Teams Books

AWESOME book. You have to read it. Fun- worth the price.

Big Ben: 27-4 as a starter (2004-2005 seasons)---only losses (3 of which were injury-related): Patriots, 2004 AFC Championship game (if Plax holds on to sure TD pass, we are only down 7 with about 7+ minutes to go in that game; Ben did some good things and was battling thumb and toe injuries) and also in 2005 (if Randle El doesn't get `cute' and lateral that pass to Ward, we probably win; again, Ben did some good things), as well as the Bengals in 2005 (Ben has beaten Carson Palmer's Bengals 3 times: twice in 2004 and big-time in the AFC Wild-Card game in 2005; Ben had 3 TD passes in this lone defeat and was battling a thumb injury) and Indy in 2005 (as we know, he got revenge in the AFC Divisional Playoff game; Ben threw a TD pass to Ward in this Monday night defeat and was coming off an injury-induced layoff).

Ben's FIRST NFL game: 2004 Pre-season at Ford Field vs. the Lions...last game of 2005 season: 2/5/06 at FORD FIELD, SUPER BOWL XL VICTORY!!!


So Ben didn't play a superb game in Super Bowl XL and there was some controversy...

--Super Bowl IX, 1/12/75: Steelers win 16-6 over the Vikings---Future Hall-of-Famer Terry Bradshaw is only 9 for 14 for 96 yards...BEN WAS 9 FOR 21 FOR 123 YARDS...Bradshaw threw a lone TD...BEN RAN FOR A LONE TD... Future Hall-of-Famer Fran Tarkenton's numbers were putrid: 11 for 26 for 102 yards, 3 interceptions, NO TD's! We were only winning 2-0 going into the third quarter (on a safety); a boring game. The Steelers wore their white shirts and Terry had a beard (the other 3 Super Bowls: black-and-gold shirts, Terry clean shaven)...WE WORE OUR WHITE SHIRTS IN XL AND BEN HAD A BEARD...the game turned on a VERY controversial "fumble-that-wasn't" by the Steelers Larry Brown: the Steelers left the field dejected, the Vikings were in prime territory...then the officials ruled Brown was down before the ball came loose (no way!!!!!)...and the rest is history;

--Super Bowl X, 1/18/76: Steelers win 21-17 over the Cowboys---Future Hall-of-Famer Roger Staubach almost pulled out another miracle comeback...Swann's great falling-to-the-ground acrobatic catch led to no points (!);

--Super Bowl XIII, 1/21/79: Steelers win 35-31 over the Cowboys---the Cowboys' Jackie Smith drops a SURE TD pass that would have tied the game AND our go-ahead TD was aided by a very controversial tripping penalty that cost Dallas 33 yards: Lynn Swann fell over Benny Barnes's ankles and, as Bradshaw has admitted, it shouldn't have been a flag...we were ahead 35-17 at one point...Staubach almost brought them back (35-31);

--GAME BEFORE SUPERBOWL XIV: AFC Championship game vs. the Oilers, 1/6/80: Steelers win 27-13---late in the third quarter, officials ruled that Oilers receiver Mike Renfro did not have possession of what appeared to be a game-tying TD (WRONG!!!! He was in bounds; bad, bad call)...and the rest is history...

---Super Bowl XIV, 1/20/80: Steelers win 31-19 over the Rams---Bradshaw threw 3 INTERCEPTIONS and we were losing for most of the game...until Lambert saved our butts by intercepting QB Vince Ferragamo's pass...and the rest is history
(Steelers in the 1970's: regular season---99-44-1; playoffs: 14-4)

NON-STEELER SUPER BOWL "LUCK"---
Super Bowl XXV, 1/27/91: Giants defeat Bills BECAUSE SCOTT NORWOOD BARELY MISSES A RELATIVELY EASY FIELD GOAL, one of the biggest blown plays ever!;
All 3 of the Patriots victories were by exactly 3 points...and the Eagles really blew it with poor clock management (sound familiar?)!;
Super Bowl XXXIV, 1/30/00: Rams defeat Titans, 23-16--- The Rams' Mike Jones tackled Kevin Dyson at the 1-yard line as time expired. Dyson would have tied the game; Super Bowl V, 1/17/71: Colts beat Cowboys, 16-13, via a field goal... Dallas' Chuck Howley, who picked off two passes, became the first defensive player and the first player from a losing team to be named MVP.



