Organizations Books

A very clear and practical view of the Balanced Scorecard tool. The text has the right amount of theoretical background and gives very enlightening exemples and advice to those interested in this field. However most of the exemples comes from private sector and non-profit organizations. Little from government and armed-forces.
But in general terms this is an excelent book. I recommend it.

This book is informative and keeps your interest. Lots of case studies and examples. The author keeps the focus on why scorecards should be used and places emphasis on how to keep them useful.

Balanced Scorecards make lots of sense for the For-Profit world for which they were originally developed. What makes this book so good is that they have concentrated on what makes Non-Profits different and how to conceptualize how the BC works in that arena. The book is well written and easy to understand. It is a must for all non-profit execs.

Very helpful approach in developing a measuring tool for monitoring ministry growth and tracking to Vision.

Managers face competing interests in running a company. Their compensation programs are set to try and focus their performance, but if it is only set on revenue the company might end up losing money while paying the top executives big performance bonuses. If it is on net income, they can manipulate the accounting by cutting the heart out of future business, again, damaging the company while getting a big paycheck. If you put them on straight salary, you won't be able to hire most of the best talent. So, what do you do?

The Balanced Scorecard was originally created in the private sector to create management goals that, yes, balance a variety of factors. You use historical and industry data as well as current performance metrics. The interests of shareholders and stakeholders are also balanced in some way, as are any other combination of factors that can help managers get a better picture of what matters to the success of the company and the benefit of its owners, its employees, and its stakeholders.

This book takes this tool and shows you how to adapt it to public sector entities and nonprofit agencies. Paul Niven draws on his years of experience and shows you how to tweak the model and use it to increase your organization's effectiveness. He also takes us through the success story of Charlotte, North Carolina.

If you are interested in this model and are a governmental agency or a nonprofit organization, this is a fine resource.

Reviewed by Craig Matteson, Ann Arbor, MI

This is a great book for all Christians to read. It puts creation back into perspective and establishes all the solid biblical proof for why creation had to exist in both space and time. Unbelievers will scoff but in this book believers will be reminded of who they are and where they came from.

One of Schaeffer's best that I have read.He looks at the start of time for us not God, since God is eternal.It really made me stop and think. Also to look at Genesis in a whole new way

It definitely would have gotten 5 stars had it been a little longer and more detailed. Here is my report on it for a class I had:

Perhaps no chapters in the whole Bible are as important to our faith than the first eleven chapters of Genesis, discussed in this book. These chapters provide the foundation for our faith, and our understanding of reality. In this book, Francis Schaeffer examines some of the concepts which come from these chapters. He also emphasizes the need for the belief in the actual historicity of these chapters. I think it has become common among Christians to try to “spiritualize” these chapters; to say that they are not historical, but are meant to convey general truths. Schaeffer, however, sees the absolute necessity of the belief in the historicity of these chapters.
First, we have the foundation for the belief in creation by a personal God (in contrast to an impersonal one). Many, including pantheists or deists, believe that the world was created (or at least “formed”) by an impersonal being(s). However, this does not adequately explain personalness of mankind. If God is not personal, then there is no basis for man being personal, and since man is indeed personal, we would have to conclude that the belief that an impersonal being created the universe does not provide a proper explanation of reality (Schaeffer 20-21). In Genesis, however, we have the explanation: we are told that a personal God existed in a triune nature, communicated within the trinity, and specifically created the universe, and mankind, in order to communicate with us on a personal level (i.e. God talked personally with Adam and Eve) (21-22).
Adding on to this, since God created us purposefully, not as an accident, and in his image (imago Dei), we have in Genesis the foundation for the belief in the intrinsic value of mankind. Today’s culture, with its belief in the evolution of man (whether they believe that there was a God who started the process or not), has no real basis for claiming that humans are somehow valuable (46). Indeed, many have realized this, and now claim that humans and animals are just as valuable. We can see this is organizations like PETA, who often put the rights of animals before the rights of man. The refutation for this is found not only in the imago Dei of man, but in the dominion mandate, when man is given dominion over all the animals of the earth. This does not mean we should treat lightly our responsibility to care for creation, but it does mean that man’s rights should come before animal’s rights.
Also, within the Genesis account of the creation of mankind we find the creation of woman from man’s rib. This is the foundation for the unity of man and woman, the unity of mankind. Other worldviews have some problems explaining why humans should be united. After all, we do not see animals of the same species united in quite the same way that humans do. Why is it that mankind cares so much about fellow men? We find the answer in Genesis: we were created to be united (45).
Another important foundation in Genesis which Schaeffer pointed out is the foundation for moral absolutes. If God did not create everything, then we do not have a basis for deciding what is right and wrong, and we must then believe that whatever is is right (48). In Genesis, however, we have a basis for denying that what is happening in the world is the way it should be, while other worldviews cannot even claim that there is a way it should be.
We find the explanation as to why things are not the way they should be in the account of the Fall. Since that time, creation is marred and man has lost some of his capacities. If we do not acknowledge this account, we once again have no basis for saying that the world is supposed to be different. If we do not acknowledge the Fall recorded in Genesis, we must conclude that humans are the way they are supposed to be. Perhaps this is why people deny the intrinsic value of man: because they do not acknowledge that he is not supposed to be a corrupted being, they do not know that he does not act according to how he was created to act. They then see a corrupt being often bent on self-service and other evils, and, with no knowledge of the Fall, why should they not conclude that, at the very least, humans are not a whole lot better that animals? In the Genesis account, however, we find that man has fallen, but that he still retains the imago Dei, even though it is much harder to see now.
Also found in the Fall is the explanation as to why the four separations of man exist: man from himself, man from man, man from nature, and man from God. Man is separated from himself, which is seen in psychological problems (98). Man is separated from man, which is seen in wars, strife, alienation, etc. Man is separated from nature: he has lost some of his dominion over it, and nature itself is sometimes used as the vehicle of judgment upon sin (100). . Most importantly, however, man is separated from God, he can no longer communicate with Him on the level that he was created to communicate on.
However, we also find in Genesis the foundation for the belief that God can communicate to us, even though we are not perfect. Schaeffer points out that after Adam and Eve sinned and hid themselves, they communicated with God (60). Sin does not stop communication with God, it merely hinders it. We also find the foundation for the belief that God would redeem his creation. In Genesis 3:15 we hear of the “seed of woman” who will crush the head of Satan. We believe this to be Jesus Christ. Already in Genesis the foundation was being laid for the redemption of creation, and the solution to the separations of man (108).
Finally, we find in Genesis the foundation for the belief that history is going somewhere, and it not merely cyclical (Eastern thought), static (existential thought), or eternal (naturalist thought). It has an absolute beginning in the creation account, and is headed toward a set end (Revelation).
These are just some of a multitude of foundations and explanations in Genesis 1-11 for what is believed in and seen even in today’s world. There are numerous others which I did not have time to cover, such as the basis for the division of human history with Cain and Abel, the (possible) basis for mythology in Genesis 6:1-2, the foundation of languages with the Tower of Babel, etc., so I attempted to cover the ones I thought were most important. These foundation and explanations are vital to the Christian worldview, and this is why Schaeffer is vociferous about believing the actual historicity of these chapters. There are two major reasons why we must accept their historicity. First, if we do not accept these things as historical events, we lose the foundations. They cannot simply be spiritualized, because they then lose their validity as explanation for the real space-time world. Secondly, if we are Christians, we must accept the historicity of these chapters, or else our faith will be undermined. Jesus, as well as Paul and the other NT authors treat these chapters as historical events. If we deny that these are historical events, we must conclude that either Jesus was wrong, or that the gospel writers misquoted him. Either way we lost the foundation for our faith: if Jesus is wrong he cannot be God, and if the gospel writers are wrong about this we cannot know that they are not wrong about other important events which they record. In essence, we either lose the belief in the deity of Jesus or we lose the belief in the reliability of scriptures, which I would contend results in the downfall of Christianity. Neither option is acceptable, so we are left with only one option: to accept that the first eleven chapters of Genesis must be understood as historically reliable by Christians.
Unfortunately, this has not been my experience in church. I went to two different churches in high school, and both presented different views on Genesis 1-11. The first, my home church, refused to take an official position. They claimed (and taught) that we did not know whether it really happened the way Genesis describes, and that it was probably just a story to tell us that God created the universe. The rest of Genesis (as far as I know) was affirmed, but I seriously doubt that the importance of it was realized. The other church I went to strictly followed the account in Genesis, and they were militant literal, seven-day creationists. They also never mentioned the importance of that belief, nor of the rest of the belief in the historicity of the rest of Genesis. While reading, I have frequently come across interpretations which reject the historicity of Genesis 1-11. The most notable example that comes to mind is C. S. Lewis, who rejected at least the historicity of the story of Noah, saying that “Jonah and the Whale, Noah and his Ark, are obviously fabulous; but the Court history of King David is probably as reliable as the Court history of King Louis XIV.” (Clives Staples Lewis. God In the Dock, (Grand Rapids: Eerdmans, 1970), 58.) I think that it is very important that we realize that this is not an acceptable interpretation. We have already looked at why these chapters must he seen as offering real history, and now we need to make sure that this information reaches the people in our church congregations. I have yet to hear a sermon in church dealing with this issue, which is not good, since it is the foundation of our faith. This needs to change, and we need to go back to Genesis in our preaching so we have a foundation for the rest of the story.

