Organizations Books

Leading at a Higher Level is an excellent book that really "puts it all together" related to leadership and Blanchard's principles. I highly recommend it for a comprehensive book about leadership. I am using the book with our management/administrative team. Each person is reading the book and then facilitating the discussion of one chapter. The website resources are an added bonus. I am very excited about the individual and team development possibilities. Thank you!

Dramatic changes have altered the workplace over the course of the past 25 years, but many executives stick to outdated scripts even as corporate directions shift. Fortunately, The One Minute Manager guru Ken Blanchard offers insightful coaching exercises that give leaders new ways to proceed. Using straightforward language, Blanchard provides templates, examples and guidelines for employee education, performance reviews and promotions. The reader may become impatient with the repetition of key points and with Blanchard's slightly jarring habit of referring to himself in the third person, but despite these minor annoyances, this book is an excellent primer about modern leadership roles. In fact, Blanchard says that it "pulls together the thinking from the Ken Blanchard Companies for the past 25 years." We recommend this leadership overview to managers, board members, team leaders and every employee in a cubicle who aspires to reach higher levels.

I've been reading Dr. Ken Blanchard since The One Minute Manager came out. Perhaps you have been, too. While I haven't read all of his collaborations, I've usually read the books where the title seemed relevant to my interests.

More than once, I've wondered how I should fit all the pieces of his views on leadership into one finished jigsaw puzzle. Clearly, the views are humanistic, idealistic and inspiring. But how do we combine them all? My confusion was eliminated by reading Leading at a Higher Level which does an excellent job of integrating three decades worth of writing into one coherent set of ideas and directions for implementation.

If you tried to boil down this book into one idea, it's that of having the right target . . . what Dr. Blanchard and his partners and associates call the triple bottom line -- being the provider of choice for customers, the employer of choice for employees, and the investment of choice for investors. I'm not inclined to quibble, but in the rest of the book it's clear that other stakeholders are supposed to be considered (people who use the offerings, partners, the community, suppliers, and those affected by the company). I wonder if the triple bottom line doesn't need to be expanded to have more bottom lines.

Here's how the book is organized:

I. Set Your Sights on the Right Target and Vision

1. Measuring leadership performance -- the HPO SCORES model which is:

a. Shared information and open communications
b. Compelling vision
c. Ongoing learning
d. Relentless focus on customer results
e. Energizing systems and structures (ways of getting things done that fit with the vision)
f. Shared power and high involvement

As you can see, this is a highly participative concept of leadership where everyone has a role.

2. The Power of Vision

II. Treat Your Customers Right (Raving Fans created by Gung Ho people)

III. Treat Your People Right (Direct, Coach, Support, or Delegate depending on how prepared your people are for the task, and use one minute praisings and redirections and apologies)

IV. Have the Right Kind of Leadership (Servant leadership and diagnosing your own leadership perspective and style)

The bulk of the book is focused on the third topic, treat your people right, which is Dr. Blanchard's key operating philosophy.

The most interesting aspect of the book for me, however, was Dr. Blanchard's occasional revision of his philosophy. For instance, I could never understand why Dr. Johnson and he emphasized one-minute reprimands as much as one-minute praisings in The One Minute Manager. Dr. Blanchard makes a long-needed shift in that view to point out that one-minute redirections and one-minute apologies are needed much more often than one-minute reprimands.

Who will gain the most from this book? Someone who wants to see a process spelled out that can be used for being a humanistic leader and who hasn't read many books on the subject. If you've already read everything that's ever been written and feel comfortable with how Dr. Blanchard's many books fit together in application, you probably won't gain much additional knowledge from this book. But if you would like a friendly review of books you've enjoyed, you'll find the reading to be a pleasant experience. I enjoyed learning more about Dr. Blanchard's various colleagues.

If you haven't read anything by Ken Blanchard, just buy and read this book. It tells you everything you need to know about the other books. You could then expand your appreciation selectively by reading the fables that go with those books where you want to have a deeper understanding . . . by adding a story to go with the leadership lessons.

Be the leader you would like to have! That's the advice of Norman Schwarzkopf. I'm sure he would approve of this book.

Management expert Ken Blanchard has spent more than 25 years helping individuals and organizations become and stay great. Known for his co-authorship of The One Minute Manager, for the first time Blanchard combines his collective wisdom to show managers and leaders zero in on the right target and vision.

Blanchard argues that in high performing organizations everyone's energy is focused on three issues:

1. Being the provider of choice. To keep your customers, you must go beyond satisfying them, you have to turn them into raving fans.
2. Being the employer of choice. Workers seek opportunities where they feel their contributions are valued and rewarded.
3. Being the investment of choice. Money flows to organizations that provide viability, visibility and performance over time.

To achieve these goals, Blanchard argues, your organization must become a HPO - a high performing organization. The author employs the acronym SCORES to illustrate the six elements found in every HPO:

1. Shared Information and Communication.
2. Compelling Vision.
3. Ongoing Learning.
4. Relentless Focus on Customer Results.
5. Energizing Systems and Structures.
6. Shared Power and High Involvement.

In an HPO, Blanchard writes, every thing starts and ends with the customer. Each organization member is passionate about developing sophisticated knowledge of customers and sharing the information throughout the organization. This is accomplished three ways:

1. Decide. If you want raving fans, you do not announce it. You plan for it.
2. Discover. After you decide, it's critical to ask your customers' for suggestions to improve their experience with your organization.
3. Deliver + 1 per cent. Excite your people to deliver this experience, plus.

