide that will enhance the communication skills of the novice and veteran administrator.
The book teaches you to be a more effective listener and communicator.
While it is an essential tool for a supervisor, It belongs on the book shelf of everyone who wants to be successful in the workplace.

A first glance at this book, an hour before a meeting, grabbed my attention and I grew curious to see if the authors' plan for effective meetings would be reflected in my own workplace. The truth? Lemay and Schwamberger's advice on providing an agenda and keeping discussions on track would have made that long afternoon much more worthwhile! A quick and interesting read, their guide leads the average person to realize how simple it can be to achieve excellence at work.

The collaborative work of Eunice LeMay and Jane Schwamberger (who together draw upon a total of sixty years of experience and experience working and managing in libraries and the business world), "Listen Up!: How To Communicate Effectively At Work" is a compilation of apply-it-yourself skills for communicating effectively with customers, clients, co-workers, and bosses regardless of gender, cultural, or generational differences. Readers of "Listen Up!" will learn how to identify their own (and others) learning and workplace behavioral types. This will lead to an enhanced ability to foster teamwork, reduce stress, and improve performance. Based on the concept that listening is the foundation of good communication, "Listen Up!" is confidently recommended reading for anyone seeking to increase productivity and job satisfaction for themselves, their employees, their management, their vendors, and their customers.

This is a truly helpful and practical book for both supervisors and staff. As a retired Library Director I wish it had been available when I was working. It should be essential reading for anyone in a supervisory position. Presented in a clear, easy to digest format, it addresses many of the communication problems that organizations face. Using this book as a source for a staff workshop would be a great idea. Thanks to authors LeMay and Schwamberger those who wish to improve communications and resolve problems at work have a great tool.

If you're frustrated with your career or if you've been hopping from company to company looking for the perfect job, this book is a must-read. Most jobs, authors Joe Frodsham and Bill Gargiulo believe - perhaps overoptimistically - already offer the possibility of satisfying work. Frodsham and Gargiulo provide a step-by-step guide to finding the things you truly love to do - your "passions." Once you understand these deep personal needs, then you can retool your job to meet them. The authors caution against switching organizations except as a last resort. We recommend this book to perennial job-seekers. If you absorb its information and do the internal work it advises, perhaps you, too, can attain "career wealth" right where you are. Hint: "career wealth" is not the same thing as earning a lot of money, just a lot of satisfaction.

"Make it Work" is a rare find. A book that gets right to the principles and practices that will transform your career and your life.

So many people that are unhappy in their current jobs look outside at what appears to be the greener pastures. A large percentage eventually succumbs to the illusion of "it's better over there" and change jobs, only to find that there really is little difference. Many of the others remain at their job, happy in the security and stability, yet inwardly unhappy and resentful. The authors make a powerful case for another option, instead of looking over the fence, scan your current pasture with an idea of applying the proper fertilizer and periodic watering. In other words conduct a detailed examination of your current company and your passions and see if there is compatibility between your passions and what the company needs.
Options are that some job description needs to be changed, a current job needs to be done differently, a new one created or a job developed where there is no detailed description. The positions of the authors make an enormous amount of sense for employees and employers. The cost of losing a productive employee is enormous, so it makes economic sense for employers to be reasonably flexible in allowing employees to expand their horizons. Changing jobs is a traumatic experience that should be carefully thought out and often fails to generate an improvement in your emotional, psychological and professional well being. Therefore, if you can find or create something better where you are at, then by all means you should do so.
A self-help book that makes sense, contains nothing that generated the "what a crock" reaction when I read it, and has a lot of sound, practical advice, it should be read by everyone who is unhappy in their current job.

This is a must read if you want to be successful in your organization! "Make it Work" cuts through the jargon and lies, and really enables you to apply principles for success. It's unleashed my heart and career, and I am forever grateful for it.

I picked it up and I couldn't put it down. It's got the right tools and advice for a person that career minded. It also made me realize that I can get the brio that I want out of my career, just where I am. This is a great read!