Francis A. Schaeffer (1912-84) was an American Evangelical theologian and philosopher whose works were very influential on Evangelical thinking. In this fascinating book, Dr. Schaeffer takes a look at the first eleven chapters of the book of Genesis, which many Christian thinkers seem to find irrelevant to a truly Christian worldview. On the contrary, Dr. Schaeffer shows that the early history of man, as contained in the beginning of Genesis, is crucial to understanding why man is the way he is, and how God works with and through man.

I must say that this is a truly mind-expanding book that goes a long way towards giving the reader a truly Christian view of the man and the world that he inhabits. I mean, how is man "fallen," and what was and is his relationship with God? These are crucial questions to understanding the very foundational concepts of our religion, and the answers are contained in this book.

This is a great book, and a true classic of Christian thought. I do not hesitate to say should be read by all believers.

Christianity contains the answer to the modern man's questions. This book provides the foundation for Christian belief and the understanding of an infinite personal God who is there.

A must read...for all

For any non profit seeking to raise the visibility of its organization, we at the Giving Circles Network recommend that you read this book. It's all about branding and what you're saying to the world. If you are interested in gaining the attention of donors, including of Giving Circles, definitely a must read! Even if you are part of a Giving Circle, it is a great resource.

What impression are you making to your existing and potential donors? Want to do find out? Want to do more? Check out the book.

Far too often the basic "branding" discussion at the executive and board level quickly becomes stuck because few can agree what "branding" is and whether branding even applies to a non-profit or NGO. Some people ("purists") in non-profits have the illogical and counter-productive stance that anything and any term used in the commercial marketplace is not appropriate for a non-profit. Larry Checco does a wonderful job of defining and making "branding" approachable and understandable for staff, executives and directors. He makes it a natural, logical process that everyone will "buy into" and implement.
I've been a director of many non-profits and chief executive of two -- I wish I'd had Larry's book to help when I was updating and focusing their branding (logo, mission statement, appeals, etc.).
I recently wrote a book for which I sought out experts on various aspects of marketing, and interviewed Larry because of his expertise in positioning/branding. He's a 5-star guy in my opinion!
- Bruce Batchelor, author of Book Marketing De-Mystified Book Marketing De-Mystified: Enjoy Discovering the Optimal Way to Sell Your Self-Published Book, Practical advice from the inventor of print-on-demand (POD) publishing

Read Larry's book--loved it! I plan to order 20 copies for executive staff and board members as we head into a major rebranding campaign.
Karen Rayer, Director of Communications, IBS-STL U.S.

right on time, in good shape, and the book itself was very interesting and helpful.

Great book! In this era of huge advertising budgets and mega marketing campaigns this book presents concrete steps that small non-profits can afford to do. Very helpful and can be put into practice immediately. Highly recommend.

The book contains good overview information and good sample cases. The sample for future CRT sections seem to disconnect from the current CRT. This is very strange. Overall is good.

"Breaking the Constraints to World-Class Performance" "Can this book really tell me how to do that, Man that would be great. Well yes I believe it does.