Enablement is the key to beating your competition day-after day. Allowing your people to pit their brains and allowing them to use their knowledge, experience and motivation is critical. To guide this transition to an enablement culture, leaders must use three keys:

1. Share Information.
2. Declare the Boundaries
3. Replace old Hierarchies with Self-Directed Individuals and Teams.

This requires a special leader: the servant leader. Leadership has two parts: vision and implementation. They need to find out what their people need to be successful and they make a difference in the lives of their people and in the process, their organization.

Ken Blanchard, co-author of The One Minute Manager, and his colleagues at The Ken Blanchard Companies have spent more than 25 years helping good leaders and organizations become great and stay great. In this book, they describe how leaders can empower people and unleash their incredible potential. This book must be required reading for everyone who wants to become a better leader.

A better definition of leadership, according to the author, is the capacity to influence others by unleashing the power and potential of people and organizations for the greater good. Leadership should not be done purely for personal gain or goal accomplishment: It should have a much higher purpose than that. Leadership can be defined as the process of achieving worthwhile results while acting with respect, care and fairness for the well-being of all involved. When that occurs, self-serving leadership is not possible. It's only when you realize that it's not about you that you begin to lead at a higher level.

Being a successful leader is not only about leading your organization, but your customers as well. According to the author, to keep your customers, you can't be content just to satisfy them; you have to create raving fans. Raving fans are customers who are so excited about the way you treat them that they want to tell everyone about you. A good example of how this works is Domo Gas, a full-service gasoline chain in Western Canada, cofounded by Sheldon Bowles. Back in the 1970s, when everybody was going to self-service gasoline stations, Bowles knew that if people had a choice, they would never go to a gas station. But people have to get gas, and they want to get in and out as quickly as possible. The customer service vision that Bowles and his co-founders imagined was an Indianapolis 500 pit stop. They dressed all their attendants in red jumpsuits. When a customer drove into one of Bowles' stations, two or three people ran out of the hut and raced toward the car. As quickly as possible, they looked under the hood, cleaned the windshield and pumped the gas (p. 42).

A successful leader must also have a workable vision, and be able to clearly communicate and share this vision with his organization. When Louis Gerstner Jr. took the helm of IBM in 1993-- amid turmoil and instability as the company's annual net losses reached a record $8 billion -- he was quoted as saying, "The last thing IBM needs is a vision." In an article in The New York Times two years later, Gerstner conceded that IBM had lost the war for the desktop operating system, acknowledging that the acquisition of Lotus signified that the company had failed to plan properly for its future. He admitted that he and his management team now "spent a lot of time thinking ahead." Once Gerstner understood the importance of vision, an incredible turnaround occurred. In 1995, delivering the keynote address at the computer industry trade show, Gerstner articulated IBM's new vision -- that network computing would drive the next phase of industry growth and would be the company's overarching strategy. That year, IBM began a series of acquisitions that positioned it to become the fastest-growing company in its segment, with growth at more than 20 percent per year. This extraordinary turnaround demonstrated that the most important thing IBM needed was a vision (p. 24-25).

Leaders must also know how to lead their workforce. Giving people too much or too little direction has a negative impact on people's development. Situational leadership is based on the belief that people can and want to develop, and there is no best leadership style to encourage that development. You should tailor leadership style to the situation. This is pretty much common sense. But leaders should also train their people in self leadership. For example, Bandag Manufacturing experienced the value of self leadership after a major equipment breakdown. Rather than laying off the affected work force, the company opted to train them in leadership. The company began holding their managers accountable and asking them to demonstrate their leadership capabilities. They were asking managers for direction and support and urging them to clarify goals and expectations. Suddenly, managers were studying up on rusty skills and working harder. When the plant's ramp-up time was compared to the company's other eight plants that had experienced similar breakdowns in the past, the California plant reached pre-breakdown production levels faster than any in history. The determining factor in the plant's successful rebound was primarily the proactive behavior of the workers, who were fully engaged and armed with the skill of self leadership (p. 104-105).

Leaders must also encourage team work, and be part of the team themselves. Teams provide a sense of worth, connection and meaning to the people involved in them. A study of 12,000 male Swedish workers over a 14-year period revealed that workers who felt isolated and had little influence over their jobs were 162 percent more likely to have a fatal heart attack than were those who had a lot of influence in decisions at work and who worked in teams. Data like this -- combined with the fact that teams can be far more productive than individuals functioning alone --provide a compelling argument for creating high involvement workplaces. Furthermore, according to a 2003 Gallup study, "actively disengaged" people -- workers who are fundamentally disconnected from their jobs -- are costing the U.S. economy between $292 billion and $355 billion a year. The Gallup survey found that 24.7 million workers (17 percent) are actively disengaged. These workers are absent from work 3.5 more days a year than other workers, or 86.5 million days in all. Statistics show an even less engaged work force worldwide.

When people lead at a higher level, they make the world a better place because their goals are focused on the greater good. Making the world a better place requires a special kind of leader: a servant leader. Robert Greenleaf first coined the term "servant leadership" in 1970 and published widely on the concept. Mahatma Gandhi, Dr. Martin Luther King Jr. and Nelson Mandela are examples of servant leaders. Servant leaders feel their role is to help people achieve their goals. They try to find out what their people need to be successful. They want to make a difference in the lives of their people and, in the process, impact the organization (p. 249).

Research shows that effective leaders have a clear, teachable leadership point of view and are willing to teach it to others, particularly the people they work with. If you can teach people your leadership point of view, they will not only have the benefit of understanding where you're coming from, but they'll also be clear on what you expect from them and what they can expect from you. They may also begin to solidify their own thinking about leadership so that they can teach others too. Some say that learning, teaching and leading should be inherent parts of everyone's job description.

