Organizations Books

Phil Crosby has the most coherent view of achieving quality of anyone I've read in 25 years of management. I continue to come back to him when I hit a quality problem in our company or those from whom we buy. This book is the best summary of his philosophy, in my opinion.

Philip Crosby is widely recognized as a quality pioneer for the concepts he drove homw with Quality is Free and Quality Without Tears. After reading, Quality Without Tears, I was struck by how deep a conviction he held that his concepts were valid. It's easy to say that now that they have become widely accepted, but it takes a visionary to act that way when they're a somewehat new approach.

The concepts which Crosby developed were a extension of the work of Dr. Edwards Deming (who also has published a bunch of books) and Crosby's work seems to be the basis of the later Six Sigma approach that proved to work so well.

A solid understanding and committment with the concepts presented on this book: the absolutes of quality, the fourteen steps process and the individuals role, will cause quality to happen if the company decides to be involved in the life long process of quality improvement.'Hassle free offers better working relationships, a smooth system and happy employees'

In Quality Without Tears, Crosby adds new layers to his original "zero defects" philosophy. He offers fourteen steps for quality improvement in teams.

Let's look at one of them, Step 6, "corrective action." The common problem with "corrective action," says Crosby, is that people don't understand what the term means.

Suppose, says Crosby, that you suddenly found a grizzly bear in your back yard: "The answer would not be to set up an armed camp to protect yourself from the bear. This is the sort of action that takes place when parts of an organization are given a shoot-to-kill license. All that results is a lot of yard that can't be used and several dead bears."

Corrective actions have to begin by identifying the source of the bears.

Another step is Zero Defects Day: "Many people rarely have exciting days at work . . . A well-planned, dignified, Zero Defects Day on which management understands what it is talking about is a delight that will be remembered forever."

Recognition also plays a role. An organization recognizes people who can serve as "beacons." These are the people who shine so brightly that they help keep everyone heading in the right direction:

"Many managers feel, somewhat cynically, that people are being paid to do their jobs and that's that. This attitude reflects an insensitivity to people that is a trademark of many hockey-style managers."

To drive his philosophy home, Crosby cites an unusual case study:

In "A Quality Carol," Emory Spellman falls asleep on a bus. A spirit appears and takes him to see his deceased partner. The partner is repairing thousands of defective items that their company has made.

This is punishment ...

"... For being the cause of the hassle other people had to live with. For not preventing these things by being interested in quality."

The apparition warns:

"All these years, you have treated quality like something you could take in or take out. Well, unless you change your ways, you are going to wind up right next to me, forever and ever, twenty-four hours a day. No time off, no visitors, no meetings ---- just all the problems you ever caused."

Predictably, three more visitors appear.

Quality Past is a former college professor who wants to retract something he had taught Emory. The misinformed lesson was to cut corners on quality.

Quality Present appears as a woman who tries to sell him on the quality vaccine. Failing in that, she brings Emory's customers to him through a television screen. One after another comes into view with a litany of complaints about the company's products and services.

When Quality Future enters, Emory finally sees the light. The final and most portentous visitor is a "severe looking person carrying a briefcase and dressed in a black three-piece suit." He has just bought the company from a bankruptcy court.

Emory returns later in the book and applies Crosby's methods to avert that fate.

Warwick has been raising by mail for years. This easy to read book offers charts, graphs, and systematic approaches to this successful, albeit investment-heavy, form of fund raising. This is an excellent book to get started or to review systems already in place.

I have seen him speak and then got this book. It is very entertaining but most of all it addresses the subject very methodically. Every reader will recognize the mediocre and unmoving writing that he is fixing and cleaning and transforming. If you are new to fund raising and need a primer on writing the annual letter (often the only fund raising small organizations do) look no further. The Expression "he wrote the book..." may just have been coined to describe this.

I used the basic approach he advocates and turned a dismal campaign around 180 degrees: from break even/loss to real money from a very tired (of the organization) list.

I have seen him speak and then got this book. It is very entertaining but most of all it addresses the subject very methodically. Every reader will recognize the mediocre and unmoving writing that he is fixing and cleaning and transforming. If you are new to fund raising and need a primer on writing the annual letter (often the only fund raising small organizations do) look no further. The Expression "he wrote the book..." may just have been coined to describe this.

I used the basic approach he advocates and turned a dismal campaign around 180 degrees: from break even/loss to real money from a very tired (of the organization) list.

I have seen him speak and then got this book. It is very entertaining but most of all it addresses the subject very methodically. Every reader will recognize the mediocre and unmoving writing that he is fixing and cleaning and transforming. If you are new to fund raising and need a primer on writing the annual letter (often the only fund raising small organizations do) look no further. The Expression "he wrote the book..." may just have been coined to describe this.

