Organizations Books

I am so pleasantly surprised by this book.

I consult to small and medium size nonprofits on how to either get started or how to get off a plateau or 'stuck' place. This book will now be foundational in how I address these groups.

Terrific, step by step, no nonsense direction.

There is no touchy-feely here, though. If you want hand holding and advice and coddling, this isn't it. This will help you lay down the a, b, c, and d of your plans to move forward. Fill in the blanks, type it up, and go get your work done.

I've used all three of Jim's One Page Business Plan Books, and this one is the best! Concise, informative, creative, and inspirational, The One Page Business Plan for Non-Profit Organizations is easy for both the consultant and client to use.

Non-Profit Organizations are businesses, too. Most people who write "how to" books for profit businesses aren't also writing books for the non-profit sector. Jim and his One Page Business Plan series is different. Jim and his books comfortably straddle both the profit and non-profit arenas, and are written from an informed perspective.

If you are non-profit organization and it's time to write a business plan, this is the book for you. Within as little as 3 weeks, you will have your business plan done, your board excited and energized, and everyone on the same page.

This is the only business plan I use with my clients -- non-profit and profit alike.

With extensive non-profit experience ranging from general volunteerism, management of non-profit outreach and assistance programs as well as board member roles, The One Page Business Plan for Non-Profit Organizations is one of the best tools I've seen. While serving as board chairperson for the non profit organization Willow Center for Grieving Children, I was able to triple the income in three years by utilizing my own POWER Planning Process expertise coupled with the precision of One Page Business Plan techniques. We've recently hired our first ever, paid Executive Director who will receive a copy of The One Page Business Plan for Non-Profit Organizations to take our organization to greater levels of success. I have no doubt that the assessment and accountability tools will serve as a vital roadmap to future accomplishments.

Horan includes solid techniques and tactics that effectively marry heart-based and business-minded volunteers and non-profit paid employees, alike. Plus, his one-page format is much more user friendly than the traditional SWOT analysis marketing/business plan that can be overwhelming to people who don't work with marketing and business planning on a regular basis.

Put simply, the one-page format keeps the entire organization on the same page (no pun intended) so that goals and objectives are met.

Lisa Manyon

First, I'm so glad in your introduction that you directly address non-profits current need to put business savvy and structure under their social goal orientation. I think this is not a pervasive perspective yet and it really needs to be to improve non-profit success in these days of leaner funding sources.

Strategies, Action Plans, Objectives - looks like you did a good job of translating the business OPBP version over, especially in these 3 more challenging areas.

The assessments starting on page 25, including a personal assessment (yes!!!), are wonderful and provide critical information for adjusting strategies and operational action planning. I think this is a really strong element of the book. People in organizations often don't know how to approach assessing themselves honestly.

Really liked your "Components of a Successful Non-Profit" page - brings it all together.

Jan Coleman has done it again! She writes with warmth, truth, and encouragement, inspiring us to see for ourselves that obeying God is the only way we will achieve our purpose in life and have the assurance of complete protection in all our affairs. Personal stories abound, providing practical illustrations that will elevate our faith and trust in the one who loves us with an everlasting love.

I'm writing today from inside the parenting-an-adult-child meat grinder. I've been so busy teaching my daughters the lessons of life that I've neglected my own heart issues. "Unshakeable" has reminded me I must be on my own quest toward obedience. I love Jan's writing style - fun and sassy - her honesty and the great stories she tells to drive home the point.

UNSHAKABLE is brimming with stories of how the narrow path of obedience leads to freedom and contentment. Jan Colman provides an excellent framework for common weak spots: marital issues, prodigal children, financial struggles and personal integrity. She lays out the problems and the Biblical solutions in a way that is both motivating and engaging. This book has a nice balance of insights and examples it's not heavy-handed or preachy.

My favorite quote: "Obedience often means walking away from a comfortable lifestyle, letting go of a former identity, but when we nod to the vision and turn our steps toward it, the benefits are a stronger character, a deeper commitment, and an enhanced love for the one who leads the way."

As the author of "Avoiding the Greener Grass Syndrome: How to Grow Affair Proof Hedges Your Marriage" I highly recommend this book's focus on accountability and integrity.

Very inspiring!