The Steelers have been in the Super Bowl in the 1970's. 1980's, 1990's, and in the new millennium (2000's)---
IX (1975), X (1976), XIII (1979), XIV (played in 1980), XXX (played in 1996), XL (2006)

Big Ben---ONLY QB to ever go to Championship game his first two years; youngest to win the Super Bowl (Steelers: first 6th seed to go/ win; only team to beat #1, #2, and #3 seeds on the road and win; three-way tie for most Super Bowl victories: 5, along with Dallas and San Francisco; tied for second with most Super Bowl appearances: 6, along with Denver [who have `only' won 2])...comparison to other Hall-of-Fame and/or outstanding QBs---
Jim Kelly: 0 for 4; never won a Super Bowl;
Fran Tarkenton: 0 for 4; never won a Super Bowl;
Dan Marino: 0 for 1; never won a Super Bowl;
Kenny Anderson: 0 for 1; never won a Super Bowl
Len Dawson: won one Super Bowl (and lost one, as well);
Johnny Unitas: won one Super Bowl (and lost one, as well);
Joe Theismann: won one Super Bowl (and lost one, as well);
Brett Favre: won one Super Bowl (and lost one, as well);
Kurt Warner: won one Super Bowl (and lost one, as well);
Ken Stabler: won one Super Bowl
Joe Namath: won one Super Bowl;
Phil Simms: won one Super Bowl;
Steve Young: won one Super Bowl;
Also: John Elway: after FIFTEEN YEARS IN THE LEAGUE, won two...after losing 3 very badly!

BEST run in sports history (as confirmed by a Congressional resolution!): won 8 in a row---
Bears (who had an 8-game winning streak), Vikings on the road (who had a 6 game winning streak...and Cowher NEVER won in a dome stadium before!), Browns on the road, and Detroit on 1/1/06 (where, unbeknownst to us at the time, we were headed for 2/5/06!); Bengals on the road (#3 seed, previously beat us), Colts on the road (#1 seed, league's best record, heavily favored, dome stadium, previously beat us; the Fumble, the Tackle, and the Miss), Broncos on the road (#2 seed, favored, 10-0 at home)...and the #1 NFC seeded Seahawks "on the road" in another dome, Detroit's Ford Field (where Big Ben started his NFL career vs. the Lions in the 2004 pre-season!!!)

YOU HAVE TO GET THE TWO-DVD SET "STEELERS: THE COMPLETE HISTORY" (2005; NFL Films), 1933-2004 (too bad they didn't wait a year haha!)---the main feature is 2 hours and 20 minutes long and covers 1933 up to and including Beg Ben's 2004 season; incredible. All the `lean years' (1930's-1960's; 1980's) are covered, NOT just the "glory seasons"---Kordell, Brister, Malone, Stoudt, Hanratty, etc. etc. etc. The bonus feautures are awesome, ESPECIALLY the 45-minute Jerome Bettis special-VERY IRONIC!! You will see Tommy Maddox with the Bus when they were both Rams in 1995...excellent miked-on-the-field comments, often funny, by Bus, Ward, and Cowher...Jan. 2005 AFC lowlights, Hines Ward crying, Jerome's reaction, and the tantalizing hint that Super Bowl XL wil be played in Jerome's hometown of Detroit...which makes what they did in 2005/2006 VERY story book! Also: the Bill Cowher, Terry Bradshaw, Franco Harris, Rocky Bleier, Myron Cope, Dick Hoak, and Bill Saul segments/ specials are very entertaining, as is the Super Bowl XIII feature..get this...as well as the SUPER BOWL XL DVD---2005 season highlights included, as well as the 2006 playoffs!