So what is stopping your company from getting better? Do you know? The body of knowledge called the Theory of Constraints says there is usually only one constraint stopping you from making progress toward your goal, maybe two. Well, if you want a way of finding out what it is, it is in this book. But more can be done than just finding it. This book will teach you how to eliminate or manage the constraint to your advantage.

This book explains in general and in specifics how to change. You must answer, what to change, what to change to, and How to cause the change. These are the beginning thoughts. But think of it if you knew the answers to these questions.

If you want to learn HOW to do Theory of Constraints, no matter what level of experience you may be, this book is a must have. It is one of the most valuable resources on TOC that exists. It shows you step by step how to do things and also why they work. It is easy to use; Mr. Dettmer has a remarkable talent for clarity

How long do you stay on top as a world-class performer if you are just sitting back enjoying it. Not very long these days. This book is about making dramatic improvements with simple solutions. But it is more correct to say it's about a continual improvement process. I recommend you read this book and give it strong consideration. You just may find a Gem for your company, a whole new culture of winning.

The short and sweet is that I have read many books on TOC and this is at the TOP of the heap. It covers the whole range and makes for one stop shopping.

As someone who read the entire series of Goldratt's books and as someone who has been practicing TOC in project management for a few years, I rate this book '5 stars' only because six is not an option.

Step-by-step and in a didactic manner, Mr. Dettmer takes the reader into the world of TOC. If you read Goldratt's books and left with the test but without the 'know how' then this is the book for you.

Mr. Dettmer explains the basic building blocks and the terminology of the 'Thinking Process Toolkit' and he then, step by step, explains the 'how'.

How to build a Current Reality Tree - The tool for understanding the one core problem (few root causes) preventing your organization from achieving its goal.

How to discover and solve conflicts that cause your company to stagnate.

How to systematically verify that the solution you want to apply will actually lead to the desired effects, without causing other adverse ones.

How to systematically understand what conditions should be fulfilled in order to reach the company's goal, and how to build a 'winning plan' to achieve the goal.

I also read the first book of Mr. Dettmer on the subject (Goldratt's Theory Of Constraints) and I liked this one better.

At last, I think that every executive who wants to do something beneficial to his company should get this book.

Tip: Read Appendix D first and then go back to page one.

Contains an step by step general methodology for analizing problems by identifing the chains of causes and effects. It can be applied to solve business problems and analize personal situations. It is a very practical thinking process that you can use in a diversified variety of situations. Really powerfull. The book is very well written with examples of the use of the different tools of analysis: the current reality tree, the future reality tree, the conflict resolution diagram, the negative branch, the prerequisite tree and the transition tree.

Refreshing perpective about the non profit world. A truly global book. I enjoyed very much!

Imagine your fundraising abilities as a human toolkit: thoughts, beliefs, skills, experience, creativity, and intelligences. Now imagine that someone offered you a foolproof book to completely enhance your toolkit and revolutionize your thinking by combining the use of your tools in new and unexpected ways to expand your creativity and its results exponentially. Would you buy it for $28.00?

Bernard Ross and Clare Segal, co-directors of THE MANAGEMENT CENTRE (=MC) in the United Kingdom, offer just such an enhancement in Breakthrough Thinking for Nonprofit Organizations: Creative Strategies for Extraordinary Results (Jossey-Bass: San Francisco, 2002) with their commitment "to inspire managers and board member managers in non-governmental organizations (NGOs) to believe they can achieve extraordinary results, and to give practical strategies and techniques for achieving such results."

Leonardo da Vinci wrote: "Small rooms discipline the mind. Large rooms distract it." Drawing upon their extensive experience in working with nonprofits in the United States, Canada, Europe, Africa, and South America, Ross and Segal animate their strategies with persuasive examples that not only articulate the process of "re-tooling" outmoded ways of thinking, they also provide working examples of how different organizations have applied these techniques in order to achieve astonishing results. The discipline they teach is the "small room" eurekas of breakthrough thinking by making learning more creative, more collaborative, and more fun.

Is breakthrough thinking magic? Is it only for gifted individuals? Ross and Segal don't think so: "The lesson from our experience is that many breakthroughs-even if they are apparently from out in left field-are often the result of simple hard work and simple rules applied consistently and methodically...you need to create a culture and business structure that strongly reinforces innovation as well as creativity."

This joy of this book is that it outlines in clear, applicable language how different people are creative in different ways, how to stimulate personal and organizational creativity by simply challenging habits, attitudes, environments and work roles, and why innovation plays a crucial role in turning creative thinking into long-term organizational results. Refreshingly, Ross and Segal's practical strategies are easy to understand, enjoyable to read, and actually do work once you give them a try:

· Second Wave Thinking anticipates organizational decay by restructuring resources in advance of predictable future change and the inevitable decline in results

· Kaizen and Horshin Planning helps you to differentiate between programs that will benefit from incremental growth and programs that will support sudden, exponential growth to create new heights of sustainable development

· Mind Tiles allow you to create a radically new concept simply by building on the combination of two existing concepts

· Gardner's Seven Intelligences conceptualizes individual strengths and weaknesses as being related to physical/kinetic, logical/mathematical, spatial/visual, linguistic, creative/musical, emotional/interpersonal and intrapersonal intelligences

· The Learning Cycle relates how individuals and organizations go through a common process of reflection, theorizing, planning, and action before change is possible and how each of these different learning styles needs to change in order to accomplish its own breakthrough

· Creative Mindmapping organically links strategies or issues through creative planning that helps isolate new ideas and opportunities for growth

· The Matrix Analysis helps position your organization against key competitors to assess its direction and the potential fate of its programs

· The Ladder of Implication demonstrates how the same information can be interpreted by different mind-sets to reach different conclusions and strategies

· Reframing is a simple and useful technique for taking a negative mind-sets and restructuring their positive attributes and potential

· The Five C's teaches you how to deal with champions, chasers, converts, challengers, and changephobics in the workplace when your organization undergoes transformational change

Not all of these ideas are new and not all of them will apply to any one individual or organization. But if reading this book gives you one breakthrough technique that leads you to that one amazing idea that transforms your job, your organization, or even your life, then your investment will prove immeasurable.

Throughout their presentation, Ross and Segal talk candidly about both their successes and failures. In fact, they differentiate between failing because of poor ideas and failing because of poor performance. They give a number of constructive tips on how to communicate openly within organizations in ways that allows individuals the freedom to disagree without causing personal recrimination.

