Organizations Books

The book is what I needed and I recieved fast service and it was a good price

I have been using The Heart of Change book in my consulting practice. Dan Cohen's Field Guide adds a new dimension to the useability of the model. In this book Cohen has brought his extensive experience with Deloitte Consulting's Large Scale Change Practice to bear in delivering tacit knowledge of how successful change initiatives using the Heart of Change model really happen. There are ample insights, tips and tools. In addition he very successfully integrates the the theory behind the model with key challenges, diagnostic tools, stories to remember and other helpful resources.

This is a strong practical guide to organizational change. It's foundational with tools well integrated and clearly defined. Brilliant. Thanks for this practical guide.

Dan S. Cohen's The Heart Of Change Field Guide: Tools And Tactics For Leading Change In Your Organization is a follow-up to the 1996 John Kotter best-sellers Leading Change, which outlined an eight-step program for organizational change which was applauded and followed by businesses around the world. Here leaders and managers receive tools and frameworks for bringing these changes to life within their own companies, teaching how to implement each step in the process and packing in checklists, commentary, tips, and practical application methods throughout. From communicating for buy-in to creating, shaping and imparting a vision for change, The Heart Of Change Field Guide takes idea and applies it to real-life situations.

The Heart of Change (2002), co-authored by Kotter and Cohen, hit a chord in the marketplace because it told stories that leaders could relate to (based on the eight steps of change) about project successes and failures. Cohen's Field Guide (2005) takes those winning principles and translates them into practical tools to help monitor and measure success along each step.

As a consultant, I use these principles and tools on a regular basis to help my clients achieve lasting change. The diagnostic tools for each step are a great way to identify barriers and risks so you can bust through those barriers and mitigate risks.

If your organization is undergoing significant change, this is a book that you MUST have not only in your library but on your desk for regular use.

I have read this book through cover to cover, it is very well written, and practical. It gives excellent information, useful tips, and techniques. It is part of my permanent library and an invaluable resource. It will not disappoint you nor leave you wanting more. It's an outstanding read and I commend the author. I could not recommend it more highly! Great job Mary Moore, a terrific addition to anyone's library. A delightfull read.

Do wish that things could always remain the same? Have you found that they don't? Are you afraid that you lack the strength and ability to cope with on-going change in your life? Ms. Moore offers the concept that changes are gifts from a loving God, and invites us to consider the benefits, the inherent blessings contained in these gifts. She shares her own personal experiences in surviving cancer, and bankruptcy, just to mention a few. She also includes refreshing, insightful exercises to help one surpass the "helpless victim consciousness", and re-gain mastery over any situation. The book is further enhanced by true experiences of many of Ms. Moore's friends. Each recognized their need to change, for personal and spiritual growth. I especially liked the "Daily Problem Solver" passage, and the "Asking God a Question" exercise on pages 117-118. They are among the many tips presented in this remarkable book to help anyone handle life's difficult moments.

I keep referring to this book because life is made of constant change. The author gives practical advice for going through change gracefully, gaining power as we go. She also gives examples from her own life to illustrate and inspire.

Through the honesty and courage expressed in this book, Mary Carroll Moore helped me facilitate change in my life! The exercises are simple, practical, and life-changing. It has become a handbook for me--every time I find myself facing a new level of change, I pull it out. Invariable, I put my hands on exactly what I need!

Recent changes in my life have made me feel confused and lostabout myself and my life. I am still quite young and in the prime ofmy life for change and personal growth. I really was looking for a book that wasn't "out there" but was more down to earth and could help me deal with my feelings of confusion and help me set a path to my life. I am taking my days one at a time now and looking for the positive in every experience thanks to this book. I am a pretty conservative person and this book has helped me to open my mind and my heart. I highly recommend it to anyone experiencing any confusion about life or anyone who feels they need some guidance. This book is guaranteed to make you feel much more in control of your own destiny and feelings.