This book is a blast for anyone who is a Steelers fan. It is not just for trivia buffs. I love the stories, the photos and the puzzles are a hoot. And it is cheap!!

This is a great book and is very easy to read. I recommend it to anyone who loves to learn those little tidbits about the best football team ever.

Ed Bouchette wrote a terrific book.

Pedro

This book is one of the best I have ever read. It truly shows what a special place Tiger Stadium will always be. An excellent narrative and pictoral work of art. This is the best book I have read concerning stadiums and their history. Truly a great book to pass down to future generations. I highly recommend this to anyone who has a passing or a diehard interest in sports or historical buildings. EXCELLENT READING. CUDOS TO EVERYONE INVOLVED WITH THIS PROJECT.

Anyone looking for an accurate account on the history of Tiger Stadium and the personalities that played there need to buy this book. It's a must-buy for any Tiger fan and I am anxiously awaiting Bak's new book "The Corner". My only (slight) complaint I have with this book concerns the Detroit Lions. They are included but the personalities aren't fleshed out as well as they are with the Tigers.

There are many photographs of the many incarnations that this site has gone through in this book. But unlike many sports-related books, there is considerable detail to history, baseball and of course the stadium itself. Edited by two professors from Wayne State University, this book is a through retrospective on the history of Detroit and baseball in general.

A terrific book all about the history of "The Corner" of Michigan and Trumbull, home of Detroit's Tiger Stadium. Many great stories about all the events that happened there over the past 100+ years (baseball and otherwise). It's a baseball related book of course, but the stadium is the real star here! Hundreds of photos also, many obscure. Great research, and great reading too! The New Tiger Stadium will open in the year 2000, and unfortunately, the fate of the old Tiger Stadium hangs in the balance. Hopefully this piece of serious baseball history will be preserved, but Detroit has a long history of demolishing its history, so time will tell... hopefully it will be saved. It's a wonderfully intimate place to see a ball game, and would make a great place for summer outdoor concerts, celebrity baseball games, etc. Detroit had enough sense to preserve the Fox Theater, maybe that sense will carry over to preserve this "Michigan Historical Site" as well.

I enjoyed this book so much. Coincidently I finished it just before seeing a ceremony in honor of Roberto Clemente with his widow Vera present at the 2006 MLB All-Star game. From reading this book I understand why the word "Pride" is always used when discussing Roberto Clemente. This book carres the theme of Roberto's pride from beginning to end. Pride not only in himself but in his family and country. Many may say this is not a book about baseball, but those who know the magic of baseball understand that you can't seperate the game from the players. It is the great person in the player that makes the game of baseball so wonderful. Roberto was a great baseball player and an even greater man. Puerto Rico should feel honored in having him as one of their native sons.

My 12-yr old son read this book for a report.
He didn't complain too much and finished pretty quickly so I guess he liked it.

He palyed for the Pittsburgh Pirates. He was the youngest in his family, just like me. His dad made alot of money compared to the others that lived around them. Roberto rode his bike to another town to try out for a softball team. It was only a couple of miles from his home. His school was trying to teach him to speak English, and he didn't do very good, but he tried.

It was so good that when I received it, I could not put it down till the end. That night I went to bed at 4:33AM. Mr.Robert Walker, 2 thumbs up to a well documented piece of art. Again THANK YOU for this biography.

This book is a quick-read filled with great advice for putting together a team. As chairman for a committee in a business association, I was having trouble getting volunteers to do their share of the work. After reading this book, I implemented the steps the author lays out and used the techniques to handle members who aren't doing well. The ideas in this book are helping make our committee successful.

Well organized, easy to read with step-by-step guidelines for establishing a group. She also tells you how to avoid common pitfalls. Very well done.

Ever want to build a massive parallel super-computer? How about one comprising the best information processors we know - the human brain. How about a Mastermind Group!