...it's the right thing--choosing God over that which would draw us away from Him. That's at the heart of Jan Coleman's message in Unshakeable, a fun, easy read, despite its challenging topic. I loved her remark at the end of the book: "There is always a way back to God. His unending love is the inner circle of safety. He doesn't care where we've been or what we've done, only where we are heading now." Jan gently leads us to that point where we can nod our heads and then walk in the same direction--toward Christ. I recommend this highly.

this is by Chris and Donald Schon, not David and the link for Author should go to Donald who has done great work
Fantastic work - great for all org dev researchers.

Individuals learn by absorbing new knowledge, finding ways to apply preexisting knowledge and to avoid tactics that fail. Organizational learning is much more complicated than that; it incorporates all of the learning tactics of individuals and includes the interactions of the people in the organization. The interactions are among peers, horizontally across different responsibility levels and longitudinally across time. However, the authors opt to use a fairly simple definition of organizational learning.

"Generically, an organization may be said to learn when it acquires information (knowledge,
understanding, know-how, techniques, or practices) of any kind and by whatever means. "

In this sense, learning can be in either the positive or negative sense, an organization can become either more or less efficient over time. The authors spend a great deal of time covering the concept of an undiscussable. An undiscussable is a topic where everyone knows that it exists, is probably a problem, but for some reason is not talked about. In the worst case, the undiscussables becomes undiscussable, meaning that you cannot even discuss the fact that there are things you don't discuss. There are many reasons for the development of an undiscussable, but the most common is the perception that higher levels only want to hear statements of a certain type.
The authors define two types of organizational learning: single and double loop. A single loop learning situation is one where strategies of action are changed, but there is no change in the underlying theory behind the actions. For example, suppose a company is convinced that hotels are needed in a particular area. If the hotel rooms do not fill up, then the company may try to change the style of the rooms. This is a single feedback loop, where the failure feeds back to cause a change in the implementation. A double loop learning situation is where there is a second feedback loop that can alter the theory behind the strategies. In the case of the hotel rooms example, this would mean that the company questions whether additional hotel rooms were needed.
The authors also define model I and model II learning. Model I learning is the most common, which has a single feedback loop. It is characterized by situations where emotions and confrontation are minimized or disallowed. When difficulties or conflict are present, the general reaction is to suppress the issues as much as possible. The definition of model II learning is:

"Model II couples articulateness and advocacy with an invitation to others to confront the views ands
emotions of self and other. It seeks to alter views in order to base them on the most complete and valid
information possible and to which people involved can become internally committed. "

Model II learning is characterized by double loop learning, where the positions people take are examined in the context of their emotional condition.
The book is occasionally very theoretical, which makes it dense and difficult reading. It is easy to state theories of feedback loops based on emotions, but it is hard to articulate an appropriate way to construct them. Humans have dealt with their emotions for thousands of years, and psychologists are still arguing over the best means by which we should deal with them. Nevertheless, there is much of value in this book, as long as you don't expect it to solve all of the problems your organization has in learning and executing different strategies.

The burgeoning literature that has grown up around organizational learning in the past twenty-five years is either uncritical (treats the phrase "learning organization" as a catchword for whatever it is the front-running Japanese or other organizations are doing and whatever the rest of the world needs to do to catch up with them) or distant from practice, skeptical and non-perspective.

In this book, the approach to organizational learning is normative and practice-oriented. The authors are mainly interested in productive organizational learning: how this kind of learning can be generated in real-world organizations and how practitioners can help to foster it.

The theory given in this book is primarily based on two types of learning: single-loop and double-loop. The authors have borrowed the distinction between single and double-loop learning from W. Ross Ashby's "Design for a Brain" (1960).

On case studies of known companies, such as Intel, General Motors, etc., the authors show "primary inhibitory loops" that inhibit organizational learning, and "conditions for error", and how to avoid them. The following list gives the most common "conditions for error" and how to avoid them:

- Vagueness : Specify
- Ambiguity : Clarify
- Untestability : Make testable
- Scattered information : Concert
- Information withheld : Reveal
- Undiscussability : Make discussable
- Uncertainity : Inquire
- Inconsistency/incompatibility: Resolve

In part I, the authors introduce the conceptual framework, both for organizational learning and for the relationship between research and practice. In part II, they introduce and illustrate concepts central to limited learning. Part III presents a brief classroom-based example. Part IV is the review of the recent history of the field of organizational learning.