I used the basic approach he advocates and turned a dismal campaign around 180 degrees: from break even/loss to real money from a very tired (of the organization) list.

This is an amazing book that all educators and parents should read who are concerned about the travesty being forced on schools in the name of science and leaving no children behind. Coles carefully, objectively, yet with a passion for children underlying all, reviews the research findings that supposedly underlie the push for rigid, sequential, skills without meaning instruction being demanded of schools that serve low income children. Coles makes it clear that, while the present regime uses the public relations language of 'scientifically-based research', the fact is that such claims are more fiction, more the product of advertizing than truth. He further makes it clear that the real truth, real science has been both ignored and suppressed to further the ideological aims of those in present power. Michael Peterson, Ph.D. Professor, Wayne State University, Detroit.

A central theme of this book is the insight that the claims of superiority of intensive phonics instruction and phonemic awareness instruction rest on studies in which one group does heavy phonics or phonemic awareness instruction and the comparison group does either nothing at all, or an activity that has nothing to do with reading. Coles points out that it should be no surprise that the phonics or phonemic awareness group will read better after such a comparison. But Coles concludes that even this is not true: When the trained group is better, they are typically only clearly better on low level tests, eg tests of phonemic awareness and phonics. There is hardly any evidence that they actually read better. Coles has taught us that we always need to ask this question when somebody says a reading method is better: Better than what?

Coles provides extensive documentation of this point. This book, along with Garan's Resisting Reading Mandates, pulls the rug out from under the National Reading Panel's claim that heavy skills training is called for in teaching children to read.

This is a very important book for anyone interested in literacy and learning. Bureaucrats (and others) who follow dictates blindly need to know the weaknesses of the NRP and the realities of the research involved.

When the National Reading Panel was being convened and the names of the people to be on it were announced, I couldn't believe there were no primary classroom teachers. I thought, what's up with that? How can they have a national panel on how children learn to read and not represent the teachers who are in the trenches every day? They are the real experts! But the report made us out to be victims. Their selections seemed to point to the fact that teachers are no more than ignorant pawns who really "don't know what they don't know."

Gerry Coles in his book, Reading, the Naked Truth; Literacy, Legislation and Lies asks the same question. Where are the teachers? He once again shows his support for the knowledge of the classroom teacher as he questions the theoretical underpinnings of the findings in the National Reading Panel Report. All teachers base their teaching on theory. Our theory is based on what we see working and not working with the students in our classrooms. Apparently the members of the panel, even though many openly admit they are failures at teaching children to read, don't trust teachers' knowledge and abilities. Gerry does. Carefully analyzing the findings of the report and spelling out its serious flaws, in a book that is easy to fit into a teacher's busy life, he shows us that what we always believed to be true about teaching children to read, is still true.

This is truly the story of the CSS Alabama (nee 290) that was commissioned to be built in Liverpool in 1862 for the exact purpose of being a raider and to search for and destroy members of the Northern Merchant Marine. Along with it's sister ship CSS Florida (nee Oreto), it was built and mostly crewed by Englishmen. Under the Queen's Foreign Services Act, when Britain was neutral it was illegal to build men-of-war for either side.

But there was a weakness in the law such that you could build 'ships' as long as they weren't armed; but you could sell them weapons separately. This is exactly what was done to launch the two raiders, who were then outfitted in the Azores. The rest of the story centers on the efforts of the Alabama and it's crew, and the US Ambassador to the Court of St.James to get the English government to admit they broke their own laws.

DeKay does a fine job in describing the Alabama's effect on the US merchant marine and the popularity of the ship and it's crew in the minds of the world public. In the end, the Alabama causes over $5 million in damages (about $100 million in today's money), and makes the buying of insurance to be prohibitive to drive a large part of the fleet to be sold or kept in port.

He also gives plausible reasons for why the anti-slavery British would be pro-Confederacy. The splitting of the american nation would insure that England would remain the premiere merchant marine for years to come and insure the continued supply of cheap (slave grown) cotton for it's textile mills in central England. There was talk of eventually weaning the South away from Slavery (which was abolished in the Empire in 1818) but it was just lip service.

The confederacy's navy during the civil war is a very impressive display of piracy on the high sees. While most of the attention always focuses on the iron ships it is often forgotten that there were several others out there raiding the north's commerce. This book puts quantifiable numbers and daring high sees escapades onto the same page. It is a very fast read and one that gives a new perspective on the civil war. The South's daring strikes and the north's eventual efforts to hunt down and put a stop to these raiders are cataloged here and make for interesting reading. There is also a very interesting subset that looks at European policies towards the United States during this time period and a perspective that is not often gathered can be seen here. This is a must have for true civil war buffs.