Natalie Brecher's book is one of those "gems" that you find from time to time that is a quick read, but chock full of wisdom and insight. She has captured and made accessible the concept of synergy in a real Mastermind Team, and given us a step by step instruction manual to building our own team.

In clear language and forthright thought, Ms. Brecher gives us the 8 steps, the advantages for each step, and the pitfalls that await us if we are unaware. She eloquently makes the case for why we should even consider a Mastermind Team, then goes about helping us to know that we too can form such a team.

My Mastermind Team was formed in much the same way Ms. Brecher describes in her book. It has been an invaluable asset in my business. And in the spirit of full disclosure I must confess that Natalie is part of that Mastermind Team. What she has given to the readers of this excellent book is real, based in fact, and founded on experience. I highly recommend that you create a Mastermind Team and that your team read and understand what Natalie freely shares with you!

No one succeeds alone. This book gives you the tools and techniques to pull together a support group that provides a win/win for everyone involved. Natalie provides quotes of wisdom, the history of various support groups and the how to's so you can create your own mastermind alliance.
I highly recommend this book for anyone who desires to tap into the potential of being in a group in order to achieve more.

A good little refresher of the elements of team building, and not just specific to Six Sigma goals. It is a little palm sized book that is easily carried in a brief case for study on the plane or in a waiting room.

This is a must have for all team leaders - very useful in any case (not especially Six Sigma related).

A fantastic Pocket Guide for all members of any kind of Team, not just Six Sigma Teams.

My comments on this pocket guide are the same as those on the other two created by Rath & Strong, except that this pocket guide is probably the one to purchase in bulk quantity so that copies can be distrbuted among everyone directly involved with process improvement initiatives. Thus far, a substantial majority of Six Six programs either failed or fell far short of expectations. Why? Lots of reasons but one of the major ones is dysfunctional teamwork. Hence the special importance of this pocket guide.

Although Rath and Strong do indeed provide a wealth of information about Six Sigma, their "pocket guide" can be of substantial value to all organizations (regardless of size or nature) which need to simplify, thereby improve the process by which they produce whatever they offer for sale. Products, of course, but also professional services (e.g. legal, accounting, management consulting), memberships (e.g. healthcare providers as well as trade and professional associations such as chambers of commerce), and charitable support (e.g. non profit, tax exempt 501 (c) 3 organizations such as college and universities). Chapter One introduces the book's core concept, DMAIC, an acronym for Define, Measure, Analyze, Improve, and Control. A chapter is then devoted to each of the five separate but related process components. Rath and Strong explain how this process will guide and inform efforts to increase the ROI of resources to achieve whatever the desired objectives may be. One of this guide's greatest benefits is its ease of use: It can easily be carried within an attaché case, coat pocket, or purse, always available for direct and immediate access whenever needed. Now more than ever before, decision-makers are under great pressure to produce more and better results in less time, and with fewer resources. Hence the importance of improving first pass yield and cycle time, for example. Hence the importance, also, of enabling everyone within a given organization to understand how and why her or his efforts can -- and should -- contribute to the organization's operational excellence. For most executives, Rath and Strong offer a concise, easy-to-access, and well-written source of guidance to effectively defining, measuring, analyzing, improving, and controlling various stages of production of ideas as well as products and services.

Johnny Pesky says this book is for "real Red Sox fans". I say it's for everyone. I learned some fascinating things from this book that give me a whole new perspective on the team. Herb Crehan's talent for telling a story makes the experience all the more enjoyable.

Herb Crehan has put together a magnificant collection of interviews and through his eyes/prose has made a Red Sox fan out of me. I began reading the book to my seven year old son in an attempt to relate to his young boy's passion for the team. What a wonderful way to spend time together and I highly recommend this interesting and insightful read to those of any age.

Of all the baseball books on the market, this one is a gem. For Red Sox fans in particular and all baseball fans, this book gives an inside view of the players on and off the field. Herb Crehan has done an outstanding job of showing the reader the real world of baseball.

This is wonderful reading. The book is a collection of articles on former Red Sox players that should interest both Red Sox fans and baseball fans in general. Mr. Crehan obviously loves baseball and this love is evident in his writing.