My favorite tips are their suggestions to hold "sacred cow barbecues," during which participants are encouraged to articulate the "unthinkable thoughts" about an organization's most cherished beliefs which can then be either "saved or cooked," and invoking "champagne rules" for private group discussions on difficult topics so that anyone can feel free to say what they think, personal attacks are discouraged, and nothing is repeated or recorded outside the group's discussion except by agreement.

Nonprofit organizations face the constant challenge of accelerating rates of change, demand for new services, and competition for scarce donor resources. The key for any organization in meeting these challenges it to answer the following questions:

· Do we know what our organization's mission is and where it needs to go in the future?
· Do our programs and our practices measure up to the needs we serve and the resources we expend?
· Are we, both individually and organizationally, as creative and cooperative as we need to be in order to ensure that our planning can achieve breakthrough results?

Only a poor workman blames his tools. In an age of accelerating change and increasing competition for scare resources, true breakthrough results can only be achieved if we look inwardly at our skills and outwardly at our organizations in new and creative ways. You don't have to be an expert to achieve transformational results: you only have to aim higher, think better, and work smarter.

If you are comfortable with your human toolkit, you can write your own book. If not, buy this one.

Good book. I liked it! It was easy to read. Each chapter had a summary section so I could read the summaries before tackling the book as a whole. If you are managing a not-for-profit, or sitting as a board member to a nonprofit, and you believe your nonprofit could be doing things better, then consider getting a copy of this book and give it a read.

Back in July I read and reviewed "Managing Business Change for Dummies," by Beth Evard (ISBN: 0764553321), which focused on how managers successfully deal with employees who resist change in an organization. This book on the other hand focuses on how YOU, the manager, must deal with YOUR resistance to change so you can improve your organization's performance in the process.

The author lists nine "change drivers:"

1. New Mission or Vision
2. Speed of Business
3. Cost Reduction
4. Service Failure
5. New Technology
6. Change in Public Perception
7. Change in Priorities
8. Competition for Funds and Resources
9. Change in Technology

When your organization is hit by one or more of the above events you are going to have to implement change at your organization. This book provides examples of best practices as to how to do this. Also, the authors include exercises from their workshops on this subject. Both the best practices and exercises are very helpful to help us grasp what the authors are talking about.

If you are like me you can examine the Table of Contents for this book online and after doing so you will probably say: Wow, what is this book really about. The chapter titles are kind of weak is what I'm really trying to say. It's the chapter summaries, best practices examples, and exercises that make the book a worthwhile investment of your time.

I would have liked the book much better if the authors had organized it so it did not feel like just another book put together by a management consulting group. Yeah, it felt like one of "those" to me. And after you read 2 of them, they all start to sound the same. But since this book is informative, well written, and not too long I'm inclined to give it 5 stars.

Imagine your fundraising abilities as a human toolkit: thoughts, beliefs, skills, experience, creativity, and intelligences. Now imagine that someone offered you a foolproof book to completely enhance your toolkit and revolutionize your thinking by combining the use of your tools in new and unexpected ways to expand your creativity and its results exponentially. Would you buy it for $...?

Bernard Ross and Clare Segal, co-directors of THE MANAGEMENT CENTRE (=MC) in the United Kingdom, offer just such an enhancement in Breakthrough Thinking for Nonprofit Organizations: Creative Strategies for Extraordinary Results (Jossey-Bass: San Francisco, 2002) with their commitment ýto inspire managers and board member managers in non-governmental organizations (NGOs) to believe they can achieve extraordinary results, and to give practical strategies and techniques for achieving such results.ý

Leonardo da Vinci wrote: ýSmall rooms discipline the mind. Large rooms distract it.ý Drawing upon their extensive experience in working with nonprofits in the United States, Canada, Europe, Africa, and South America, Ross and Segal animate their strategies with persuasive examples that not only articulate the process of ýre-toolingý outmoded ways of thinking, they also provide working examples of how different organizations have applied these techniques in order to achieve astonishing results. The discipline they teach is the ýsmall roomý eurekas of breakthrough thinking by making learning more creative, more collaborative, and more fun.

Is breakthrough thinking magic? Is it only for gifted individuals? Ross and Segal donýt think so: ýThe lesson from our experience is that many breakthroughsýeven if they are apparently from out in left fieldýare often the result of simple hard work and simple rules applied consistently and methodicallyýyou need to create a culture and business structure that strongly reinforces innovation as well as creativity.ý

This joy of this book is that it outlines in clear, applicable language how different people are creative in different ways, how to stimulate personal and organizational creativity by simply challenging habits, attitudes, environments and work roles, and why innovation plays a crucial role in turning creative thinking into long-term organizational results. Refreshingly, Ross and Segalýs practical strategies are easy to understand, enjoyable to read, and actually do work once you give them a try:

· Second Wave Thinking anticipates organizational decay by restructuring resources in advance of predictable future change and the inevitable decline in results

· Kaizen and Horshin Planning helps you to differentiate between programs that will benefit from incremental growth and programs that will support sudden, exponential growth to create new heights of sustainable development

· Mind Tiles allow you to create a radically new concept simply by building on the combination of two existing concepts

· Gardnerýs Seven Intelligences conceptualizes individual strengths and weaknesses as being related to physical/kinetic, logical/mathematical, spatial/visual, linguistic, creative/musical, emotional/interpersonal and intrapersonal intelligences

· The Learning Cycle relates how individuals and organizations go through a common process of reflection, theorizing, planning, and action before change is possible and how each of these different learning styles needs to change in order to accomplish its own breakthrough

· Creative Mindmapping organically links strategies or issues through creative planning that helps isolate new ideas and opportunities for growth

· The Matrix Analysis helps position your organization against key competitors to assess its direction and the potential fate of its programs

· The Ladder of Implication demonstrates how the same information can be interpreted by different mind-sets to reach different conclusions and strategies

· Reframing is a simple and useful technique for taking a negative mind-sets and restructuring their positive attributes and potential

· The Five Cýs teaches you how to deal with champions, chasers, converts, challengers, and changephobics in the workplace when your organization undergoes transformational change

Not all of these ideas are new and not all of them will apply to any one individual or organization. But if reading this book gives you one breakthrough technique that leads you to that one amazing idea that transforms your job, your organization, or even your life, then your investment will prove immeasurable.