Astonishing revelations fill this book. Perhaps you thought that the American civil war was fought in America and was decided at Gettysburg. The story is not so simple. The English ruling class favored the South so strongly that they flaunted their own laws and found ways for the Confederacy to build and outfit raiders in England. These few raiders destroyed the American whaling fleet and ran insurance rates so high that the American mercantile fleet was driven from the seas (and suffers to this day). The cotton textile industry in England was in disaster. Workers were naked and hungry. The ruling class was on the verge of recognizing the South and forcing an armistice on the two parties. Then the North launched the most effective barrage of the war. Charity in the form of food and clothing came from the North to the unemployed textile workers in England. The English under class, against their own short-term interest made its voice heard, and England remained neutral.

Chap 1. Montgomery: Mallory, the Confederacy's Secretary of the Navy selects James Bulloch to build a raider navy in England. Mallory has never met nor heard of Bulloch, but on the recommendation of a mutual friend (Judah Benjamin, the Attorney General) and a brief interview decides Bulloch is the man. It was an excellent choice. Astonishing.

Chap 2. Liverpool: Bulloch arrives in Liverpool unexpected and with no credentials. He presents himself to a man he has never met, Charles Prioleau, the managing director of the Confederacy's unofficial English bank, who agrees to fund the venture. Astonishing. Prioleau introduces Bulloch to an English lawyer who sets about gutting English law to allow the building of warships, on the grounds that warships without guns aren't warships. Astonishing. Do these guys know a secret handshake?

Chap 3. Number 290: Bulloch contracts the building of warship 290. Obviously a warship, but without weapons, the customs inspector ignores it.

Chap 4. Nemesis: American Quaker, Thomas Dudley comes to England to oppose Bulloch.

Chap 5. The Enrica: 290 is named Enrica. Dudley and Bulloch vie.

Chap 6. The Passmore Affidavit: William Passmore, English able seaman attests that he was recruited to join the 290, with clear understanding that it was a warship for the South. This is clearly against English law.

Chap 7. Escape: The English drag their feet and Bulloch barely gets Enrica out of England.

Chap 8. Terceira: Enrica receives her guns and supplies in a neutral port. Semmes takes command. The ship becomes CSS Alabama.

Chap 9. First Blood: American whalers around Azores are destroyed by Alabama.

Chap 10. The Grand Banks: more destruction.

Chap 11. Off the Georges Bank: and more destruction.

Chap 12. The Pirate Semmes: battle in the press.

Chap 13.'An Instance of Sublime Christian Heroism' : England is close to meddling in US affairs. Not so astonishing if you are the biggest baddest nation on the planet. America sends charity to England. The English working class wins one for Lincoln. Astonishing.

Chap 14. USS Hatteras: Semmes lures Union gunboat USS Hatteras out into the Gulf of Mexico, sinks it, and rescues survivors.

Chap 15. Straws in the Wind: CSS Florida joins the war.

Chap 16. Brazil: more ships seized. CSS Georgia joins the battle. Semmes turns a captured ship into his auxiliary vessel.

Chap 17. The Laird Rams: At Laird's, Bulloch is building two seagoing ironclad rams that could pulverize the Union Navy's wooden ships, shell Union harbors, and turn the tide of the war. Congress debates whether to authorize a raider war on British mercantile shipping. The British begin to wonder about the beast they unleashed. They need not worry for about half a century. The US cabinet considers sending a squadron of ships to destroy the rams at dock. US envoy Adams informs Lord Russell that there will be war if the rams put to sea. Russell detains the rams. Astonishing.

Chap 18. Simon's Bay: CSS Alabama is getting worn out and the crew is getting surely. The Sea Bride is captured and sold. Semmes infuriates the crew by using the proceeds for operating funds instead of paying it out as prize money.

Chap 19. Singapore: Semmes finds that the American mercantile fleet won't come out of harbor.

Chap 20. To Cherbourg: Semmes takes Alabama to Cherbourg in France, looking for a dry dock and intending to pay off the crew and request replacement.

Chap 21. Battle: No dry dock facilities are available and the USS Kearsarge shows up. Semmes figures if he waits that more Union ships will show up, so that his best chance is to fight now. The CSS Alabama badly needs repair, is leaking, has moist powder, defective fuses, and broken machinery, but Semmes chooses to fight. Alabama is lost.

Chap 22. The Shenandoah: Bulloch purchases Bombay trader Sea King to be christened CSS Shenandoah, which destroys the American Pacific whaling fleet.

Chap 23. The Claims: the war is over and Britain finds that the side it did not support now has the largest, most-modern, most experienced Navy and Army in the world. The USN has double turreted sea going monitors that could destroy any British vessel without being scratched. The upstart is angry and dangerous and wants reparations. Congress passed a watered down neutrality act, based on the British act, that would allow Irish Republicans to outfit of merchant raiders in America and operate against Britain. Astonishing. Britain's government will not settle, but wealthy interests in England begin to consider that maybe they had more to loose by not settling.