The 2nd book and it showed all the suspense and action of the first. The action is well told without seeming over the top and the author goes a long way to show that everything isn't easy for these men.

Opening scene is great, remainder is less
exciting. There isn't as much technical
detail as in Direct Action.
Still a great book in an excellent series!

Specter did not have the pace of the first book, although it is still excellent. I enjoyed the first scene of the book, in Bosnia. But, the rescue at the castle was too much of shoot out for me. This is still better than anything out there.

The scene in the book where the SEALs do a HAHO parachute jump in the middle of the night over Lake Ohrid was so well written, I thought I was there! Characters are realistic and action is non-stop. Would love to see this story hit the big screen! Keith, you've done it again! Best SEAL Series out there. For a hoo-yah good time, you'll find it hard putting this one down.

This is a highly entertaining, funny, and tightly written memoir. Anyone interested in ghostwriting should read this book. Taylor Branch does a wonderful job with structure, with each chapter reading like a thematic essay, rather than a chronological depiction of events. I couldn't put the book down.

Russell is a wily and stubborn yet unconventionally thoughtful persona. Russell was an avid student and his opinions, while unorthodox, make a lot of sense, and thus are very humorous. His qualms with the idolization of sports stars, for example, manifest in funny anecdotes about fans seeking autographs and Red Auerbach trying to retire his jersey. And though Russell tries to depict his life in unromatntic terms - the final scene is of him giving up his clim of Mt Ranier - his story is inspirational. The path he takes from rural, segregated Louisiana - where his peers believe in ghosts - to media superstar is dramatic.

My favorite section in the book is the part where Russell describes Sam Jones's ability to take over a game, but Jones's refusal to do it very often. Jones didn't want the responsibility, he says, which confuses his teammates. The juxtaposition of Jones's great abilities to his listless and uncooperative sides was captivating. This is by far the best sports memoirs, and one of the best memoirs period, I've ever read.

Bill Russell takes you way inside to experience what playing in the NBA is all about when it works to the best it's able. A super fine book. I am glad it surfaced again in my archives. You really get the FEEL about playing a perfect game, especially as a TEAM.

This book is about life and the determination it takes to make it. It's funny yet it made me cry. It takes a boy from humble beginings to being on top of the world.

Bill Russell writes as he played; with controversy and excellence. As an N.B.A. All-Star and 11-time world champion, he knows about life and transfers this knowledge to the pages of his book. This is a book about life's victories and defeats and how to deal with them. Russell is entertaining, candid and controversial. He says what he thinks and has a great philosophy of life. This book was written in 1979, but is even more important today, as we are besieged with athletes with big salaries and even bigger egos. This book reveals a social as well as athletic history. If you can find a copy, it is well worth the reading.

1. Self-managing organizations are dynamic and capable of continuous organizational learning. The basic principles of self-managing organizations are as follows a. employees have all knowledge, information, and skills to make all decisions that concern them b. Control and coordination authority is located as close to the people actually in contact with the work process or customers. C. Authority is based on expertise and competence d. management and leadership is shared functions widely distributed across levels and departments e. access to information and feedback is instantaneous and transparent. F. Support systems are congruent and synergistic g. the role of management is redesigned to focus on value creation for customers, shareholders, and employees.

2. In complex adaptive system there exists a redundancy function. Redundancy function has a variety increasing effect on the organism's potential for responding adaptively to environmental demands. Complex adaptive systems are capable of a high degree of cooperative behavior, where self-managing groups of agents can produce higher-order behaviors that no single agent could accomplish on its own.

3. Self-managing organizations have a superior competitive advantage because they build redundancy by extending the skills and functions of their people and by relocating responsibility for control and coordination of work to the level at which the work is actually performed.