Throughout their presentation, Ross and Segal talk candidly about both their successes and failures. In fact, they differentiate between failing because of poor ideas and failing because of poor performance. They give a number of constructive tips on how to communicate openly within organizations in ways that allows individuals the freedom to disagree without causing personal recrimination.

My favorite tips are their suggestions to hold ýsacred cow barbecues,ý during which participants are encouraged to articulate the ýunthinkable thoughtsý about an organizationýs most cherished beliefs which can then be either ýsaved or cooked,ý and invoking ýchampagne rulesý for private group discussions on difficult topics so that anyone can feel free to say what they think, personal attacks are discouraged, and nothing is repeated or recorded outside the groupýs discussion except by agreement.

Nonprofit organizations face the constant challenge of accelerating rates of change, demand for new services, and competition for scarce donor resources. The key for any organization in meeting these challenges it to answer the following questions:

· Do we know what our organizationýs mission is and where it needs to go in the future?
· Do our programs and our practices measure up to the needs we serve and the resources we expend?
· Are we, both individually and organizationally, as creative and cooperative as we need to be in order to ensure that our planning can achieve breakthrough results?

Only a poor workman blames his tools. In an age of accelerating change and increasing competition for scare resources, true breakthrough results can only be achieved if we look inwardly at our skills and outwardly at our organizations in new and creative ways. You donýt have to be an expert to achieve transformational results: you only have to aim higher, think better, and work smarter.

If you are comfortable with your human toolkit, you can write your own book. If not, buy this one.

Good performance is no longer enough for nonprofits; nonprofits must set and achieve breakthrough goals. Managers and board members need to think in new and creative ways about how they define and meet the challenges they face and the strategies and techniques required to achieve extraordinary performance in fundraising, service delivery and overall results. Almost all nonprofits are affected to some extent by nine change drivers. There are five internal change drivers: organizations need a new mission or vision or they will run out of steam; the speed of business requires more decisions made faster; rising costs require new ways to deliver service from a distance; high profile service failure may require drastic measures such as clearing out top management to win back public confidence; new technology may make a nonprofit redundant or may offer opportunities to improve ways of doing business. There are also four external drivers of change: changes in public perception may result in being dropped from people's consciousness or require 24/7 availability; rapid public awareness of disasters quickly changes priorities; competition for funds has increased as distinctions between nonprofits, the public sector and the private sector has blurred; technology change can make old solutions redundant. Nonprofits that fail to answer two fundamental questions: where do we want to go? and how do we get there? may find themselves wandering in a fog, not knowing how they got into their current situation and wondering what is the right way to go. The decision to go for breakthrough is a strategic one involving risk and asking questions such as 'what is the worst thing that can happen if breakthrough goes wrong?' and 'how likely is it that the worst thing will happen?' and 'what can we do to minimize the risk of the worst thing happening?' and 'should we have a Plan B to cope with problems?' After appraising the risks and challenges and adopting a strategy you still need to decide on the approach required to encourage the people and innovation needed and the leadership required. Even then you need to ask 'to what extent do the improvements and changes made match up to what is needed?'

Once an organization has decided to transform its performance to have an impact on the need/performance gap or to achieve its potential, plotting the position on a life cycle chart can be very helpful. Organizations decide to change at various points in their life cycle and for different reasons. The challenge with the most common change point - just past the peak - is that the organization has to break out of its comfort zones and one way is to think about a dramatically improved level of performance. To drive that change a vision of the new performance level has to be agreed together with positive and negative drivers to provide pleasure and avoid pain. Two words have proved exceptionally useful in setting new goals - kaizen and horshin - because they describe not only the nature of the goals but the change process. Kaizen is slow, incremental change that leads, over time to significant improvement in performance. After the second world war Japan applied kaizen to a whole range of activities, including their car industry by setting a long-term world class performance goal and breaking it down into small, achievable chunks. Horshin is about sudden, exponential, discontinuous and radical change that leads to dramatically improved performance in a relatively short period of time. This process resulted in Sony's Walkman becoming one of the most widely used personal electronic devices on the planet. It was used by the National Trust in raising $7.5 in 200 days to save Mt. Snowdon in Wales for public use. In practice most organizations need a mixture of both kaizen and horshin as some areas of work need the stability and methodical progress of kaizen while others need the drive, transformation and vision implicit in horshin. An organization could have ten goals as part of a three-year strategic plan of which six might be kaizen and four horshin. Balance is important as you cannot transform everything overnight and you need to focus and emphasize a small number of key areas to transform quickly.

Engaging a horshin goal can be very stimulating such as Kennedy's "This nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to earth" or Fords " My vision is to build a motor car for the great multitude. It will be at so low a price that no man making a good salary will be unable to own one". Many nonprofits build on Martin Luther King's "I have a dream" to express mission as an overarching, simple, concrete horshin goal while others are more specific such as "To become a world-class center for research of childhood diseases and to radically reduce their incidence." To achieve breakthrough, language is important as it helps people to shift into a different mindset, distinguish breakthrough goals from ordinary goals and to think creatively about 'how to' as well as 'what'.

The remaining eight chapters of 'Breakthrough Thinking for Nonprofit Organizations' deal with unlocking potential, releasing creativity, creating a smart organization, mapping the possibilities, balancing creativity and innovation, challenging mind sets, driving change and working in a breakthrough organization. It is difficult to imagine than anyone connected with a nonprofit could not profit from this book.

I have the good fortune to be the son of Rob Hailey, Homer's brother and boon companion for the first 20 years of his life. This book captures my uncle's life-long commitment to thought, reflection, and prayer, to teaching, preaching, and scholarship. (When I visited him a month before he died, he showed me files of current projects: research and writing of vital interest to himself and to his fellow believers.) My uncle's personal journey aside, Professor Harrell has found a fascinating way to write a history. Is history about events and ideas or is it about individuals? Harrell gives us both. This book, regardless of its subject, models a method of inquiry that other writers of history should imitate.