Despite of the brilliant content, the book which is marked as "Reprinted with corrections August, 1996", which I have (paperback), is awfully printed. It is really the eye-killer. And nevertheless, it has some typos. Please try to find a version which is not "Reprinted with corrections August, 1996".

This is the definitive book on how people politics preventorganisational learning, especially when a company needs a doubleturnround. That is a change of culture as well as strategy. Some of the early chapters are a bit heavily academic, but the pursuit is worthwhile if you want to understand how many big old western organisations stop working - instead of reinventing themselves - whenever a competitor dramatically changes the rules of the marketplace. The authors seem to imply that what they call double loop learning across every department of an organisation is both so laborious as a change process and requires such extraordinary levels of mutual trust that it might be better to raise an old organisation to the ground, and start from scratch. Their research is full of evidence why the last two decades have seen so much downsized leadership. One question that occurs to me is will their pessimistic conclusions hold true now that companies can use internal media like intranets to turn all employees' thinking around at the same time? If you would like to discuss this or other provocations relating to this work, I would be delighted to help form an interactive book discussion club.

Chris Macrae, editor of Brand Chartering Handbook and MELNET www.brad.ac.uk/branding/ E-mail me at wcbn007@easynet.co.uk

Mand and Whipple do an excellent job describing how finance, business centers and top management can work together more effectively for optimum performance. The concept is powerful, and the examples from actual events are very stimulating. Best of all, they use a dialog method to make the message really come alive. "Listening" to the CEO and CFO discuss partnering makes the reader realize that the concept is not just another management theory, but can be readily applied to his or her situation as well.

A very concise and well-written book which appeals to the financial executive and the MBA student. The CFO's role is clearly delineated with the support of actual cases and experiences as noted by the authors. I found this book to be interesting and a "quick-read" and was an excellent summation of the role of the CFO in the 21st corporations.

A very thorough and easy to read book. The experience of the authors is clearly evident. Highly recommend to anyone working in finance or corporations!

PARTNERING FOR PERFORMANCE: Unleashing the Power of Finance in the 21st Century Organization, Martin G. Mand and William Whipple III, AMACOM, 2000.

As an attorney practicing corporate law in Delaware, I have been involved in many acquisitions, mergers, divestitures, etc., and have an understanding of the imperative for all companies and businesses to increase shareholder value. "Partnering for Performance" is the first book that I can recall reading which provides a lucid explanation of how a company can do so. The discussion is enlivened by numerous real world examples, as well as by an engaging dialog between the CEO and CFO of a hypothetical company.

The book goes on to sketch the wide range of activities that are conducted under the Finance umbrella, and offer suggestions as to how the value of these activities can be enhanced. There are two key thrusts the author recommends, which in many companies will require a significant culture change:

* Finance people must rethink their roles, and make the transition from functioning as analysts and controllers to "Shareholder Value Enabling."

* The business people and finance people in a company must work together as equal partners, otherwise known as "Partnering for Performance."

Drawing on their considerable experience as financial practitioners, the authors do not merely advocate such changes in principle. They also explain the obstacles to implementation, and offer solid suggestions for achieving the desired changes. The suggested game plan includes new roles and responsibilities for business people and finance people alike, demonstration projects such as overhauling the budget process, the integration of talented finance people into business teams, incentives for change, communications and training, and sample diagnostic tools (such as a corporate troubleshooting guide).

In sum, "Partnering for Performance" offers valuable insights about a low cost, low risk approach to increasing shareholder value. The book should be of considerable interest and value to a broad audience.

Excellent read !! There are many books about Therese. This one stands out because it presents her profound spirituality in light of the progression of her extensive illness of Tuberculosis. There is much to learn about both the effects of illness on the spiritual life and the almost ideal response to illness of one seriously seeking God.

Most books gloss over the last months of St. Therese, possibly because up until the last 40 years TB was so common that nobody really needed to hear an in depth discussion of it. After reading this book you will be deeply moved. St. Therese went through a long dark night of the soul and body and although physically crushed she spiritually soared above it. I would definitely say that this book belongs in your collection of works on the Little Flower.

This book provides a clinical report of the last agonizing months of Therese of Lisieux's life. The research is meticulous and the medical details are easy to understand. It is a complement to the Saint's writings because the reader can trace in this book her physical trials which help to understand her spiritual trials as well which were plaguing her at the time. My only criticism is that the second part of the book is a bit redundant to the first.

Rich in detail of Therese's last months; a powerful framework for Last Conversations.