The world needs more leaders who are leading at a higher level. Perhaps the day will come when self-serving leaders are history, and leaders serving others are the rule, not the exception.

I enjoyed reading Rae Lindsay's book. I really like her writing style. It was a light read and anyone interested in lefties should read this book!!

I enjoyed reading Rae Lindsay's book. I really like her writing style. It was a light read and anyone interested in lefties should read this book!!

It's about time someone wrote a great book for us lefties! WOW! This book is so fun to read and is so informative that I would recommend it to anyone. Yes, even right-handers! You can't imagine how much cool and interesting stuff is packed into this book.

Left-handers know they have it tough in the world, but for all those non-believing right-handers, this is the book you need to read. It is a thorough examination of left-handedness, including word origins, derivations of "left is evil" myths, famous left-handers, relevant anatomy, historical and cultural concessions to right-handers, and even a list of retail stores who cater to southpaws. Very well-done all the way around.

I really liked LEFT IS RIGHT because it provided excellent information for lefties, ranging from humorous anecdotes and helpful history to easily understood explanations for why people are left-handed...and lists and lists of famous lefties. Right on! for this special book for lefties.

This is a book you must read. I gave the previous outing of the Moospath league "Cordelia Underwood" a deserved 5 stars but this book is even better. The storyline has more dramatic tension (If Cordelia Underwood had a nod to "The Pickwick Papers" then "Molly Peer" has a sideways glance at "Oliver Twist") but the characters are as delightful and the laughs come just as readily. I was reading it in bed and tried to read the episode with the Blue Hubbard Squash out loud to my wife but was reduced to side-splitting laughter with tears rolling down my cheeks. A great read for anyone who likes good words, good people, and a good laugh.

I sincerely hope Mr. Reid keeps writing more adventures of the Moosepath League. This second novel has a more serious tone than the first, but the same detail of characters and plot, as well as the same likable characters who triumph in the end - which is exactly what we want! A real refreshing change, in this day of skimpy plots and shallow characters, with text filled up by expletitives. Thank you so much Mr. Reid!

As with his first book introducing the Moosepath League, I couldn't put this one down. It is fun and quirky and totally amusing how the Moosepath League can always find trouble but never really seem to grasp the depth of danger they are in. Van Reid has created a wonderful series that is fun to read. I can't wait until he publishes another.

'Mollie Peer' is the second installment in the adventures of the Moosepath League. If you have not read the first installment, 'Cordelia Underwood', you should do so now.

Once again, Van Reid gives us a charming, funny and altogether delightful romp through historic Maine. This time around the story is a little more tense and fast-paced, but Reid still manages to infuse enough humor and romance to keep the reading light and breezy. Reid also includes a great piece of New England folklore when he recounts the Riddle of the Needle, Rock, and Mirror. This anecdote alone is almost enough to justify reading this book.

The members of the Moosepath League are some of the most enjoyable characters I have ever come across in my reading, and I have complete confidence that you will feel the same.

Another great book by Van Reid. Mollie Pier was even better than Cordelia Underwood, though perhaps not quite as good as the Daniel Plainway book. Let's hope Van Reid continues with more Moosepath books. These novels are absolutely terrific!

this book will revolutionize the way sociologists look at (evolving) organizations...lots of examples and an excellent organization of topics.

Organizations Evolving is a gem. Writing with grace and clarity, Professor Aldrich establishes how diverse literatures ranging from transaction-cost economics to intepretive theory are premised on evolutionary foundations, and explores their convergences. He deftly synthesizes cutting edge research to illuminate how variation, selection and retention processes unfold at multiple levels within and outside organizations. This book is an exceptional accomplishment and is compulsory reading for all organizational researchers.

First, I found the book to be highly "readable" in a number of ways, including its integration of literature and examples related to organizations of all sizes and ages. This approach created a dynamic "feel" to the book and a sense that the organizations we study are much more "moving targets" than stationary ones. Second, I confess that I am one of those readers who peruses the last section or chapter of a publication first to see where the author is going. I found that the final "invitation" section piqued my interest on a number of intriguing issues for future scholarly work (e.g., challenges of human resources in emergent organizations; the impact of collective organizational action versus individual organizational action) and I am confident others will find this section useful as well in contemplating future research programs. The "invitation" section also offers useful ideas that appeal to a variety of disciplines...for instance, I am already contemplating how I might collaborate with some of my academic colleagues in human resource mgt. and/or org. behavior. Third, since I am currently working on projects related to organizational legitimacy and legitimacy building, I focused my initial reading on sections related to these subjects, and found that Aldrich has, not surprisingly, extended the literature on legitimacy in some interesting and useful ways. For instance, at one point he discusses the potential for tensions to arise between, on the one hand, individualistic action that builds the legitimacy of a new firm, and, on the other hand, mutualistic or collective action that builds the legitimacy of a new population or community of rganizations. Finally, speaking of legitimacy, his purposeful attention throughout the book to organizations at all stages of development (e.g., emergent and existing) helps further legitimize scholarly interest in smaller and/or newer organizations. This is a quality contribution to the field of organization research.