Chap 24. Sumner's Speech: Senator Sumner gives a rousing speech in the senate attributing half the cost of the war to British perfidy. The speech is a sensation.

Chap 25. Geneva: Bismarck's German Confederacy emerges. Britain sees two dangerous upstarts that might unite against her. It looks like a really good idea to settle the Alabama claims.

Chap 26. l'Envoi: The precedent set by the Alabama tribunal eventually becomes international law. Astonishing.

James Tertius (is that Ter-tee-us, or Ter-shus?) de Kay is one of the most fun writers of military history alive. He's only hurt by the fact that he writes things on obscure and unusual topics, or treats them from an unusual angle. One of his books (Chronicles of the Frigate Macedonian) is essentially a biography of a ship, and another (Monitor) is that combined with a portrait of the man who designed her. One book mainly recounts a battle (The Battle of Stonington) in which no one was killed. The Rebel Raiders recounts the Confederacy's efforts to build commerce raiders in Britain, and the American authorities' attempts, largely unsuccessful, to stop them.

The first portion of the narrative is devoted to the construction of the ships in Britain, and James Bulloch's efforts in this regard. The second portion recounts Raphael Semmes' cruise in command of the Alabama, culminating in the famous battle off Cherbourg. A third part, shorter than the other two, recounts the efforts of the American government after the war to recoup the losses suffered by the American merchant marine because of the Alabama's cruise. Many ships that weren't sunk were sold to the British, who wouldn't, of course, pay full price or sell them back after the war.

De Kay is especially good at personalities, and this story abounds with them. Bulloch and Semmes are portrayed as interesting characters, and Charles Francis Adams, the American minister in London (a 19th Century ambassador) is active throughout the story. It's fascinating.

I do have a few criticisms. There's no index, and the one map given is inadequate. There was an attempt to recount all of the vessels purchased in Britain during the war, but the Stonewall, which made it out of port, and wound up in Cuba only to find out the war was over, isn't mentioned. Perhaps he's left that out for another book.

Given all of that, this is a wonderful book, and I recommend it strongly.

This is a book that every Christain should read. It is truely a wonderful read.

Prior to reading, I was familiar with Allen Ross (Holiness to the Lord), but this was the first Ross title I've read. Overall, I think it's a masterful study. I was skeptical on whether it would really be a book for all Christians, "regardless of tradition." Really, there are very few theological biases that enter the book. Ross's central concern is to understand the development of worship in the Bible. He admits that all denominations do things well, and his purpose is not to make one change denominations, etc. I truly think all Christians with appreciate this book, and glean great insights. Ross, himself, is somewhat difficult to pen down. He's Episcopal, but in the past has been Baptist, Methodist, Presbyterian. He approaches many issues from a Reformed point of view, but I think Arminian and Catholic readers would get a lot out of this book.

For several years, something has been missing in my life--this book has shown me exactly what that is. Genuine, heart-felt worship. The book is well written. It opens up the entire scripture (along with early church history) and leads the reader right to the feet of Jesus--and thats where I found I needed to be. For the most part, it is instructional, but has many moments which are magnifiicent and which stirred in me that "knowing" that I already know but have forgotten or let grow dim. My thanks to the author for helping me to be reminded.

Many local churches have been torn apart by what has called the "worship wars". Battles between "oldtimers" with their set way of doing things as Baptists (or Methodists or Presbyterians or ...) have always done them against the "young turks" with their marketing surveys and praise choruses over the format of worship with each side determined to have its way. Often the solution is to have different style services that imposes a congregational split along generational and socio-economic lines. Unfortunately, there seems to have been an assumption that the Holy Scriptures have little to say on the issue and it is merely one of style and not substance.

Allen P. Ross, a professor at Beeson Divinity School, goes a long way in demonstrating the fallacies of this line of thinking in his important survey of Biblical worship Recalling the Hope of Glory. Working his way from Genesis to Revelation, Ross sheds light on just how much the Holy Scriptures tell us about worshipping the Lord God. Dividing the book into ten parts, each dealing with a phase of development, Ross outlines how God's plan for worship was progressively revealed just as His plan for our salvation was revealed. From the creation to the last trump, we are being led to our true end in the communion with the living God. It is absurd to think that there has not been revealed some level of understanding that is to assist us in moving us toward that final destination.