The book is an excellent, historical accounting of the deep earth movement in the 70's and 80's. Beginning with the gut kick of the government's crackdown that destroyed the earlier and more radically violent parts of the movement, the book then chronicles the rise of the new, non-centralized, and more first peoples oriented voices in defense of ecology since the 1990's. Good reading for anyone wanting to know what happened to the Southwestern anglo-American voices in the deep earth movements; and the rise of other ethnic, other approach organizations that continue today.

I was impressed with the chapter by Charlotte Laws on Jainism. I have spent years searching for information on this elusive religion and found very little. Jainism has much to offer the environmental movement, both radical and mainstream. As a novice Jain, this chapter made me think about my own habits and realize I need to make some major changes. I can lend a hand to the environment and animals and plan to do so from now on.

People in and around mainstream environmentalism have spent the last year mentally masturbating about whether or not environmentalism is dead. Igniting a Revolution is a thoughtful, noisy, cantankerous, and courageous collection that should serve as a conceptual prophylactic that ends that debate once and for all. During a time of Green Scare when federal authorities are infiltrating activist groups everywhere, decrying "ecoterrorism" in the hollow halls of government, and carting earth and animal liberationists off to prision as quickly as possible, Best & Nocella (along with the AK collective) have edited/produced a roof raising howl of tremendous defiance and disgust. Only time will tell if the book is prophetic and ecologically mindful revolutionary forces materialize to play a role in transforming society such that a verdant peace grows out of the shorted-out circuitry of the mega-war-machine. In the meantime, however, the diverse range of essays included herein should be more than capable of setting fire to readers' imaginations as they generate ideas of how a more just, peaceful, and beautiful world might be achieved. A must read I would think for anyone with even the slightest concern for the state of the planet...

In a time when apathy is no longer a luxury we can afford; this book delves into the deep social-environmental issues that involve us all. This book has an underlying message that hyper-individualism is not at all in our best interest, we should be practicing social responsibility for even the slightest hope of a sustainable planet.

Much of the environmental struggle reminds me of the idea that the means of resistance is not determined by the oppressed; rather the oppressor.

Are the "eco-terrorists" fighting fair? Well, how about their opponents; big business with seemingly endless financial resources and legal sway?

This book is a great read and a real motivator.

I have read this book twice and find something amazing everytime I read it. With so many authors talking about so many amazing and important topics, this book is perfect for anyone interested in social change, - from feminism to veganism. This book is a must read!

This book about a Roman Catholic monk, Mark Gruber, and his extra-ordinary journey from the green fields of the U.S. to the deserts of Egypt is just breathtaking. As a member of the Coptic Orthodox church, and of Egyptian stock, i simply found Mr Gruber's plain and truthful telling of his experiance just so refreshing. It's funny, this man spoke more wonderfully about the Coptic people then most people at my church think of themselves. He showed them for their weaknesses, and their strengths, just as he saw it. It has helped me to appreciate who I am, my background, and my traditions so much more.

This book is great if you enjoy stories regarding exotic lands and peoples, and an honest telling of their journey.

The comtemplative monk is a baffling figure to Westerners, even to many Catholics, and moreover, most Westerners probably do not think very much of the Christians in Egypt, which we tend to think of as a wholly Muslim nation.

Fr. Gruber's evocative descriptions of Coptic monasticism and spirituality beautifully illustrate how inner conversion and contemplation are the heart of the Church. In the West we often hear an emphasis on practical action, or social justice, over and above contemplative prayer. Fr. Gruber's writings about the Copts show how contemplative prayer nurtures us and gives life to all our actions. It is a great window into a neglected and persecuted Christian population, and an inspiration for our daily lives and relationship with God.