4. Why does TQM almost always fail? TQM fails because: a. long drawn out projects lose energy, momentum, and relevance in a fast-changing business environment b. the rehashing of competitor ideas versus creating capabilities that can't be copied easily, practices that are embedded within, and growth out of the uniqueness of the company culture. C. Senior management often think they are exempt from the transformational focus and divert change to middle and lower levels of the organization d. many consulting firms specialize in reengineering focus on implementing new technology or redesigning the work process.

5. When employees are engaged in creating a vision or mission, the statements are much broader to why they are doing their work than any leader would give them.

6. Participation transforms a bureaucratic organization into an empowered workforce aligned for high performance. The cardinal rule of the participative design method is that no designs are ever imposed. Organizational change and transformation is smoother and changes are sustained because employees are truly architects of the design process.

"We soon realized that many companies which adopted such methods were caught in the middle between two competing organizational paradigms: the bureaucratic and democratic. In our analysis, these methods failed to transform the DNA, or fundamental design principle, that informs how organizations are structured and managed...When we understood that these two diamectrically opposed traditions for designing and managing organizations were competng for dominance, it became clear to us why managrs and employees were often being bombarded by mixed messages and a confusing mishmash of structures, management styles, and techniques. The bureaucratic and democratic design principles are based on different logics; each constitutes a distinct class with a specific genetic order...When these logics are mixed together in efforts to shore up the failings of bureaucracy, empowerment and reengineering efforts often fizzle because the basic tenets of a traditional hierarchy have not been uprooted...This book describes the principles and methods for designing the self-managing organization. We show how companies in any industry can change and evolve to become fully self-managing organizations"(from the Preface).

In this context, Ronald E. Purser and Steven Cabana, in Chapter 8, outline fundamental choices of two competing organizational design paradigms as following:

I- Bureaucratic Structure: Coordination and control of work tasks is done by supervisor.

1. Mind Set...*People have specialized skills and are easily replaced. *The work (technical system) is designed first. The people (social system) must adopt and fit in. *Workers are cogs in the machine of the enterprise, a commodity. *Total specialization of everything. *Within a complex organization, simple jobs are created. *Tthe building block of the organization is one person- one task. *Competitive structures, processes and reward systems are the best way to produce high performance.

2. People Act As If...*The environment our enterprise exists in is stable and unchanging. *There is little to learn at work; success comes from reacting resourcefully to problems. *Procedures are sufficient to guide behavior. Change interferes with productivity and can often be postponed. *Responsibility, and blame can be shifted to others; we are separate and therefore I can win at your expense. *We don't need to coordinate work closely with other functions. Their problems are their problems. *Unspoken assumptions need not to be explored. Simple solutions to problems are adequate.

II- Democratic Structure: Coordination and control of work is done by those doing the work.

1. Mind Set...*People possess many skill sets and can do many jobs/functions. *The needs of the work (technical system) are balanced with the needs of the doers of the work (social system). *People are learners. Machines and information systems can extend the skill set of employees to many functions. *As little as possible is specified, leaving the rest to the skill and discreation of the workers. *Complex jobs are created within a simple organizational structure. *The building block of organization is the self-managed work team. *Cooperative structures and reward systems are the best way to produce high performance.

2. People Act As If...*The environment our enterprise exists in is constantly changing. *Skepticism and doubt are valuable and enable continuous learning. *Outcomes are best reached with flexibility built into the approach. *I am fully responsible for any work I agree to perform. *Every task is part of some larger whole. I can't win at your expense. *Everyone's ideas are taken seriously. Cooperation is essential for our mutual survival. *Making our assumptions explicit and exploring them is worth the temporary discomfort.

Hence, in order to transform an entire enterprise to self-management, they discuss these choices within the context of Participative Design method. And they argue that "Dmocratic business organizations won't solve all the world's problems, but they will be places where people can find meaning in their work. Work becomes meaningful when people have attained real membership status, when work is restored to its rightful place, which adds value to both the customer and to the worker, and when people are shapers and creators of the organization's future."

Highly recommended.