I highly recommend this wonderful book as an inspiring companion to Gil Amelio's 'Proft for Experience: The National Semi-Conductor Story of Transformation Management', which I have reviewed earlier. Both books were published around the mid-nineties, but the relevancy & practicality of their lessons & insights have not faded.

It draws its intellectual cues from three principal strands of high performance: organisational, leadership & personal effectiveness. In some way, it builds on the author's two earlier books, 'The VIP Strategy: Leadership Skills for Exceptional Performance' & 'Firing on All Six Cylinders'. I have read the latter book, which has a primary focus on service/quality improvement.

What I like about this book is the author's introductory premise: Before you try to change anyone else, you have got to change yourself. Self-leadership is at the heart of effectively leading others. Self-improvement is the beginning point to team or organisational improvement. The author is also candid about his book: Many of the principles & insights are not new. In fact, they have been with us for decades, if not centuries. But we continually need to rediscover them for ourselves; repackage them for our times; & to make them relevant for today. The author is obviously driven by what works. He argues that, when dealing with personal & people issues, the fundamentals of what works have remained fairly constant through the years.

Additionally, I also like the presentation format of the book: each chapter starts with a 'Pathways' section, covering success strategies that really work, but also ends with a 'Pitfalls' section, where the author visits several Do's and Don't's for the individual as well as for the organization.

For readers who are seeking more real-world perspectives in initiating & guide change & improvement in a team, business or organizational setting, this book is definitely worth pursuing.

I have enjoyed reading this book, together with Gil Amelio's book, & I am confident readers will feel likewise!

In "Pathways to Performance," Jim Clemmer provides readers with an inspirational guide that will help anyone improve leadership abilities. It is clear that by following these pathways, great personal benefits will follow. And, of course, I loved the humor!

"Pathways to Performance" provides a valued sense of direction and reference for those struggling to behave differently and lead more effectively. Jim pulls together the many facets of leadership and management and shows how they fit to make the whole. It will become a guide for all our Team Leader/Managers.

I really enjoyed this book. It helped put leadership into perspective -- the fact that in order to change or influence an organization, I need to change myself. I appreciated Clemmer's ideas around working at becoming a better leader ("leaders are made, not born"), and the importance of continued, continuous learning. It is an easy read, with humor, lots of quotations, examples, and simple suggestions to begin *being* a better leader in all aspects of your life. It has made me stop, reflect, and write notes about what I am going to do to incorporate some of these ideas into my life. The idea of "victimitis" and recognizing the "Catch 22" of the poor-me syndrome was particularly pertinent. This book covers the entire spectrum of home life and career, which is why I find it so helpful -- many management books don't concentrate enough on the improving all aspects of life. It especially hits home the need for the leader to establish his/her own personal values and direction and to lead by example. I've purchased copies for people close to me that I'm sure will find value in this book.

Sherosky argues that corporations, like people, have a character and a soul and a set of values--and that molding toward humanistic values and away from those driven by greed is a central mandate for our time. Written well before the 2002-03 round of business scandals, it seems eerily prescient, if a bit dated in places.

A brief excerpt:

"...this whole corporate concept is still somewhat of an enigma. Governments do not know how to deal with it because legally there is this illusion of a lack of the human element. We never sat in conversation that the 'people within corporation X' did something. We just say that 'X did this or that'. We point to a collective entity as a singular, impersonal unit despite the fact that living human beings push the buttons... "Profit is not a sin, but it is the real motive and charter of corporate entities. In order to obtain a profit, those within the structure not only produce products and services, but legally hide if improprieties are used to garner the profit. Corporate structures become havens for profiteers with unscrupulous character.

"Since the corporate entity is not traditionally looked upon as a person, there appears a sense of inhumanity that is truly frightening.

"It explains how oil spills, price fixing and product failures can be treated so cold[ly] that human emotions appear missing. This inhuman quality, although a legal safeguard, is also a key ingredient to all business failures and bad press." (pp.67-68)

While the book is somewhat densely written and could have benefited by a good edit, his message is important and worth the effort.