Ross begins by discussing the purpose of worship. We cannot understand the purpose of worship, the author contnends, until we see its link with the nature and atributes of God. The knowledge we have of God from the revelation of Him in Holy Scripture (i.e., God is holy, God is omnipresent, God is righteous, etc.) all play a role in our understanding the glory of God. Our response to being confronted with the glory of God is to be fear, adoration, confession, commitment, and finally the participation in ritual acts and religious observances that reflect upon God's glory. The observances of God's people have always centered upon sacrifice, proclamation, praise, prayer, and covenant renewal. Each of the ritual acts can be seen from an intellectual, aesthetic, corporate, and moral sense and each of these views satisfies a need of the human spirit. True worship can thus be seen as the celebration of being in a covenant fellowship with the triune God by means of praise, adoration, commitment, and ritual as we have faith that God's covenant promises will be fulfilled.

Ross then examines how the memory of paradise impacts worship. The construction of the Temple with its different levels of access to God symbolically reconstructs the world before the fall while emphasizing that access to God is no longer direct but requires a mediator. The effect both looks back to paradise but also looks forward to reconcilliation with God through the one true mediator Jesus Christ.

Pointing out how, at the time of Abraham, worship since the time of Noah had deteriorated into fertility cults governed by elite priests, Ross shows how God called Abraham and his descendents back to a true worship of Him. An important part of the worship was a sacrifice accompanied by a proclimation of faith in God at the altar. This proclimation was not only through words but also in ritual acts that demonstrated faith in the promises of God throughout the believer's life.

Ross then turns in successive sections on the details of how sacrifice and praise were integrated into the worship of Israel. The combination of prayer and ritual are not in opposition as commonly believed by many but are complementary in true worship. The author follows the development of Jewish worship from Sinai to the Temple and how the two formed a cohesive plan for the Jewish liturgical celebration.

Even with the establishment of worship ordained by God, the fallen nature of man still led yet again to corruption. The author covers how, on different occasions, Israel fell into pagan idolatry. Even when not turning to pagan beliefs, there was also the hypocrisy of those who claimed to be holy but bore bad fruits as injustice and immorality reigned. In such times, God chose prophets among His people to rebuke them and announce both punishment and eventual redemption.

Then turning to the New Testament, Ross shows how Jesus continues the prophetic call to Israel to turn from the hypocrisy of its religious leaders but also now institutes the New Covenant worship. New Testament worship is worship of Christ that is done in Christ as the believers are identified with as His Body. Worship was transformed by Jesus at the Last Supper where He identified His body with the bread of affliction and identified His blood as to be poured out as He pointed to His coming sacrifice on the cross. The institution of the Holy Communion serves is not a mere memorial in the modern Western sense but serves to keep alive the New Covenant promises for the believer.

The author then points out how the New Testament Church would build upon the existing Jewish liturgical tradition with this new ritual. Jewish concepts were reinterpreted through the New Covenant with Christ. All aspects of worship became Christocentric with both Word and Sacrament an indispensible focus of the liturgy.

Ross goes into much detail on the structure of the early Church liturgy, its reliance upon Jewish precedent, and its subsequent development to reflect the new Christian covenant. Many Evangelicals might be surprised and perhaps uneasy by the "Catholic" appearance of early Christian worship. It should be pointed out, however, that all Christian worship until recent centuries followed this basic form. The worship of Israel was always liturgical as was the early Church and all churches that can trace its history from before the Reformation. Among the Churches of the Reformation, the Lutherans, Anglicans, and many Reformed also retained the basic structure of the historic Christian liturgy.

One element that has until recently been downplayed is the eschatological ends of worship. As we come together to thank God and praise Him we should also be reminded of His faithfulness not only in our past and present but also in the future as His plan will be fulfilled. Ross shows how the views of Scripture about the end of days are brought into the liturgy and how elements of true worship point to the coming eschaton. Just as the liturgy and the structure of true woship has always pointed back to paradise, so it also gives us a glimpse of the coming day when we will experience the full presence of God in His glory.

Ross finishes with a list of principles for more glorious worship. These serve to transcend the "worship wars" that too often center on passing styles that are peculiar too a particular generation and places the focus squarely on Christ and how we may proclaim His glory. The implementation of these principles would call for a change among worshippers of the "megachurch" or "emerging church" movements but also among many Evangelicals whose liturgical outlook was formed by earlier "revival" movements that sought emotional experiences at the expense of losing a sense of God's transcendent glory.

Rarely has a book dealt so frankly and honestly with the issue of liturgy and its implications for Evangelical Protestantism. Allen P. Ross has given us a rich and powerful evaluation of the essential elements of true woship that is deeply rooted in the Holy Scriptures and communicates how the true worship of God has developed in response to the progressively revealed state of God's Word. Recalling the Hope of Glory is a challenging work that should be read by anyone concerned with the worship of the God of Glory.