David Edwin Harrell, Jr. is truly a first rate scholar. For an unbiased and objective history of churches of Christ, this book is a must. Unlike that of Richard T. Hughes, Harrell is not hostile to the movement and therefore much more accurate in his coverage. Harrell has not reduced the churches of Christ to a Denomination among many denominations without a distinction. This is an accurate story of the attitudes and consequences (A title of one of Homer Hailey's books)among the movement which shaped its history. The movement is vividly illustrated by Harrell's coverage of the life of one of the great preachers, Homer Hailey. The reader will find that the book is difficult to put down as Harrell has made events and people come alive. All members of the church of Christ and those interested in religious history should read this book.

"The churches of Christ were riddled by dissension: indeed, the American restoration movement had always been a case study in controversy" (41).

How does one write a summary of a history text whose breadth and depth score almost a century of important facts? Harrell, who lives during much of the history he writes about, describes the two general themes that the reader can hitch along with through the tome. These themes are indeed means to understanding the facts and the analysis of history. These themes are: (1) the course of controversies of churches of Christ in the 20th century and (2) the telling of the life story of preacher Homer Hailey.

Through these, it is possible to understand much of what has happened and to notice that time is indeed flowing like a river and history repeats itself. The weaving of controversy and individual lives is perhaps the clearest and most concise summary of the book. Nevertheless, Harrell does aid the reader by breaking down the narrative into three well-researched and documented sections. The first and third sections deal more specifically with the life of Homer Hailey. The second section deals with the mainstream churches of Christ and their controversies. By now, it is clear that it is impossible to distinguish the church's history from its troubles, and vice versa.

Section 1: Homer Hailey and the Churches of Christ: Origins

The life story of Homer Hailey begins in humility and ends in humility. Hailey's exodus through cities and congregational meetings is a light that is cast through the world, showing pin-points of Christianity dotted all over the western and southern United States. It is fitting that Hailey's influence went beyond one region of the country, yet it is somewhat regrettable that those outside of the brotherhood do not have much of an understanding of who brother Hailey was and what he stood for.

Section 2: The Mainstream Churches of Christ: 1920-1999

When Harrell gives an overview of the splits in the 1890s and 1950s, he maintains his constant argument that both splits were similar in many respects and that history could repeat if men [. . .] continue wearing the mantle of the heroic yet destructive Foy E. Wallace, Jr. to the dismemberment of Christ's body. The presence of brotherhood magazines throughout these periods is also worthy of note.

Section 3: Homer Hailey and the Noninstitutional Churches of Christ: 1925-1999

If the previous section detailed the stormy environment, this section placed Hailey right in the center of the whirlwinds and those who would reap their bitter crops.

In Closing

While there most likely are superior historians with regard to ability, Harrell tells a remarkable story of pioneering brethren who came out in full swing into a new age with the same calling.

In the story, however, Harrell seems hokey at times by referring to himself as a character in the narrative in the third person-a device long since abandoned by autobiographers in the 19th century, for obvious reasons. However, the insertion of the historian's role in the unfolded history does achieve several goals: (1) to show that Harrell was a minor player in the events he witnessed, (2) to show that Harrell wants the appearance of full disclosure of the role he played in history, and (3) to show that even the most seemingly objective voice has a slight bias that must be formally acknowledged in the interest of fairness.

Because this is a highly personal book, Harrell presents Hailey in such a way that a truly objective historian might not be able to show. Harrell reveals much of Hailey's character as a result of how he weathers the storms of brotherhood dissension: "Hailey insisted: he went to a church in order to communicate the vital truths of the Scriptures" (376). May that be the goal of every modern gospel preacher, to have such integrity, strength of character, devotion, and a pure desire to "stand in the pulpit."

I have the good fortune to be the son of Rob Hailey, Homer's brother and boon companion for the first 20 years of his life. This book captures my uncle's life-long commitment to thought, reflection, and prayer, to teaching, preaching, and scholarship. (When I visited him a month before he died, he showed me files of current projects: research and writing of vital interest to himself and to his fellow believers.) My uncle's personal journey aside, Professor Harrell has found a fascinating way to write a history. Is history about events and ideas, or is it about individuals? Harrell gives us both. This book, regardless of its subject, models a method of inquiry that other writers of history should think about imitating.

Ed Harrell does a masterful job of relating the amazing life of Homer Hailey, one of the most dedicated, humble, and influential preachers in the churches of Christ in the 20th century. If you were fortunate enough to know this man, you will be fascinated by the story of his life and career as preacher, teacher, and author.

But this book is far more than a biography of Homer Hailey. In the book, Harrell also makes a monumental contribution to the study of the history of the churches of Christ in the 20th century. After recounting Hailey's early life, Harrell sets aside Hailey's personal story and recounts in fascinating detail the issues and people that influenced the doctrinal positions and divisions of the heirs of the "restoration movement." Much of this 180-page middle section of the book is dedicated to the controversy over "institutionalism," the issue of building para-church organizations and "sponsoring church" arrangements with money pooled from various independent congregations. Harrell's analysis of this issue shows how social attitudes in the 1950s contributed to the impetus for the massive missionary and evangelistic schemes, television programs, etc., that became the focus of the controversy. There also are shorter sections on earlier controversies regarding pacifism and premillennialism, as well as more recent controversies regarding "discipling," the Holy Spirit, the quest for a "New Hermeneutic," and other issues.

After this very meaty middle section, Harrell returns to Hailey's early years as a preacher, his long tenures as a teacher at what are now Abilene Christian University and Florida College, and Hailey's Arizona retirement, when he wrote many of his books.

The middle section of this book is not for the faint of heart. Harrell's meticulously documented story of the controversies of the last 100 years within the churches of Christ reveals how all too frequently disputes and divisions within the fellowship were exacerbated by inflated egos, harsh words, and precipitous actions that, at least in retrospect, appear unbecoming of Christians. Still, as a member of this fellowship, I found the book encouraging. Through the life story of Homer Hailey, Harrell has preserved a wonderful example of a man who, through the grace of God, rose above his own difficult childhood and the combativeness of many of his peers to exemplify the true "servant" mentality fully demonstrated in Jesus Christ.

This is one of the most helpful texts that I have purchased in the past year. It is easy to read and gives lots of examples as well as many points to ponder. HOWEVER, (if it matters to you)- make sure that you do not get the BOOK ALONE version. There is an online component that you need an access code to, which doesn't come with the book unless you buy the other version (I believe it said "with myeducationlab" in the item description). As a matter of fact, it's cheaper that way by about $8.00 believe it or not. I had to buy access separately because I waited too long to return the one that I bought which was book alone. I guess you have to live and learn... I hope someone benefits from my mistake!