This memoir of the year that Fr. Gruber spent among the Coptic monasteries of Egypt is fascinating. Fr. Gruber lovingly describes these men and their piety, along with the phenomenal faith of the Coptic lay people. There appears to be a direct line back to the conferences of John Cassian in the lives of these monks, but that perhaps is because Fr. Gruber has crafted the chapters in such a way to invite the comparison. But maybe not. These men live lives of remarkable holiness. I loved the image of people grabbing them by the ankle and holding on till the monk will bless them. I also loved the hike in 130 degree heat, and realization that the cave he has been brought to, and in which he spends the next three days, probably saves his life, in that it is much cooler than the monastery, nothing is swimming in the drinking water, etc. At any rate, I highly recommend this book. I do agree with the review that states this treats more of his exterior life than interior, but why should he discuss his private life with us. Also, there is another book (can't recall the author) called "Coptic Nuns" that makes a nice companion to this book, in terms of knowing more about the culture.

I just finished this book and absolutely loved it. It thrills me to see someone who is not Coptic, slowly develop a deep since of your mindset and feelings. The monks must have truly accepted the author to share so much with him and in turn, the author poetically describes everything to the reader.

For anyone that is curious about us (the Copts) and our religion, this book is a wonderful introduction. It capture a very true sense of who we are, what we believe, and how we worship God. I can't thank the author enough for bringing to light, this hidden treasures of my culture.

I don't know which was more interesting, the author's anthropological observations or his spiritual journey. Both fascinating and enlightening. Originally, Br. Gruber sets out to study the fathers of monasticism with a scholar's eye (albeit a fellow Monk-scholar), but the desert and those who live there transform him eternally.

This book is a fresh drink of water! Here are my favorite passages:

"In all of this," Abuna Elia said, "the desert was a teacher for Abraham. The desert teaches us how helpless we are, how much we depend upon one another for survival. It is with a complete sense of dependence, a complete sense of helplessness that we must approach God, and that we must approach one another in terms of possessiveness and control."

"By complete openness and availability to one another, we are obedient to each other in matters of charity. We are at each other's service.... But at the same time... our relationships must be ordered by a surrender, a letting go, a sacrifice. We own no one; we possess no one."

"Abuna Elia assured me that the sacrifices we make in our lives as Monks, as Christians, will always be enfolded in layer upon layer of the sacrifices that went before us."

"Abuna Elia said, 'When God asks us to make heroic sacrifices, it is not because he is heedless of what we are giving up; he is profoundly aware of it. When we are offering gifts to God, we are not really offering much, unless, at the same time, we are also submitting all those things that are valuable to us. We must submit to God's will everything which is dearest to us, that which is our only one of something, that which we love, that which is even beyond our ordinary capacity to imagine losing. Otherwise, all of our prayers and protestations of fidelity are somewhat strategic and not genuine or sincere." pp42-43


Later, during a time of pilgrim visits, the author is left with the small children to care for. He builds a fire and answers their endless questions about heaven, about "what it is like to see Jesus there," about Mary, about who God is. Night falls and the children keep talking until they fall asleep by the fire.

"So there I was, sitting by the dying fire, with all of these sleeping children around me. I looked at them in the starlight and the moonlight and was touched by the fact that they are so filled with faith so innocently seeking God. This is the second time since coming here to Egypt that I have found myself in exactly the same setting, surrounded by young people asking questions and listening to answers, tiring themselves out into exhaustion and sleep. And, just as before, there is once again that stabbing realization that none of these are my children, that I shall never have children such as these to instruct and teach."

"I looked up at the sky on this beauiful, clear desert night. I thought to myself that I had never seen such an array of stars, so numerous and so bright. Then, of course, at this moment, the passage from the Book of Genesis came to mind where God said to Abraham, 'Look up into the night sky and count the stars, if you can. Just so shall your descendants be' (cf. Genesis 15:5). So there I was sitting, looking up at the night sky, knowing how impossible it is in the desert night to count the stars. And even while I was feeling the special poignancy of not having children, I suddenly realized that these children all around me are not only children of Abraham, but they are also mine as well. For I have instructed them in faith, and I have given them tonight a greater realization of their own religion, their own spirituality. I have placed them confidently in the presence of God." pp 84-85

Keep your donors offers some of the best advice from one of the world's leading fundraisers, and it will help you to become a much better fundraiser - should you want to be of course!
It is a great resource and an important part of any development library. When you follow the advice and experiences in this book, you will attract and develop lasting relationships/ friendships for your organisation.