Not since Jonathan Kozol's "Death At An Early Age" (1967) have I read such a gripping account of the daily struggle present in an urban school mired in poverty. Written by a teacher, this first person account illustrates the sense of futility felt by faculty, staff, parents, and most importantly, students. Add to this mix the impact of decisions made by a high-priced business turnaround team, none of whom had any experience in the field of education, which resulted in decreased test scores, huge loss of accreditation points, and lack of basic services. Anyone who cares about the entrenched culture of generational poverty must read this book.

This book addresses the educational situation in the St. Louis Public School system during the 2003-04 school year. The picture painted represents the reality of real issues face in an inner city school and does not attempt to gloss over the numerous problems encountered by today's teachers throughout the country.

The author recounts her experience working in the St. Louis Public Schools during a watershed year in which the school board hired a business turnaround team to improve the school system. The outcome was catastrophic and a bad situation became far worse as test scores dropped, schools were closed, and many employees lost their jobs. Interestingly enough, the turnaround team has been hired by both the New Orleans and New York Public Schools to consult within the past 2 years. Couple this with the problems found in urban schools throughout the country, which are articulated here as well, and you truly have a recipe for failure.

For those of us asking the question, "What is happening to our city schools?" this book has the answers. Marilyn takes her reader along as she embarks on a journey she never expected or imagined. The combination of her careful research and teaching experience at a city middle school makes this a "jaw-dropper" of a book. Read it if you truly want answers; it will challenge, enrage, and inspire you!

The author's inside perspective should cause the educated reader to consider the immense harm that a school board can cause children in the district when the board succumbs to organizational thinking and outsources the discharge of its fiduciary duty. Definitely a well written eye-opener. Reliving the author's experiences as an educator in the St. Louis schools was somewhat like watching a train wreck, only in written form.

This book is essential for anyone need to involve with BPR.

Other books tell you about reengineering and its benefits. Rarely do they tell you how to do it. This book is the exception. Its main focus is the "how". It provides enough details on a reengineering methodology to guide a project. Normally, the only other way to obtain a methodology is from engaging consultants. The methodology discussed in this book is comprehensive and practical. This is a must read for any person involved or going to be involved in business-focused or reengineering projects.

Manganelli and Klein posit a process reengineering methodology that they call 'Rapid Re(TM)'. It consists of five phases: Preparation, Identification, Vision, Solution, and Transformation. The book explains each of the five phases and breaks them down into a 54 step action plan. Successfully communicates how their strategy should work and provides a number of concrete tools and examples for implementing this kind of project.

Over the past few years, re-engineering has gotten a bum rap. At best, it's been trivialized as a Dilbert-ism; at worst, it's a code word for layoffs. But as "The Re-engineering Handbook" shows, re-engineering is a very real -- and very sensible -- tool for evaluating and enhancing workplace productivity and competitiveness.

The book provides a concise overview of business process re-engineering. The exact process that the book uses (Rapid Re) is straightforward and manageable, especially when compared with other approaches such as Six Sigma. And no, the book doesn't simply recommend layoffs (in fact, it emphasizes job reassignment and re-training over wholesale terminations). The book is informative enough so that a workgroup with minimal re-engineering experience could at least get a healthy start into the process without first turning to a pricey consultant, though more background into specific techniques such as project management and process mapping are needed.

Written in the pre-Internet era, parts of the book seem dated. But the core techniques remain sound. "The Re-engineering Handbook" should be at the top of the reading list of anyone who expects to get involved with a re-engineering effort.

Anyone who has ever worked in an organization has witnessed the paralysis that sets in with failure, reprimand, disappointing results or unfulfilled expectations. That recognition is palpable throughout this book. The deepening loss of power that follows seemingly small pitfalls or mediocre human interactions is extremely damaging and spreads to each and every aspect of an organization. Martin does a great job of both carving out the territory of these viral disempowerments, and of showing us how to bring greater authenticity to our work and communication to turn around these conditions. A correction in the psychological or cultural environment can be powerfully segued into an opportunity for more strategic thought and alignment of behavior with an organization's vision. Having seen so many of these cultural viruses do irreparable harm to both people and business results, the book has become a wonderful addition to an arsenal of tools that is never complete. I highly recommend The Responsibility Virus to business-people of any level of authority.

Amie Devero, Author of Powered by Principle: Using Core Values to Build World-Class Organizations

Ever notice how offices (maybe even yours) are split between the doers and the idlers? Ever notice the resentment that accrues in workplaces where control freaks do everything and ne'er-do-wells do nothing? Ever wonder how such jaded office environments came to be, and whether they ever could change?