I got this book for a class. It worked great. The book was clean and brand new. Thanks!

Very good reference on how to handle an elementary classroom. Children's environment and temperament were considered. Sample lay-outs included.

Smooth and speedy transaction. Updated emails on the tracking of my purchase were much appreciated. Great buy. Recommended.

"Classroom Management..." is THE book for those who are looking for the proverbial Teacher's Manual. Apart from covering all the basics in a lot of detail, it offers checklists and (so-called) case studies. The downside of this is that the book starts out a bit dry and too straightforward, with instructions so clear-cut you would think they are for operating some sort of machinery. The "case-studies" are examples rather than studies, so the objection here lies with the misnomer. These are clearly minor drawbacks to a great book that only gets better as you read on. With a fabulous Further Reading section after every chapter, and delectable cartoons sprinkled throughout the book, it is an essential text for every teacher's personal library.

Helped me in my undergrad (older version). Helped me when I gave subject GRE recently. Covered Pipelining superscalar, out-of-order execution processors, caching and secondary storage, combinational and sequential ckt review etc real well. No computer architecture book covered them all so clearly, and in one book.

A clearly written book, which employs a simple language. Another beauty of the book is that all loose ends are tied up. As sentences unfold one will realize why a particular phrase was used earlier and so on. That makes a big difference for an engineering text book.

It is the best book that I know for fundamentals. Hence, it will be useful for years to come.

Must have for all embedded systems people.

This was the assigned text for my junior year computer engineering course on computer organization. I loved it. The explanations are clear, progress logically, and are clearly presented. I find myself picking it up from time to time, both to read the more advanced chapters out of personal interest and to look up details needed in more advanced coursework.

After reading this book do not believe you'll know everyting about computing , but you'll know more than others do.

I had a chance to recommend this to a colleague just last week. It is easily twice the price of the "competing" books on the market, but you get what you pay for. With this book plus (perhaps) a hands-on course in the microprocessor laboratory--interfacing various logic families to output devices, e.g., or whipping up a robot of limited capabilities--the student gains the ultimate understanding of what makes computer systems "tick," from the loftiest levels of software, through the details of instruction set implementation (microprogrammed control, prefetching, cycle-stealing DMA transfers) and even the detailed digital logic circuits that underlie the CPU.

I dare say the student who aces this course is all but prepared to build a simplistic CPU on his own--"simplistic" because, though the concepts can be understood quite completely, it's an intricate challenge. Notably, the book has kept pace with the times: while the PDP-11 instruction set is didactically wonderful--clear and easy and even sporting reasonable opcode mnemonics--you don't see lots of PDP or LSI (or, for that matter, VAX) minis floating around nowadays. So, HV&Z moved on to the 68000, the Power PC, perhaps even the Pentium in the latest (of five or six) editions. (Good move, gentlemen: you've actually done your homework rather than just changing "happy" to "glad" and reprinting with a new version number!)

I used this book as a junior, but (a) I went to Cooper Union, which operates at an extremely high intellectual level [let's put it this way: I took a number of graduate-level computer science electives--compilers, OS, etc.--taught by Bell Labs MTSs as a junior and senior; and some "doctoral" courses that I took at Case were--honest Injun--watered-down versions of similar courses I had taken at Cooper], and (b) I graduated more than twenty years ago, and requirements always creep downward: a few credits fewer, a few tangential courses eliminated, perhaps one fewer humanities elective necessary to matriculate, etc. By 2006 standards, I would reluctantly have to reclassify HV&Z as a postgraduate text.

(A little puzzle for the reader: we had to build--from NAND gates--a microcomputer featuring two three-bit registers, and my squad was the only one that implemented an "exchange registers" function that required only one cycle and used no auxiliary storage registers. How did we do it? Tick ... tick ... tick ... time's up! The circuitry compared corresponding bits from both registers. If they matched, it did nothing; if they differed, it flipped both! So, there was no literal "exchange" operation: rather, each was simultaneously reset to the value of the other.)

Good book with good data and good case scenarios. The stuff in this book is really something every company should be looking to doing in the very near future. The title is a bit deceptive. It's more about what just doesn't make sense for a company to spend their money on because of the technology that exists. Telecommuting just has so many benefits for all. It certainly helps being competitive if you aren't "wasting" your money on office space, but it's not the strategy to focus on if you want to be competitive.

CORPORATE AGILITY: A REVOLUTIONARY NEW MODEL FOR COMPETING IN A FLAT WORLD tells of a new business model, one that enables businesses to embrace workworld changes on a global scale. Currently most companies are unable to adapt to new methods of doing business, and become crippled by high fixed costs and new competition. CORPORATE AGILITY tells how to break this destructive cycle, offering tried methods by leaders of the Work Design Collaborative and providing a survey of value to any business library.

Diane C. Donovan
California Bookwatch

Finally there is a book for the Facility Manager, I.T. Guy or H.R. professional looking to prove their point. How often have we heard the words; "That may be a great idea, but what is everyone else doing?" When it comes to leading edge ideas for changing the work place and the way we work, this book provides hard data based on what some of America's top companies are doing now.

Corporate Agility gives us a look into companies such as Hewlett Packard, Sun, IBM and others. It provides detailed analysis of how they are addressing the changing work place environment. How are companies staying connected with an increasingly mobile work force? How are they integrating Gen X, Gen Y & the Millennial workers? How are they reducing costs for work space, real estate and I.T. while increasing productivity and worker satisfaction? In depth case studies provide hard data regarding how different programs impact costs savings, worker productivity and employee satisfaction.

The analysis and case studies also let you key into a network of resources to help with your projects. Furniture systems, architects, designers, real estate brokers and I.T. solutions are all discussed. The Future of Work community is a door to a nearly endless supply of thinkers and practitioners dedicated to solving today's work place issues. Regardless of the size organization you are trying to change, Corporate Agility will provide the ammunition you need to get the project designed, approved and completed.

All Real Estate organziations struggle with driving dramatic change in their organizations, whether stemming from the challenges of supporting 4 generations under a single (physical or virtual) roof, dramatically reshaping a portfolio and costs or creating a stragety that aligns with the overall business strategy -- this is THE book for you. It's written with a relevant, direct approach and loaded with practical case studies that can easily be applied to your operations.