Aldrich is a leading figure in organizational sociology. The organization is, with no doubt, a domain of sociology. But organization is not the object only sociology, especially because the company is the dominant form of organization under capitalism. The firm has been the object of various disciplines. Since the firm is an organization, if one studies the company, he participates in organizational studies. Organizational sociology has also zeroed in on the firm, rather than other form of organization. So now organizational sociology is not much discernible from economic sociology in the empirical research. Both have focused on the firm and the market as research domain. Most universities in the States offer both specialties as one course rather than separate course. Moreover, such a blending of field is intensified as more and more researchers from various disciplines take the firm and market as their research agenda. we¡¯ve seen the ascendance of organizational economics over past decades, breaking decades of ignorance of firm in economics. One-of-a-kind move could be spotted even in political science. ¡®Varieties of Capitalism¡¯ (2001), edited by Peter Hall and David Soskice, for instance, is a example of such a trend. In this book they examine the influence of national regulatory system on the business system and competitive advantage. Now the organizational study is increasingly interdisciplinary affair in social sciences. The more come into play, the more divergent the field become. Aldrich identifies seven perspectives in organizational studies: ecological approach, institutionalism, interpretive approach, organizational learning approach, resource dependence approach, transaction cost economics, and evolutionary approach. The diversity of approaches is not only tolerable but also necessary, given the interdisciplinary nature of organizational studies. But seven perspectives in only one field is too much. So Aldrich attempts to launch the overarching framework based on evolutionary approach, while preserving the value of other approach. The advantage of evolutionary approach lies in its simplicity. It consists of only 4 principles: variation, se4lection, retention, and struggle. Each relates to the other with if-then clauses. But they are abstract in nature. The specific accounts of events should be provided by other niche approaches. Evolution is the name of process, not of substance or what takes place in the field. This is the overall architecture of the book. It seems Aldrich succeeds in the ambitious project to provide the umbrella framework linking competing perspectives under one roof. In doing so, he reviews tons of researches to validate the effectiveness of his proposal. It seems to work with empirical studies. But the devil lies in details. He dumps too many into the limited space in cursory manner. So reader has some difficulty in following through the lines. Overall framework of the book is reasonable, and that it must be the breakthrough in organizational studies. But reading through it is another matter. It¡¯s a painful travail.

Howard Aldrich's ORGANIZATIONS EVOLVING is truly a tour de force. Those who know his 1979 ORGANIZATIONS AND ENVIRONMENTS are familiar with his sharp insights into the field of organizations and his lucid writing. In ORGANIZATIONS EVOLVING, Aldrich develops a compelling, broadly evolutionary, perspective on organizations that integrates the best ideas from diverse organizational theories. He makes the best, most sophisticated, case yet for an evolutionary perspective on the organization.

The Origins Of Order is a fantastic book. Not only by it's thesis, also by it's methods.
Errors, time and competition (natural selection) is so easy in order to explain all the complexity we see.
I Spend much time in my work with complex problems in order to know all the details, collect the inputs, etc before I build a big spreadsheet and a power point presentation with my economic recommendations. Stuart Kauffman tells us other posibilities:
with a computer, some skills in programming, common sense and knolowedge of the problem build a random model of the problem, collect a lot of simulations, and analize the outcomes. Not more, not less. You don't need more.
And some times, change the computer by a pen and paper and build some equations. Not more, not less. You don't need more.

The Origins of Order will be viewed in the future as a milestone in shifting the existing Darwinian paradigm in biology from a "survival of the fittest" (natural selection) to a new paradigm focused on explaining the "arrival of the fittest" through self-organisation.
Using a boolean (NK) network model and a extensive amount of biological facts, Stuart Kauffman demonstrates in a powerful
way the central role of self-organisation in the creative process of life. His vision that biology seems to operate
as self-organised non-linear dynamical systems at the edge of chaos will have as much influence in biology that a similar vision offered by Nobel prize winner Prigogyne in the field of thermodynamcis. The book connects a web of fundamental ideas from the fields of biology, physics, mathematics and computer sciences and requires a strong background in biology that I unfortunately did not possess. The laborious style, the lack of clarity in the writing and the (unnecessary) length of the book should not stop anyone from reading this amazing book.
Stuart Kauffman combines an intellect and a vision that only very few scientists possess. This book is a must.

Kauffman believes that spontaneous self-ordering, which both simple and complex systems can exhibit, must be incorporated into evolutionary biology, along with traditional random variation and natural selection. Certain complex systems will be spontaneously self-ordering. Natural selection then tends to push such systems to the edge of chaos. In addition to advancing Kauffman's theories, this reference provides a good overview the Neo-Darwinian synthesis, a review of origin of life theories, a review of genetic regulatory theory, and a review of cell differentiation.

It took me a whole summer to read this book in 1993 and it is still the most amazing book I have ever read. If you are computer/mathematically inclined, have an interest in biology, and have enough time to digest it, this book will blow you away. It contains the most amazing hypotheses to come out since 1859. Unfortunately, it takes a huge investment in time to really read this book, but an epiphany awaits those who get through it.

Stuart Kauffman has an MD and is a generalist. The book deals primarily with theory and understanding of computer simulations of state driven systems of large numbers of connected nodes. It examines how such systems evolve through mutation and gives a clear understanding of the limited role of natural selection in comparison to the self-organizing forces at work within such systems. It examines the meta-interaction of sub-systems of interacting states (attractor basins) that occur within a system. In English: it gives the first theoretical framework for understanding just how it is that cells which all contain identical DNA express themselves as some number of stable cell types. Normally a cell will react to a perturbation in whatever way will return it to its base stable cycle (attractor loop). One type of cell turns into another type when just the right perturbation kicks the system from one attractor basin into a different attractor basin.

This is heavier reading than his popular science book, At Home in the Universe, but preferable for anyone with the necessary tiny amount of knowledge of genetics and logic operations. There are few equations of any kind. The results apply to more than just biological systems.

The book is long because instead of just presenting a few principles that you can try to remember abstractly, he leads you through all the important steps of his research and gives you a real feel for how complex systems actually evolve and operate. The book raises more questions than it answers, as it should be for a book of such originality and importance.