Well, step right up, dear reader, because this book decodes the phenomenon that cruelly saps the morale out of even the most capable of offices. Labelling this task imbalance as the `responsibility virus,' Roger Martin seeks to render a diagnosis and prognosis of this nefarious sickness. Martin, with the assistance of psychological and biological principles, explains how the basic `fight or flight' response leads many to assume too much or too little responsibility in times of stress. This results in a causal chain reaction where the other workers correspondingly take positions on the opposing end of the spectrum to best complement this initial game opening. As Martin ably explains, these positions are never static; over-responsible persons eventually become under-responsible, and vice versa. This is essentially a never-ending dance that may eventually destroy an entire office.

So what to do, you ask? Martin proposes four separate strategies that are designed to purge the workplace body of this virus, all of which may be used on their own or in combination with the others, depending on the state of the virus' evolution and the players' goals. These different methods all have the share the same central goal: maximizing inter-office collaboration and thereby ridding the workplace of the responsibility virus. They are all very easy-to-understand and readily adaptable to many workplaces. Martin's generous use of case examples also provides a context to identifying problems and their respective solutions.

Martin's most intriguing strategy is to redefine the nature of true leadership and, by extension, corresponding `followership.' Martin entreats the reader not to accept the canard of the `man on the horse;' the heroic, all-knowing, all-powerful leader who can jump into the fray at any given moment and single-handedly solve a vexing problem, while his minions listlessly stand by waiting for the hero to save the day. Rather, true leadership fosters collaboration; followers contribute to the best of their abilities and open lines of communication are maintained throughout the various levels of management.

In all, this is a persuasive read that is very ably argued. Although I felt the conclusion was a bit rushed (where Martin makes a u-turn from his central argument that people's actions are dictated by their governing values), readers would be hard-pressed to write the book off as unhelpful. Use it in your business life or even your personal life; the book is a powerful suppressant of the responsibility virus.

This book explains in very simple terms why some people are so driven while others just go on a cruise and the relationship between the two.
If you ever feel overwhelmed at work and often find yourself wondering why others don't pull their own weight - this book is for you.
If you feel like you could do so much more at work if only given a chance but lack the confidence or the knowledge to go for it - read this book.

Roger Martin has lain down business organizations in the therapist chair, but you won't notice it because the author avoids skillfully the psychological labels currently in vogue.

If you often wonder about why you end up working more than others, why some people don't understand what you clearly state or why everybody sees what is wrong in the company and they don't do anything to fix it, this book is for you. It goes to the root of the problem, explains it plainly and offers a step by step program to solve it. The book also provides a better understanding of what's behind the Enron debacle and the government agencies mishandling of security issues before, during and after September 11.

It doesn't matter if the reader is a CEO, a manager, a professional or a secretary, he or she will find familiar faces and situations; people that could be your boss, your vice-president of sales or your managing editor. Why do we have the chance to see ourselves and others in these pages? The book is simply about human nature. It deals with the underlying emotions, culture and language that make many bureaucracies what they are: an incompetent and unfulfilled mass of otherwise intelligent, good and hard working people.

Martin explains that lack of collaboration between leadership and other parties in the organization brings an unbalanced approach to responsibility. The author describes what he calls the "heroic leader", which takes more responsibility that he or she should. Conversely, the other parties react giving up responsibility. Once the leader is unable to meet the goals, he or she sits back and takes the position of the followers. Meanwhile the frustrated followers take responsibility for their part, but because they can not attain the needed broad or bold solutions, parties induce the leader to take again more responsibilities that he or she can handle, and the infectious cycle of dependency starts again.

The mysterious Responsibility Virus is nothing more than the very human fear of failure. According to Chris Argyris, cited in the book, there are "governing values" that guide the way we interpret and deal with the world. They reside so ingrained in human nature that they apply to people across ages, cultures, economic status, and educational levels. Humans-Agyris claim--will always try to win, maintain control, avoid embarrassment and stay rational in any situation. Fear of failure triggers the governing values and they make us either take more responsibility (fight) or abdicate responsibility (flight).

Martin proposes the use of some "tools" to improve collaboration (choice structuring process), eliminate the mistrust and misunderstanding (frame experiment) and to balance capability and responsibility (responsibility ladder) among the parties in the organization. All these tools have the general objective of untying the person from the situation that requires attention and put aside the biased frame of mind from which we see the problem. Once all the parties involved in decision-making have a better perspective of the issue, they are in a position to find a middle ground between capabilities and responsibility.

It is at the end of the book, redefining leadership, when Martin describes the leader as what sociologists or psychologists would call a mature personality. According to the author, a leader should be capable of splitting responsibility through dialogue, apportioning responsibilities in keeping with capabilities, but more importantly, making apportionment discussable and subject performance to public testing. Although he doesn't mention it, you have the sense that it is the leader a significant carrier of the responsibility virus and also accountable for spreading his or her fear of failure throughout the organization.