With the recent bombshell of the Enron failure, it is becoming increasingly apparent that somethings are amiss in Corporate America. Those "somethings" are explored in this revealing expose' by Sherosky, a veteran himself of corporate structures both large and small. Vince Lombardi, legendary football coach of the Green Bay Packers once said, "winning isn't everything, its the only thing". This attitude has permeated the corporate world - nothing else matters except the "bottom line". Whether a company is a good citizen, or a concerned employer, or environmentaly conscientious has no relevance! Greed is god. Sherosky shows how this manageent philosophy is leaving a lot of money on the table. He counsels that attention to character and virtue in the market place and the workplace would result in ever-growing profits for consumer, employer and employee. If we continue the business practices of the past into the 21st century we will continue to reap the same disfunctional results. This book shows how that can be avoided. Must reading for the progressive and enlightened citizen.

Character is a quality issue, too. Integral to every business process, human nature is the greatest shaping force of corporate performance. Insightful lessons of this book promotes a deeper understanding of human nature; and teaches how to positively contribute toward perfecting total organizational quality. Audience: * Working Personnel of all levels, Managers, Union Leaders * Self-Help: Individual and Organizational Training Reading Advantanges: * Author's 28 years includes Saturn Corps. Launch Team * Exceptional insight into the physical, mental and spiritual aspects of human, organizational character development * Challenges the hot issues of teamwork, diversities of race, gender, position and empowerment

As a Professional Career Coach for women, I can see that the author has obviously spent a great deal of time thinking and researching his work. This is not your usual 'corporate strategy' book -- rather it is a work in progress. Sherosky has brought into focus the main issues between corporate success and spiritual happiness. Does one have to lose one to gain the other -- not according to the author. I agree. You can have both. His chapter on "Tapping the Power of Gender Teamwork" is one of the reasons I recommend his book to my clients. I recommend any professional, seeking a better understanding of the corporate world to read this book.

The joint project of organizational consultants and human resource experts Stephen M. Dent and James H. Krefft, Powerhouse Partners: A Blueprint For Building Organizational Culture For Breakaway Results is a handy guide to structuring a strategic partnership, whether between businesses, within a project, or with an individual, and applying the Powerhouse Model to smoothly coordinate and maximize efforts. Chapters outline a three-strep process: practicing focused leadership, building a partnering infrastructure to balance competencies, retain high-quality talent, and increase growth, and developing smart partners with creativity, openness, and connectivity to better allow for quick adjustments to unexpected changes. A practical guide for dealing with both individual and collective personalities, and making the most of human resources to focus on optimum goals.

I found "Powerhouse Partners" an extremely interesting and valuable book from two perspectives. First, as a trainer helping companies develop leadership skills it is refreshing to see Dent and Krefft focus on the concept of connections and how powerful they are in maximizing the potential of any person and any organization. They not only talk about the concept, but provide a framework any leader or person can use for building quality connections between people and throughout an organization. The specific tools and techniques described should be part of every company's leadership development program.

Second, as a CEO of a small but growing company I have been using connections and partnering since our incorporation in 1988, however after reading "Powerhouse Partners", I will be focusing even more on creating partnerships. I found the real-life examples and clarifying graphics extremely useful in understanding the specific concepts and will be using many of the exercises, forms and assessments provided in the book to help me build successful and productive partnerships for my comany.

This is a subversive book.

On the surface, Powerhouse Partners can be read as a useful guide to advanced managerial and organizational practice and techniques in the business book genre. Authors Stephen Dent and James Krefft share their business culture-building skills gained from years of practice in the corporate trenches. The book is a must-read for managers, but especially for a new generation of CEOs and CEOs-in-waiting.

The authors have written a much more powerful book than the jacket blurbs claim. Powerhouse Partners can be read as a book within a book. It is this text below the surface that interests me.

Althouh Dent and Krefft might not appreciate the comparison, I liken the book to Karl Marx's Das Kapital. Of course Powerhouse Partners has nothing specifically to do with Marx's massive text on political economic theory and his polemical critique of 19th century capitalism. But it may be like Das Kapital in its (understated) critique of outmoded practices and structures of corporate capitalism by means of an easily-read understanding of networking. Powerhouse Partners, despite the business seminar alliteration, is really radical stuff.

A descriptive title might be the more accurate Amplificatory Buiness Networking Theory and Practice, though no publisher's marketing department in their right mind would ever call it that. This book is not just a text on the latest managerial fad-du-jour, but a fundamentally different approach to organizational culture and praxis.