When you fully grok the contents of this book you'll be so excited you'll want to rush and explain it to someone else, which will be utterly impossible, so you'll probably have to lend them your book, buy them the popular version, or face the fact that you are now relatively alone on a higher plane.

With the Roman Catholic Church as a central character portrayed in a less than flattering light, Papal Reich begs an obvious comparison to Da Vinci Code. Like the latter, Papal Reich also possesses international sweep and plot complexity with many surprises leading to a satisfying denouement, but while Da Vinci Code excels at detectiving framed by historic and artistic clues, Papal Reich is superior in character development, with many of the principals that the reader cares about revealing unexpected dimensions. Pereira's work makes accurate reference to many Roman Catholic Church documents, historic facts, processes, and practices, and it should be clear to most any reader where fact end and fiction begins. In doing so, he avoids the controversy that has dogged Da Vinci Code, whose seeming misrepresentation of fact has offended many readers. In any case, most who liked that book should like Papal Reich as well.

The action occurs mostly in modern day and near future America, but the plot is anchored in World War II era events in Germany, where a cabal of three oddly matched Nazis are tasked to undermine efforts to hide and transport Jews to safety by infiltrating Catholic parishes in Germany. In league with a Papal official, the conspirators amass a fortune in assets that only one has access to. The main storyline is dedicated to the search for those characters and the ill-gotten fortune, but along the way, the paths of many other characters of interest cross.

It would be unfair to give away more detail, because there are many mysteries that unfold throughout. This is a cleverly written page turner. Enjoy.

As the world prepares to annoint a new pope, this work suddenly becomes topical. The author shows a close understanding of history and expands it into the realm of fiction effectively. This interesting ying-yang between history and fiction keeps the reader tied all through the book and at the end gives a feel of having experienced the journey all through.

While the selection of pope has always been behind closed doors, the book raises a suspicion that we all hope is pure fiction. Or is it?

A thoroughly enjoyable read.

MB

This book is a well-researched masterpiece of historical fiction. Pereira skillfully brings to life a diverse cast of characters and weaves their disparate lives and circumstances together across time and place. The author deftly draws the characters together, building suspense page by page. The novel picks up speed and intensity until the gripping climax explodes off the final pages. Each individual's story is well-written and engaging, and although neither the Catholic church nor Nazi war criminals are typically topics I seek out, the plot easily sustained my interest. In particular, trying to anticipate the links among the various characters and subplots before they were revealed kept me focused throughout the book. Enjoy!

I didn't know what to expect from this book by a new author. But once I began Papal Reich, I found that I couldn't put it down. Each time I thought I had figured out the plot, there was a twist or a turn that compelled me to keep turning those pages! Although this is a work of fiction, the tale is nightmarishly plausible due to Pereira's careful interweaving of historical facts. The author's painstaking research and documentation provide interesting and thought-provoking information about the Nazi regime and Catholicism that is, in itself, worth the read! But, the value of this book goes well beyond a history lesson and a good story. Pereira provided this reader with much to think about regarding her own willingness to 'go along with' the leadership and influences of established institutions, which of course are headed by human beings whose passions and egos and motives can be less than pure. To me, the book encourages intelligent people to question everything in order to find the Truth that protects the essence of what institutions are supposed to stand for. This is perhaps something that cannot be underestimated in today's world.

Rather a unique blend of fact and fiction against the backdrop of the papacy, Nazi Germany and post World War II intrigues. The glitter of Da Vinci's colorful Swiss Guards compells admiration-but there are disturbing shadows in the murky corners of the magnificent splendors of the Vatican. Hold your breath as you move from one awful surprise to another incredible revelation.
Altogether a spellbinding story.

This book is terrific and continues to be so helpful to me in my own endeavor. I found so many parallels in our life experiences, and with me just starting my own nonprofit empowering future nurses in disease-burdened nations, reading this wonderfully relevant and important book could not have come at a better time. I learned a great deal and Anne Firth Murray's book makes me feel as though I have a mentor to guide and give invaluable counsel in this process. There are so many things to take from this book, especially for those who are "quietly angry" and see a need follow their dreams and are "willing to do anything to make it work." I would recommend this book to anyone starting off on their own. This will inspire. It has me.

On one level, Paradigm Found (great title) is a how-to book for those with interest in organizing for global social justice through small NGOs. On a deeper level, it's a how-to book for living a life with meaning. Written in a clear and consistent voice.

Is this a "follow that dream" book? A "find a need and fill it" book? I suppose you could say it's both but "Paradigm Found" is far more than that. It is a well written and richly rewarding story by an amazing woman, Anne Murray who founded a not-for-profit organization called the Global Fund for Women. Although I found the entire book interesting, two areas particularly piqued my interest: the `care and feeding' of a non-profit corporation's board of directors and the entire concept of "giving." The author's experience coupled with her clarity of thought and writing gave me new insight into both these areas with which I'm involved in pro-bono board and fund raising work. The concept of "micro-financing" of projects was unheard of in foundations when the Global Fund for Women started it many years ago. They trusted people of few means in far away places to spend small grants as they saw fit to benefit their projects, and it worked with amazing success. The GFW was daring in being exclusively international and not making grants within the U.S. There were so many new and innovative things that Anne did in her journey. Paradigm Found makes for reading that's hard to put down.

PARADIGM FOUND: LEADING AND MANAGING FOR POSITIVE CHANGE blends women's issues and business, and comes from a woman whose idea of funding grassroots women's organizations around the world grew to the successful Global Fund for Women, today a major force of change. First-person chapters recounts her journeys to villages where such changes are taking place, her business perspective, and tips on how to create, encourage and build a dream based on business principles. From how to expand a program or organization to watching for roadblocks along the way, PARADIGM FOUND comes packed with management tips and insights particular to nonprofit work.