In the Introduction, Charles Grantham, James Ware, and Cory Williamson explain that they assembled a small group of thought leaders from major corporations and collaborated with them when conducting a survey among decision-makers in both labor and management "to discover how new technologies, the changing workforce, and economic globalization were changing how and where people worked, and what those changes meant to the future of work in the so-called Information Economy." The survey responses confirmed what they had only suspected previously: "most businesses had been unable, or unwilling, to adapt their traditional management styles to the new conditions." Various factors resulted in a crippling loss of corporate agility. "These Industrial-Age behemoths are often referred to as corporate dinosaurs, in an effort to describe just how slow and unwieldy they really are - to say nothing of being nearly extinct - and there may be even more truth and insight contained in that image than anyone ever intended."

Grantham, Ware, and Williamson pose an especially interesting question: How can a business evolve from being a dinosaur to a jaguar, and do so in the space of months, not millennia? In this book, they provide their response to it, what they characterize as "a collaborative, strategic approach to management that acknowledges and leverages the growing interdependence of human resources (HR), corporate real estate (CRE), and information technology (IT), a process we call collaborative strategic management." In this volume, they explain to define, develop, and then implement the CSM process, and thus achieve corporate agility. The co-authors organize and present their material within ten chapters and draw upon a collection of wide-ranging, cutting-edge ideas drawn from pilot programs, case studies, and evolving best practices established by members of the Future of Work community. (The co-authors invite you to visit www.thefutureofwork.net/index.html.)

FYI, the quoted phrase in this review's title was formulated by James O'Toole while identifying major barriers to leading change in a book that bears that name. Grantham, Ware, and Williamson have no illusions whatsoever as to the difficulty of defining, developing, and then implementing the CSM process to achieve corporate agility. They realize that many organizations cannot overcome "the ideology of comfort and the tyranny of custom" and will not survive. These are the "dinosaurs" to which they refer. However, other organizations can become agile and thus adapt to rapid, model-shattering changes in the global economy. These are the "jaguars" to which they refer.

To me, it is especially appropriate that the process of defining, developing, and then implementing collaborative strategic management requires organizations to be actively involved in all manner of alliances and mutually beneficial partnerships between and among members of global communities such as Future of Work. This is precisely what Satish Nambisan and Mohanbir Sawhney also have in mind in Global Brain: Your Roadmap for Innovating Faster and Smarter in a Networked World. They wholeheartedly agree with Grantham, Ware, and Williamson that agility is more, much more than a highly desirable attribute; it is, in fact, a key to organizational survival. Hence the importance of this brilliant book that will be of incalculable value to those planning for or have already embarked upon the perilous and complicated but necessary process of strategically integrating the effective management of real estate, human resources, and technology assets.

And as Charles Grantham, James Ware, and Cory Williamson point out, "It does that in a collaborative fashion that requires a change in decision-making processes and styles from what most organizations rely on today. [Moreover, an agile enterprise organizes itself into three (and only three) levels that center on completion, survival, and renewal." In this context, I assume that "completion" refers to achieving the given objectives, whatever they may be. However, collaborative strategic management is a journey rather than a destination, an on-going process that must be constantly renewed with appropriate modifications. Only then can an organization sustain its agility.

Those who share my high regard for this book are urged to check out Thomas Friedman's The World Is Flat and Competing in a Flat World co-authored by Victor Fung, William Fung, and Yoram (Jerry) Wind as well as The New American Workplace co-authored by James O'Toole and Edward Lawler, O'Toole's aforementioned Leading Change, Henry Chesbrough's Open Business Models, Noel Tichy and Warren Bennis' Judgment, Richard Ogle's Smart World, Frans Johansson's The Medici Effect, James Kilts's Doing What Matters, Dean Spitzer's Transforming Performance Measurement, and Enterprise Architecture As Strategy co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.

As a United Church minister both interested in biblical scholarship and church history and also very concerned with nurturing genuine Christian community today, I have found Brian Griffith's book, Different Visions of Love, to be very interesting and helpful.


Griffith pulls together information from biblical and historical research to show that the very early church understood that Jesus' teaching about love leads to partnership relationships rather than relationships of domination and subjection.
Griffith book shows not only how this understanding was undermined early on as the church became institutionalized, but also how Jesus' understanding of love remained extant among many Christians and resurfaced from time to time.


Griffith, in his book, is particularly interesting and helpful in the way he uses historical examples to make his point. I have been delighted to find examples and other materials in his books that I can use in my sermons.


I recommend his book as useful to Christian churches, particularly to women in leadership positions.

Describing how Christianity changed over time, Griffith always includes the experience and values of women. He shows the contributions of female leaders and how women have often challenged the church. This history of the religion shows how important women have been from the beginning. It shows periods of great suffering for women, but also great progress towards a real partnership of both sexes.

Many religious people think their way of understanding is the only way to get close to God. They never think people should have freedom in accepting the religion in their own way. But Griffith goes through history, and shows how some of these ideas come from traditions of various cultures rather than from prophets and saints, and these "dominator traditions" mixed with religion. In general I can say Griffith respects different approaches for understanding religion. He thinks different kinds of religious people are learning to respect each other and work together. He criticizes a lot of inhuman things in the past, but mostly the book is very hopeful.

A book of Christian history that's very helpful to Muslims as well

As a Muslim, I found this book very helpful. We have a similar struggle in our history between different versions of our faith. We have our own long record of dominator Muslims, and also Muslims who want real partnership or equality. This book shows how Christians have made choices between those different moral standards, and what resulted from those choices. These are the kinds of choices Muslims face as well, and I would like to see somebody write a book like this for Islam. ]

A must read for anyone even remotely interested in Christian history. Brian Griffith develops the ongoing struggle between the forces that try to dominate church life and those that try to unify or make peace with diverse groups within the church. And he does this over the entire time span of Christian history. But don't think of it as a stuffy history book. Rather, it a dramatic study of the people involved and the times in which they lived. Once you pick the book up, it is hard to put it down. I think that anyone who reads this book will get an expanded view of Christianity and it's interplay with the social forces in the larger world. It is a masterful presentation and should have wide appeal within other great religous traditions.