Network theory applied to organizational practice is the next big thing. I recommend reading Powerhouse Partners along with some other texts (this in itself would be "smart partnering," and follow the language and advice of the authors). The key partner text is Linked: How Everything Is Connected to Everything Else and What It Means by Albert-László Barabási (Perseus Books 2002). And why not two powerhouse partners for Powerhouse Partners? Throw in Emergence: The Connected Lives of Ants, Brains, Cities, and Software by Steven Johnson (Scribner 2002). Perhaps any other texts on the networking theory and complexity theory bookshelf would also amplify Dent and Krefft's book in ways the authors would approve of.

"Partnering theory," (although it sounds too much like a text on successful gay marriages) would be better described by the as-yet unnamed theory-nexus where complexity, chaos, and network theory overlap. Whatever this emerging field ends up being called, complex network theory is a gateway to deep understanding of how the world works, It also, one hopes and prays, would lead to improved business practice that is not at odds with the real world outside of the dominant corporate commercial cultures overtaking national, cultural, and political life around the world today.

Here are some specifics. Dent and Krefft write: "Smart partners drive creativity by increasing the frequency, frankness, and fruitfulness of interpersonal connections, dialogue, and collaboration" (page 130). I wonder if this is a prescription that the average CEO would actually believe (though to be sure, some lip service might be paid to it in corporate communications or HR contexts.) Yet let's accept it as intuitively correct: it feels like it would work since it uses what seems like a deep, network principle.

Yet paradoxically, Barabási has observed that increased traffic along network pathways has a tendency to create hierarchies though the unexpected development of "supernodes." Is this the opposite of Powerhouse Partners observation that "Hierarchies are being replaced with networks" (page 157)? Networks may have counter-intuitive properties. Increased traffic in interpersonal connections tends to favor the person who is a node--i.e., the person who, through an initial lucky or brilliant state condition, is positioned to become super-connected to many others. This person, whoever she/he is in the imagined hierarchy, becomes powerful, despite what the organizational charts might say. Thus network dynamics create new hierarchies which may or may not include the guy who makes all the money--the CEO.

Powerhouse Partners could be the book that begins to change corporate culture and governance because it is friendly and non-threatening. When read with some other partnering texts, its true beneficially subversive nature is revealed. May corporate culture be changed forever, and may new organic networks develop that include the big world of interconnected nature and bioregional processes, thus both humbling corporate capitalism and yet allowing rightly-scaled, sustainable development and co-evolution.

This book walks the reader through the steps and benefits of developing partnerships within their organization. I found the book to have a logical flow of ideas and enjoyed reading the anecdotes. All of us would like to work for a company that used this model with their employees and customers.

The problem with Christians and their ministers, that I am liable to as well and that Bishop Ryle addresses in this text is summed up in the following statements:

"... we live in a day of weak and feeble statements. The danger of the state of nature is feebly exposed. The privileges of the state of grace are feebly set forth. Hesitating souls are not encouraged. Disciples are not established and confirmed. The man out of Christ is not rightly alarmed. The man in Christ is not rightly built up. The one sleeps on, and seldom has his conscience pricked. The other creeps and crawls all his days and never thoroughly understands the riches of his inheritance." (p. 454)

"But to have religion enough to be saved, and yet not go into extremes, -- to be sufficiently good, and yet not be peculiar, -- to have a quiet, easy-going, moderate kind of Christianity, and go comfortably to heaven after all, -- this is the world's favorite idea. There is a third class, a safe middle class, the world fancies, and in this middle class the majority of men persuade themselves they will be found." (p. 446)

He answers the challenges of the above statements through systematic forceful compassionate stinging offending bold unashamed essays on what the Scriptures say about what Christianity is, and what true Christians are like. The readers will not only find systematic treatments on what the Bible teaches about Jesus Christ, the gospel, zeal, happiness, heaven (under the heading "Our Home") and hell, the church, holiness, charity, formalism, the absolute necessity of spiritual disciplines of prayers, Bible reading and ordinances, the end times (the great gathering and the great separation), but also piercing questions to the point that I feel as if he were forcing you to deal with the questions at hand in often an obnoxious manner which I think is very good, appropriate, and necessary. The readers will find heart-searching, self-examining questions as:

"Is your religion a matter of form, not of heart? Answer this question honestly, and as in the sight of God. And if it is, consider solemnly the immense danger in which you stand.... I earnestly beseech you this day to know your danger, to open your eyes and repent...if you only have a name to live, and a form of godliness without power, awake and repent. Awake, above all, if you are an evangelical formalist... There is no formalism so dangerous as evangelism formalism.... Whatever religion you have, never be content with wearing a cloak." (p.281-282)

There are few indeed, ministers with uncommon wisdom and vision of the signs of the times, the dangerous ones particularly; of whom Ryle is one of them, not only in the 1800's but O how much still and even more applicable today, the sober warnings from the Scriptures of the necessity of earnestness, serious, fight of faith to enter the strait gate and narrow way. "Practical Religion" is a Christian jewel that needs to be in every Christian family's library.