Diane C. Donovan
California Bookwatch

Anne Firth Murray has written a truly marvelous and thought-provoking book, straight from the heart. It is hard to classify in one particular genre or another. Rather it is written in a unique style as a combination of a memoir, a good story, a motivational/inspirational book, and a manual. I really enjoyed not only learning about the history of the Global Fund for Women and all the wonderful, dedicated people that made it happen, but also learning more about Anne Firth Murray's life and the ideals she describes in her book.

It satisfies those who love good autobiographies and inspirational stories. And it also satisfies those who seek to learn about how one builds a strong organization from the roots up, from meaningful ideals to meaningful change. For me, this book was rejuvenating and energizing to read. It gave me new ideas and has inspired me all over again. I would think that each new reader who flips through its pages will experience similar self-reflection and inspiration in her or his own way.

This is a treasure of a book. I think it is a great book for all to read--young and old, women and men, and people working in all capacities. Students and young people are who starting out in pursuit of careers in human rights or in non-profit work will benefit in particular from the inspirational guidance that this book offers.

Very good book; however, I ordered the wrong edition so couldn't use it. This was my mistake, not the sellers.

Jack Eller, "Anthropologist, Author, Rationalist," seems to have forgotten some major points in his argument about this book. First, although he correctly points out that the book does an excellent job about doing what it's designed to do - that is sharing about what's going on in the Christian missional realm - he argues that Christianity ought not to be spread at all, and that the whole book is just wrong. He says that "[from] a cross-cultural and anthropological point of view ... [i]t is arrogant, ethnocentric, and culturally destructive to spread a culturally-relative and almost certainly false ideology and belief system where it is not needed or wanted." That's all well and good, but since the book isn't about SHOULD people be missionaries or not, his review is instantly irrelevant. Any review of a book that rants about what the subject matter of the book is not is really not even a true book review - Jack should realize this if he's truly a writer.

Second, being a self proclaimed Rationalist, Jack ought to realize that his own "rational" worldview is also a religion, religion defined as 'a set of beliefs.' This book is most assuredly about the Christian Missionary Experiences of many people across the globe - not an exhaustive apologetic of the Christian faith. If Jack really believes that no one ought to push their beliefs, he should have never published his review in the first place.

Third, people like Jack who tend to think of "Christianity" in terms of "people who do things that I don't like or agree with, and they're always pushing pushing pushing their beliefs on me and others" should take the time to check out some of the many positive things that Christians have done throughout the world. One example is hospitals: both in the US and abroad. Ever notice how many, if not most hospitals involve Christian denominations in the name? For example, here in New York City we have New York Presbyterian and New York Methodist Hospitals which are some of the most sophisticated hosptials in the world. Why do they have Christian denominations in the titles? Because they were founded by Christians who believed that sick people can be helped through medical means. But we never hear about this - it's always "Christians pushing their ways." This book shows how missionaries have helped many across the globe both spiritually AND physically. Jack says that people don't want or need what missionaries have, but nothing could be further from the truth. Christianity properly understood is the most love and human care centered belief system in the world, and this book highlights that well.

This is a book about the theology, history, and strategy for succcessful missions. It includes case studies and many practical advices. The authors are many and good. The book almost is a must if you are going to be a missianary or want to support missions in an effective way. I highly recommend this book.

This book opens your eyes to the theology, history and strategy of missions. It will help you to understand the Bible and your place in this world like never before. You will understand WHY Jesus is the ONLY "way, truth, and life". You will be excited to work and pray to see people brought out of bondage and suffering, and into a life that glorifies God and offers peace, hope, and healing. Be warned - the book changes lives! Even if you cannot take the Persp. course, it is worth it to read the book.

This book was intended to accompany a course of the same title. I know more than a few people who took this course. One guy is a missionary in India; one guy went to work at the US Center for World Missions; another guy is a pastor of a church; others are full-time ministers; I don't know where some of the others are - probably the uttermost parts of the earth. So I always wanted to read the book that broadened the perspectives of so many people.

The book consists of a collection of essays written by scholars, seminary professors, ministers and missionaries. The theme of the book is to explain that the bible describes a Judeo-Christian God who, from the very beginning, had a missionary purpose - to reach the world - to reconcile the entire world to Himself.

When He contacts Abraham, His intention is to bless many nations through Abraham (and his descendents), and the rest of the Bible is the story of the process through which that original goal is accomplished. The book's conclusion is that Christians today are and should be being used by this same God to accomplish this original purpose.

Some of the essays are very technical, examining the original Hebrew texts and their meaning. Other essays offer interesting comments.

One of my original impressions could have got me convicted of white man phobia. Most of the authors (and there are some exceptions) are western white men writing about how western white men must bring their western white message to save the world. But fortunately I got over my phobia and read the actual content of the book, and evidently, so did many others.

I hear comments by Christians in Korea and India and Africa, and often I hear the same phrases used in this book. The Koreans often use the term "unreached peoples" and "people groups" which come right out of this book. This book has influenced people all over the world and has clearly defined and mapped out the objective of Christianity - the Great Commission.

Baxter's time was not too unlike our own. Despite there being a large theological agreement that there must be discipline within the Church, very few leaders in the church are willing to carry it out. Baxter reminds us, and convincingly so, that we must do so for not only the good of the soul of the individual, but for the rest of the Church, and even ourselves. Most of the book rotates around the subject of discipline in the pastoral ministry. It also contains many other details concerning the ministry that would be good for any aspiring, or current pastor to read.