Tom, your tome arrived in the morning mail and I plunged in. What a mammoth achievement! This is a textbook like no other...it should be the nonprofit sector's bible. You and Simone are so readable in such different ways. You've packed it with enough how-to's, why-to's, a-ha's, reflections, reminders, research, stories, samples, inspiration and wit to make it THE essential fundraising reference. With freckles. Wow, I'm lovin' it. You are colossal to the nth level.

Curse you for ruining my productivity today. And THANK YOU.

This is a wonderful book, and I give just two words to describe it: inspirational and practical. What a great combination.

The thoughts and opinions written in this book gave me the confidence to go to management and implement positive changes to our fundraising. Thank you so much. Mitch (Australia)

I had the pleasure of picking up my copy of KEEP YOUR DONORS at Simone and Tom's workshop in Smithfield, RI just yesterday. It's a fantastic reference guide, especially helpful when presenting fundraising principles to my CEO. This volume is especially perfect for me, since my duties include both fundraising and marketing. A day after receiving it, I've used the book twice at work. First, drafting our organizational communication plan, I used the sample from Planned Parenthood Maryland along with Tom's tips. Then, I needed to call to thank a donor for their gift, and I thought, "What do I say after I say thank-you? How could I get a conversation going?" To my delight, the book had the answers. Most highly recommended!

Lead On is both strategic and practical. The author (a distinguished Naval officer) does a masterful job of breathing life into leadership principles, presented within the context of submarine operations. It is both entertaining and purposeful.

I'm a recently retired Army Colonel. Believe it or not, the best book I've ever read on leadership was written by a Navy Admiral...hard to believe but true! I dogeared and highlighted the heck out of this book. I recommend it to anyone who's looking to read a good leadership book. Oliver masterfully describes the traits of essential leadership by applying his navy lessons learned in life as a submariner. And they're all lessons we can learn in the business world. Buy this book, you won't be disappointed!

The author has managed to take his experiences in the Navy and derive the leadership that each step required. There are tough decisions and development of insight. Also important is his dealings with adverse subordinates and other topics that seem easier to ignore.

A pleasure to read, give it to any person entering the military, or getting ready to grow up.

I agree with the other reviewers. This is one of the best leadership books I have seen (alongside Dandridge Malone's "Small Unit Leadership"). Insightful and very well written, you will return to it again and again. I am just now ordering my second copy!

I have read a dozen or more books on leadership and attended five courses on the subject (best course: Marine Corps NCO Leadership School). I learned more from this short, simple and direct guide than all the others combined.

Do not be misled by the military orientation of this book. Aside from the fact that a life in the Navy presents more physical dangers than your average CPA firm, the lessons are readily transferable to civilian life (I did not spend a career in the military).

I read this book a month ago and three circumstances corresponding to the book have presented themselves.

I wish I could have read this book when I was 20. I would have been a better manager, a better leader and a better person

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

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

1. Feeling obligated to achieve quick success

2. Clogging up agendas with competing distractions

3. Having unrealistic time frames

4. Ignoring previous quality efforts

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

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

7. Not having appropriate cultural goals or objectives

8. Not allowing for unexpected interruptions

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

10. Underestimating resource allocation

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Regards,
Marc St.James
November 24, 2001

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Fantastic books! The detail and information is great. These are not "spec" books of German tanks. The wonderful inclusion of original correspondence between Beck, Fromm, Guderian, etc is fascinating reading. The extensive usage of original German terminology makes for difficult reading (unless you are fluent in German) but is very much appreciated to avoid errors of translation.

It would be hard not to repeat what was written before by the previous three reviewers. I think they all hit it right on the money. Tom Jentz followed up his previous volume on this subject by finishing it on to the bitter end of the Third Reich. The book shows the continual development, evolution and usage of the Panzer units as they fought on against greater odds and worsting field positions. New panzers with their inherited problems caused considerable hiccups along the line but overall, the book revealed in all clarity, how the Germans developed their panzer units. Using after action reports and selective units, the author is able to traced the unit structure of several individual units.