What does a Christian do? What are the duties of the Christian life? What are the privileges of the Christian person? How does my faith in Christ affect my day-to-day living? My outlook on life and the world around me? J. C. Ryle answers these questions with his characteristic (but uncommon) wisdom, certainty and plainness. It is no mistake that this volume of his practical divinity (the others being `Holiness,' `Knots Untied' and `Old Paths') carries a subtitle that begins `Being Plain.' If Ryle is anything, he is plain. He is straight-forward, sincere, honest and eminently practical. Ryle just plain makes sense. His interpretation and application of the texts are impeccable. He makes Christian theology and the practice of heart-religion seem so simple and obvious and beautiful that I sometimes wonder what Bible I've been reading all these years to have missed so many beautiful truths!

Ryle speaks to both common and uncommon subjects in this volume. Prayer, Bible-reading, and attendance at the Lord's Table are duties which are well-known to every professing believer. His treatment of `Zeal,' `Formality' and `Sickness,' however, are bound to make the nominal Christian more than a little uncomfortable. Ryle speaks to the heart and soul of every man. He wields the sword of the Spirit like a skilful surgeon, piercing to the division of soul and spirit, of joints and marrow. His sword strikes true and cuts deep-especially to those whose religion is a matter of practice and not a matter of the heart. It is clear that the title `Practical Religion' does not speak of a formula for mere religious action (nothing was more abhorrent to Ryle than heartless religion), but of those acts which are done by those whose faith is a way of life.

Christian, read J. C. Ryle. You will not regret it. He is a man who first and foremost loves the Lord Jesus Christ. This is the vital center of all his teaching and writing and the sole reason for his great power in ministry. Whether you are an erudite scholar or a hard-laboring farmer, a pastor or a layman, a spiritual elder or a babe in Christ--no matter where you are--Ryle's writings are for you. The love of Christ and the faith of this great 18th century saint cling to every page like an aromatic perfume. He is quickly becoming one of my very favorite writers. I have no doubt he will win a place in your heart (and your bookshelf) as well.

Here is a brief quote from one of my favorite chapters to whet your appetite: `Perhaps you have thought that if a man's religion is correct outwardly, he must be one with whom God is well pleased. You are completely mistaken. You are rejecting the whole tenor of Bible teaching. Outward correctness without a right heart is neither more nor less than Pharisaism. The outward things of Christianity,--baptism, the Lord's Supper, Church-membership, almsgiving, and the like,--will never take any man's soul to heaven, unless his heart is right. There must be inward things as well as outward,--and it is on the inward things that God's eyes are chiefly fixed' (p. 269).

Of all the books I have read in the past few years, no one has influenced my life as Bishop J.C. Ryle has. His writtings give the perfect balance of Law and grace and will help you to better understand the Christian life to a deeper and richer level. I am very thankful for the writings of this man. I would recommend his other works including "Old Paths." His expository commentaries on the Gospels are wonderful, too. Find out why J.C. Ryle has impacted Christians for over 100 years.

There is quite the movement in today's evangelical circles to the idea of "practical theology." Living what you believe, or 'walking the walk, if you will. What this movement sorely misses however is that to "live what you believe," you must KNOW WHAT YOU BELIEVE! Ryle deftly walks the line between Systematic and Practical theologies, constantly forcing the reader to stop and examine his/her own life. What is the point of theology if it doesn't impact your walk? Ryle challenges the "talk" and the "walk" at the same time. Not recommended for those who do not wish to engage in "Self-Examination," but highly recommended for those who truly wish to make Truth the reflection in the mirror of their lives.

This is an excellent resource. The reading assumes some formal theological training, so it is a resource that is more useful for pastors, educators, spiritual directors who are looking for tools to help equip lay people for ministries of prayers. Both theoretical and practical, this is a must-have for the pastor's study!