In these times of leaders finger-pointing at each other and frustrated managers turned into audacious whistle-blowers this book is a timely required reading to understand not only organizations but the world around us.

Why can't we hear God and understand what He is saying today is the question and "Restoring God's House" tells why. We look like Christians but the things we do as Christians are an insult to God. Dr. Reid has made it simple to understand. We have fallen into a spirit of religion. I thank God I am free, that I have a relationship with God. This book is a good tool for anyone seeking the truth about what God is telling us to do in this hour. Somebody once asked, "Can you handle the truth?" It's time to take the full responsibility for the truth.

God has turly blessed Dr. Reid ,to have his finger on the pulse of what the chuurch of the 21st century really needs to regain its rightfull place as a change agent for society. This book is a gift to the entire body of christ and can and will radically change the lives and ministires of all those who read it. Thank you Dr. reid for this tremendous gift .

This book by Dr. Frank M. Reid, III is a vital piece of information for the leaders of today and tomorrow. Dr. Reid is a remarkable teacher and preacher who has a heart for the people of God. If you need your marriage, home life, or work life restored, read this book and watch the transformation. It has changed my life and made me a better servant for the Lord Jesus Christ. Thank you Pastor Reid for your revelation knowledge.

Dr. Reid has articulated the core requirements of Kingdom Living. Inspired by God this book has caused a revival within that offers priority,promise and provision for me and others willing to follow the guidelines discussed in this book. I am convinced that readers will be blessed, allowing us to commit ourselves to Restoring the House of God! This is an excellent read.

Finally an evaluation measurement system that works! I have used this approach as a foundation for creating, redesigning and managing two corporate universities in Fortune 100 companies. The RESULTS method worked where the traditional approaches didn't. The Kirkpatrick approach was too complex to implement and our senior management customers wouldn't buy into it.

The RESULTS model worked so well that in both situations, our HRD budgets increased even as the organizations were cutting costs. The RESULTS model provides a simple, easy to implement, business framework for rationally calculating return-on-investment decisions about training, organization development, and performance improvement projects. You may know that your work as a performance-improvement professional adds value, but not feel that you are getting the recognition you deserve. Use this approach to prove your contribution to your organization's bottom line.

Even if you think no one cares, your internal customers are making these decisions all the time when they approve, slash, or don't approve your budget and projects. Why not give your customers real numbers to work with rather than let them use their imagination? You will find that your credibility increase exponentially. Systematic Human Resource Development is a solid, cost-effective business investment.

My only critique is that there isn't more data showing how well the approach works.

Richard A. Swanson and Elwood F. Holton, III, based this book on valuable material, drawn from various organizations' positive reactions to their Results Assessment System. However, the book's writing actually obscures the value of their material and method. This would be just a subjective matter of style if the book were dull and boring. But that is not the case. The writing is disjointed and unclear, severely handicapping the reader's ability to discern much of what the authors are trying to convey. Nevertheless, we [...] recommend that human resources professionals all pick up this book, simply to extract the authors' system for measuring employee performance and learning. The system itself is - the creators should thank their lucky stars - a much more valuable resource than this documentation of its logistics and performance.

This book is the most useful resource I've encountered in the assessment arena for training and organization development efforts. The book outlines three areas of assessment: PERFORMANCE (system outputs and financial results), LEARNING (knowledge gained by participants & expertise that can be demonstrated by trainees), and PERCEPTION (reactions from both participants and stakeholders). The processes are described for each area using straightforward language, and sample templates show how deliverables could look for each type of assessment. Overall, the structure of the book is logically assembled with references to research supporting the main ideas. I especially found useful the discussion on performance drivers, measurement of outcomes, critical outcome technique, and the certification of core expertise. The book also contains usable information on drawing conclusions from assessment data, key questions to be answered when planning an assessment, and advice on conducting practical, credible assessments. Finally, the assessment framework described in the book makes sense from a business perspective and should help almost anyone be more effective as a practitioner. If you are planning or designing an initiative that involves changing how people do work, you'll likely find benefit from using the framework, tools, and techniques outlined in this book.

This book is a must for every Human Resource Development (HRD) professional! Swanson and Holton make the case for the need to measure performance results, not just stakeholder reactions, if HRD is to be seen as a legitimate business partner and contibutor to organizational performance. To this end, the authors have written a book for the everyday HRD practitioner, not the theorists. They present a comprehensive system for assessment of HRD interventions built around a logical five-step process. A full compliment of simple, yet powerful, tools is presented, which will enable any HRD practitioner to conduct reliable and meaningful assessments of performance results.

In the future, HRD must sit at the table, not only as a contributing business partner, but as an organizational leader in performance improvement as well. This book is a starting point for HRD leadership. I've used it - it works!