This book contains a number practical nuggets for executives and middle managers who are seeking to move from a command and control management style to a style that systematically enlists the participation of employees at every level of the organization. Purser and Cabana provide insightful analyses of how some of the world's most successful organizations have initiated efforts toward higher employee participation that have resulted in superior organizational performance.

This is an easy to read book that blends practical theory with best practices. This book will satisfy the interests of bottom-line focused executives, human resource professionals, and academics who are looking for actual implementations of sound theory about self-managing organizations.

The book introduces a set of organizing principles that are valid across a variety of industries. These principles are introduced in the context of case studies of distinctly different companies such as Motorola, Microsoft, and Charles Schwab. The authors shed light on age-old management dilemmas such as, "How can I give people more autonomy, but still ensure that we have order and productivity in the organization?" and "How can I accelerate people's learning that I know will be critical to our future, but still have them accomplish their business tasks that need to be finished today?" The authors present solid self-management principles that I have seen work in small and large-sized firms, and for industries as diverse as professional services and hi tech manufacturing. I highly recommend this book for anyone interested in improving organizational performance by creating opportunities for higher employee participation.

-- Tom Devane (tdevane@iex.net)

If you are struggling with questions related to your business strategy, how work is designed, and the way your organization ought to be managed - READ THIS BOOK. "The Self Managing Organization" (by Ronald E. Purser and Steven Cabana) explains why we have been on a merry-go-round of quick fixes and false promises, and what to do about it. The concepts and real applications in this book move everyone back to ground zero. By the time you finish reading, your thinking will have changed about what it takes to produce effective change, and how self-organization can be facilitated.

It will take a while to read the book. Take the time. The first half analyzes the key management methods of the recent past and dissects what went wrong. You'll understand the principles which facilitate organizational learning, put in place a team-based system of shared responsibility, and re-energize the workforce and management at all levels of the business. You'll also understand why we continue to make costly mistakes when we go about changing organizations and what it takes to be successful right now.

In the second half of the book, Purser and Cabana describe the "how" of moving from today's inadequate practices, to a lean, non-bureaucratic, and powerful future. You'll learn how to develop an urgency for change, get the right people involved, develop common, tangible goals and accelerate their implementation. One benefit of the approaches described is a results-oriented future built from a shared understanding of the business environment. Another is an energized leadership with a shared vision, and a workforce whose local knowledge is translated into effective work designs. Swift deployment throughout the organization occurs.

You might see alignment of the practical concepts in "The Self Managing Organization" with those of John P. Kotter. The alignment is, in fact, perfect with Kotter's Eight-Stage Process of Creating Major Change, as written in his "Leading Change" book. Kotter beautifully frames the steps that EVERY successful organization goes through when making fundamental change. What Purser and Cabana do is describe HOW to rapidly and effectively move your organization through those major changes. There are only two books on my recommended list. "The Self Managing Organization" pushed Kotter's book out of the number one slot. If you need permanent, pervasive change in your business, don't miss it!

Rob McClusky, Baldrige Manager, Picker International, Cleveland, Ohio

The reviews here are from the earlier part of this decade, or the late' 90s, when the Raiders were heading upward under Al Davis, Bruce Allen, and Jon Gruden. So, it was easy at that time to pass this book off as good fun.

But now that the Raiders are coming off of a 19-61 record over the past 5 years, this book takes on a whole new life, and lacks only an update focusing on what happened between Al Davis and Jon Gruden, and the landslide this franchise has been on ever since.

This book is an excellent dissection of Al Davis and the stunts he pulls throughout his life and with the NFL. His battles with Pete Rozelle and the league are not much smaller than battles in a World War. From coaching at the Citadel to moving his Raiders from Oakland to Los Angeles. It goes through Al's boyhood life and his struggles to the top of the game with the Raiders. This is an excellent book, not only for Raiders fans but any fan of sports.

Well-researched, well-written, and fun to read, this book reveals the "Genius" in all his wretched squalor and details the steps he took to get where he is. Great sport!

If your looking to learn more on this football legend, then get a copy of this. Great research on a man obessed with being the best in pro football. Gives you the ups and down in his life.