Initially a bit wary of this book title, since (as a psychotherapist) I am allergic to most things pious, I was thunderstruck from the first chapter. A church person myself, what I learned suprised me, as well as enriched me.

This splendid work by a professor of pastoral care, thoroughly grounded in theology, counseling, psychology, and literature as well -- not only revitalizes pastoral care; it also revitalizes FAITH in the true sense of the word.

Of the many ways in which I feel indebted to this book, two are especially important to me.

1) The church at its core is a community of mutuality centered in the relationship with Christ among us. Caring for each other means mutual hearing, mutual seeing, mutual service, and mutual joy, made possible by the love of the Lord working in us as a community. These are gifts bestowed upon an intimate fellowship of love that reaches beyond itself, indeed to the world. This koinonia, as it is expressed in Greek, is the subject of the first chapter that stunned me so. It is the sole purpose of pastoral care, which is an end in itself, not a tool in the desire to obtain other ends.

2) This truth includes the second one: the distinction between pastoral care and pastoral counseling from the practice of PSYCHOTHERAPY. The elegant and compelling distinction between the two is on pages 13 and 14 of the book. If you are interested in either of these disciplines, just buy the book, and start there. It is only the beginning of the treasures, but it is most revealing.

If you should be simply a titular "believer", or a church goer with a vague notion of what is going on there, or an interest in prayer as a subject to know more about, READ THIS BOOK.

I like this book so much I wrote two mini-reviews of praise during my reading of it. As I got closer to the end, I liked it more and more. I bought an extra copy and had it shipped to a friend before I was through. I think it deserves a place on every pastor's bookshelf, but it should not stay long on the shelf- it deserves to be read over and over again.

One reason I like the book so much is that it serves two purposes, and each of those for at last two audiences. Yet all are bound together in one integrated narrative, as best described in the opening paragraph: "Pastoral care cannot be Christian unless conducted in a spirit of reverence. The work of prayer is integral to every step. If we believe that it is finally God who provides what is needed, then prayer is not optional" (p. 1). This theme is woven into the rest of the book. In the chapter on prayers of lament, Hunsinger describes Job's unseen encounter with the Holy Spirit, then writes: "The unique history that unfolds between God and Job is a paradigm for pastoral care. The decisive encounter is shown to be not between the caregiver and the afflicted, but between the afflicted one and God" (p. 149)

Hunsinger presents first a "Theology of Koinonia" in which "prayer in the context of pastoral care draws persons into intimate fellowship with God and one another" (p. 3), then lays solid groundwork for understanding that prayer is the essence of communion with God.

Chapters two, three and four speak to the listening aspect of prayer- listening to God, listening to each other, and listening to ourselves. Chapters five, six, seven, eight and nine speak to distinctive types of prayer.

The book is thus both a primer on pastoral care, and a primer on prayer. It is easy to understand, written without jargon, and develops in logical manner. It can be used by pastor and layperson alike, as individuals or as a class. In fact, there are several wonderful appendages that provide teaching tips for each chapter. These are not lesson plans, but ideas to either shape or include in your own lesson plans. For instance, the ideas for teaching Chapter Two, Listening to God include a group practice of lectio divina (nicely outlined in the suggestion) and a group discussion of which Psalms might be worth "learning by heart." Many of the teaching ideas could be used as an individual reading or re-reading the book alone.

The book is almost poetic in its style. Consider this passage from chapter eight: "What does the church have to offer when natural eloquence fails? When someone shares a great joy, is it received with the dignity it deserves, or is it trivialized with paltry words of congratulations? Does the church have the sanctified imagination that can discern the sacrifice, the faithful hoping against hope, the persevering struggle that prepared the person's heart for this longed for day? Can caregivers enter imaginatively into the long night that preceded this day of splendor?" (p. 183).

The author was my professor for one class at seminary, but I did not take a basic course in pastoral care. This book has really added to the knowledge that I need to function as a pastor, both in terms of pastoral care and in my own prayer life.

I loved reading it!!! Amazing! I've already recommended it to several people. As I was reading it, I kept thinking about how much fun it was to have excerpts from the Bible, Barth and others entwined for me to read, savor, and re-read. Hunsinger presents prayer and pastoral care in such a fresh way. Deeply grounded. Rich examples. Beautiful writing. In fact, sometimes I had to stop to reflect on the beauty of particular sentences. Thank you for the hard work and prayer that brought this book to life. It is a great gift to the church.