There is host of detail information inside this book that will hold a mother lode of happiness to anyone who is interested in this subject matter. However, I must used the word of caution since this book was primary geared for readers who are already well read and well schooled in this subject matter. Any novice readers will definitely find this book bit over their heads. All the charts are all done in German style with a lot of German words inserted here and there. On the other hand, there are host of interesting photographs to look at.

Overall, this book comes highly recommended for anyone who wishes to advance their knowledge on the subject matter as long as its understood that material can get pretty dense if you are not familiar with the subject.

This is perhaps the most usefull book on the German panzer forces in World War II, and anyone interested in the subject needs a copy.

In the first portion of the book, Jentz provides a thorough history of the development and employment of panzer formations. This includes initial formation of the first units, the development of prototypes and early equipment, as well as German armored doctrine and tactics.

The remaining portion of the book covers the employment of the Panzer divisions in war from 1939-1942. In this section, Jentz provides a wealth of information. One very usefull feature is that the organization of panzer companies, battalions, and divisions are tracked (along with the translated text of orders changing the organizations) and presented in tables or figures. Given that the Germans frequently changed the organization of these units, this is very valuable information.

Jentz also presents tank strengths and tank types for each division at the start of major operations as part of orders of battle for the panzer divisions. For example, it is thus possible to quickly look up how many Panzer II tanks were available for the invasion of France, and the amount that each division had.

The end of the book has a number of appendices, which provide data on monthly on-hand strength of each tank as well as technical data on for German and a variety of Allied tanks.

I also strongly recommend Jentz's follow-up to this, which is Panzer Truppen volume II, and covers 1943-1945.

Thomas Jentz's book proves to be a fantastic source of information regarding the German Panzer forces during World War II. This volume covers the period from the early 1930s to 1942. It uses primary German sources that revealed the evolutionary stages of the German panzer formations, their weapons and numbers as the years rolled by. The book also reflects on German perception of how they did, how their tanks performed and needs for changes.

The book reflects the closeness to the source German material. The author expects the reader to have a fine tune knowledge of the German military prior to reading this book. If you have to look up to see the difference between a Panzer 38(t) to Panzer IVd, this book is probably not for you. The unit organization tables are done in the unfamiliar German symbolism instead of your usual NATO symbols so that can be confusing to the novice.

The book seem to be written for people who wants a greater understanding of the German panzer formations and thier gradual metamorphosis. The second volume covers the second half of the war when the German forces were mostly on the defensive mode.

Overall, highly informative reading material, not for the casual reader since this book don't exactly read like a best seller.

This book, along with volume one which covers pre-war development and early war employment of the Panzer divisions, is an excellent reference. Any information you need about German armored divisions from 1943-1945 is likely here. I can not recommend it highly enough.

Jentz picks up in this volume where he left off in the previous book. He provides a wealth of information on force structures (including how platoons, companies, battalions, staff companies, etc.) were organized. All of this is presented in tables and figures for easy reference. Each reorganizaton is accompanied by the translated order which created the change. As in the first volume, Jentz provides unit strengths, as well as listing tank types, for each division at the start of a new operation (or at the end of one).

Also included are numerous translated after-action reports, which reveal a great deal about German armored tactics and the performance of their tanks in the field. These are fascinating, and are not available anywhere else. One final table in particularly interesting: it presents the number of tanks available to each division at the end of the war. Many panzer "divisions" had only a platoon's worth of tanks left.

The end of the book presents a variety of data in a set of appendices. This includes charts showing monthly data on the on-hand strength of each tank type as well as comparative technical data for German and Allied late-war tanks.

Also strongly recommended is volume I of the set; with both, you have a comprehensive set of information on the Panzer divisions in World War II. I constantly refer to both of them, so much that they are usually out on my desk rather than back on the shelf.