The only reason I give the book 4 stars instead of 5 is because this version is the abridged version of what Baxter wrote years ago. However, there is nothing that would tell you this unless you read the preface. I was a little disturbed upon originally reading the preface that this was the case, and that the original work is closer to 700 pages (depending on margins and type settings). This book has a rather tiny font size, and very little margin, so even though it is only over 100 pages, if it were in the typical type setting you see in most books, it would probably be closer to 3-400 pages.

Also, the ancient Elizabethean english has been revised for the modern reader, which probably accounts for the shorter number of pages.

Don't let any of this distract you from getting this book though, there are still many redeeming qualities to it.

The Reformed Pastor was actually very different than I anticipated, being nothing about reformed theology or even theology at all. "Reformed Pastor" actually means reforming pastors, using the word the same way we would say "reformed hardened criminal." Hmmm. I guess that already tells you this book isn't one of those "feel-good" books.

Richard Baxter was famous for two things: being a tremendous pastor to a town in England, and getting constantly into trouble for being so blunt that he would make enemies of his friends. This book is about being a tremendous pastor, and it is very very blunt.

It is an extended lecture he proposed to give to a local ministerial association in 1656. The book uses as its foundation and framework Acts 20:28: "Therefore take heed to yourselves and to all the flock, among which the Holy Spirit has made you overseers, to shepherd the church of God which He purchased with His own blood." The book first deals with pastors "taking heed" to their own spiritual state and life, and then turns its attention to taking heed to all the flock.

As to the topic of taking heed to their own spiritual lives, Baxter starts at the beginning, with making sure the reader is truly a Christian, and progresses through disciplines, qualifications, and indwelling sin. He next emphasizes the reasons why a pastor must be rigorous in his own spiritual life. He expounds reasons such as how many eyes are on the man of God, how difficult the work is, and how the honor of Christ depends on it. He reminds his reader of many practical insights, such as "all that a minister does is a kind of preaching" and to avoid the error of men who "study hard to preach exactly, and study little or not at all to live exactly."

After dealing with the pastor's personal life, he tackles the pastor's responsibility to shepherd his congregation. His most radical recommendation, radical back then and almost unthinkable to American churches today, is for a pastor to personally visit and catechize people (for those unfamiliar with the term, it means to teach a list of several hundred questions and answers of basic theology). Specifically, he says a pastor should catechize each and every family, in the pastor's entire town, each and every year. In Baxter's town that meant 2000 people in 800 families, that he and his associate pastor took two full days every week to go through the whole town every year.

He bluntly states, "If the pastoral office consists of overseeing all the flock, then surely the number of souls under the care of each pastor must not be greater than he is able to take such heed as to here is required." Yea, and I'm sure the pastoral staff of most churches personally know every member of their flock. And yes, I know that we consider Sunday School teachers or small group leaders to be "overseeing the flock"- but how many of those leaders in our churches see themselves as shepherds, have been theologically trained and commissioned as overseers, one-on-one ask them regularly about their spiritual life, and are seen by the members of their class or group as having spiritual responsibility over them?

But it was a radical idea even back then, so much so that Baxter takes dozens of pages to specifically give all the reasons why every pastor should devote himself to this universal visitation and dozens more pages to specifically answer a whole series of objections to the work. In short, he says that he had found that an hour of focused questions concerning a person's spiritual state was often more helpful than years of listening to sermons for their spiritual growth. It's hard to argue with that conclusion, and harder to argue with the marked growth (in both numbers and spiritual maturity) that history shows that his church had under his pastorship.

As to objections to why not do it, he says that they all are variations on the theme of "I'm too lazy or greedy" which he viciously attacks as unworthy of any follower of Christ, let alone a pastor. To laziness, he asks "Are these works to be done with a careless mind, or a lazy hand? O see, then, that this work be done with all your might!"

To greed, he states that if a pastor has too many families in his church for him to visit individually, then he should hire another pastor out of his own salary to help him. He challenges, "What! Do you call yourselves ministers of the gospel, and yet are the souls of men so base in your eyes, that you had rather they eternally perish, than that you and your family should live in a low and poor condition?" Whoa there, Baxter must have never read Your Best Life Now!

The book is chock full with other helpful insights and wry comments, such as "All our teaching must be as plain and simple as possible." "Is it not a pity, then, that our hearts are not as orthodox as our heads?" "It is a contradiction in terms, to be a Christian, and not humble." "We must study how to convince and get within men, and how to bring each truth to the quick." "In the name of God, brethren, labour to awaken your own hearts, before you go to the pulpit, that you may be fit to awaken the hearts of sinners." And my list could go on and on and on. I have already discussed his specific instructions on personal evangelism in another article.

After reading The Reformed Pastor, I have to agree with Spurgeon, Packer, Dever and all the other big kahunas- this is absolutely essential reading for any man called to the ministry, to pin him against the wall and make him take stock of his ministry, his priorities, and his life before God, and to make him deeply consider about how best to "take heed over" himself and all his flock.

It would be silly to say that you NEED to read this book before entering into the ministry. God has used many a man who have probably never even heard of Baxter or "the reformed christian."
However, if you are considering purchasing this book, then I would say dont even think twice. Besides the "pastoral epistles" of Paul (1st & 2nd Timothy, and Titus) I know of no other piece of work that will prepare you and teach you the way that those who lead the church ought to be. I would recommend it to anyone who has a heart for the Lords work, not just pastors.
Richard Baxter was a man full of the Holy Spirit. The words in this book will illuminate your soul, and convict you to the point of crying out to God and running to the cross of Christ. It can be a very painful book in many areas because it will cause you to look at yourself and wonder if you are really walking the life that The Lord wants from those who lead his people.
Its very difficult to find the words to describe how incredible this book is. I have to read it in tiny little sections instead of by chapters because there is so much depth to it. and each small section will bring me to tears.
Physically, this book weighs about as much as any other paper back. Spiritualy, you wont be able to lift it off the ground, much less turn a page

This is no candy or soup for the soul, its solid and challenging real world meat for the work of the ministry. Baxter challenges us to a kind of ministry that exceeds human ability alone. Such a ministry drives us to our only hope for that ability and keeps us returning to the everlasting arms of our heavenly father.

I read this book because so many people have spoken of it as a classic. Having now finished it, I must say I am a little disappointed with the content. I expected profound and striking ideas. In these pages however, were no new principles I have not already learned.

The smallness of Baxter's content however, is far exceeded by the substance of his character. It is his character, his pastoral passion for ministry that makes this book the classic it has become. His single-minded devotion to God and his tender, shepherd's heart for his flock have inspired pastors for over 300 years.

This book is not an easy read. The English language has changed substantially over 300 years, and as a result the essence of Baxter's pastoral passion is undoubtedly distorted. Still, this volume IS a classic, and is a must-read for any pastor wanting to refine and/or restore his motivation for ministry.

Everyone may agree that creating a sense of responsibility in employees and managers is a benefit to an organization. But what is meant by responsibility? And just how can you go about creating a sense of responsibility within a company? These are the questions the authors of this book have tried to answer.

To begin with, it is more important for employees to be responsible for results than for them to be responsible for activities. Employees may, in fact, be able to prove that they performed several activities, without actually achieving the desired result or goal. A good manager, say the authors, must make employees understand that their responsibility lies in achieving the goal behind the work, and not just the work itself. Responsibility has two dimensions. You are responsible to somebody, and you are responsible for something. Employees must be responsible to the customer and the organization. They must also be responsible for results, not just activities or tasks.

Motivating workers to be responsible to the company and for results must proceed from four necessary conditions:
1. The company must be an organization that workers are ready to commit themselves to.
2. Employees must understand what results they are expected to produce.
3. Employees must have a proper reward and recognition system.
4. Employees must have the skills and knowledge necessary to create the results.

The authors focus a bright light on the vital role and enduring quality of personal responsiblity in the work place. Imagine if each of us really did take responsibility for customer satisfaction, getting the right results, and problem solving! We could really make our workplaces stages for personal satisfaction, even joy. This is the future the authors believe in and they've provided a strong tool set in the book to help us get there.

In The Empire Strikes Back, Luke Skywalker reluctantly agrees to "try" to salvage his spaceship. The Yoda replies, "Do or do not. There is no try." The authors of this book agree with the Yoda. They suggest that responsible managers insist on achieving results. While chairman and CEO of Pier 1 Imports, Clark Johnson observed that he always encouraged effort but only rewarded performance. Johnson may not have read this book but he certainly agrees with the key points its authors make.

In Chapter 1, they revisit and redefine the concept of responsibility. In subsequent chapters, they discuss a leader's responsibility to the customer, to the organization, and to everyone within the organization. They view the responsible manager as a problem solver and, in Chapter 5, provide a problem-solving approach "that works." They then shift their attention to "Getting the Right Answer" and "Getting the Right Result." For the authors, judgment is the foundation of responsibility. They also assert, in Chapter 9, that there is "a rationale for teams that work" and then explain what that rationale is...also, what it requires of everyone involved. In Chapters 10 and 11, they answer two key questions: How to design an effective team? and How to maximize productivity among the members of a team? In the final chapter, the authors explain what is needed to keep responsible change alive.

According to the authors, "most change efforts fail because of an inadequate understanding of what produces value in the business or of how human beings change." They then offer eight specific reasons why change efforts fail:

1. We like to feel good. [change threatens comfort levels]

2. No top leadership support [if "they" don't care, why should anyone else?]

3. Change efforts do not address the whole system [a fragmented approach tends to focus on symptoms rather than on causes]

4. We hide failure [success is reassuring...failure could involve blame and guilt]

5. Misunderstanding of what has changed [See #3]

6. Too few understand the rationale for change efforts [ie those who are expected to support change initiatives are not told how and why their support is so essential]

7. Neglect of transition [failure to understand that change is an incremental process, not a quantum leap from "here" to "there"]

8. There is no structure for change [within the organization, there are no policies and procedures to resolve the conflict between "what is done now" and "doing better"]

Hence the importance of having a sense of responsibility to help solve problems shared by everyone, of having patience during the inevitably slow process of organizational change, and of having self-discipline throughout that challenging process. The authors correctly point out that (1) "everyone must be willing to carry his or her share of the load", (2) "Sustainable efforts take two to three years but result in dramatically more healthy and more exciting organizations", and (3) "The discipline of change refers to the regularity with which change is pursued as well as emerging skills that are developed through devotion to change." A responsible leader understands all this, conducts herself or himself accordingly, and requires everyone else to do so also. Working together, they identify problems and then solve them. "There is no try...." and excuses are unacceptable.

One final point: Recent research suggests that by 2025 at the latest (but probably much sooner), organizational rewards will be completely based on performance. To varying degrees, responsible leaders have been supporting that policy for decades.

The focus here is on the end results, the outcomes of management action. The authors present a systematic, thoughtful, practical and step by step method of achieving better results by becoming more effective as problem solvers and its told in story format with interesting and captivating vignettes. Includes several chapters on team building, the elements of team effectivness, and teams that work.

This is one of the most entertaining and useful books about leadership and management I've ever read. I highly recommend it to anyone in any position of responsibility. Both the concepts and the techniques are invaluable.