Böcker utgivna av Berrett-Koehler

A factory worker is fired because her boss disagrees with her political bumper sticker. A stockbroker feels pressure to resign from an employer who disapproves of his off-hours political advocacy. A flight attendant is grounded because her airline doesn’t like what she’s writing in her personal blog. Is it legal to fire people for speech that makes employers uncomfortable, even if the content has little or nothing to do with their job or workplace? For most American workers, the alarming answer is yes. Here, Bruce Barry reveals how employers and courts are eroding workers’ ability to express themselves on and off the job—with damaging consequences for individuals, their employers, and civil society as a whole. He explains how the law and accepted management practice stifle free speech on the job, why employers make repressive choices, and what workers can do to protect themselves. And he shows that not only are our rights as employees being diminished, but also our effectiveness as citizens—as participants in the civic conversations that make democracy work.

This new book is a call for regime change in the United States from the current dominant corporate regimeDerber argues that Clinton's presidency was a continuation of the corporate regime rather than a regime change. He analyzes the forces that lead to true regime change (such as structural contradictions in the economy and political system that the existing regime cannot solve) and shows why a true regime change is needed now and what can be done to hasten it before an economic catastrophe (such as the Great Depression) forces it to happen. In this provocative and timely book, Derber explains that electing a new president to replace Bush is a necessary step in ending the corporate regime, but a great deal more needs to happen to have a real regime change.

All too often—maybe even most of the time—training doesn’t stick. But Tim Mooney and Robert Brinkerhoff have discovered that some iconoclastic trainers achieve breakthrough results by having the courage to break away from the usual approaches and identify what really works. In simple and engaging language they lay out the Four Pillars of Courageous Training, illustrating each with real-life examples that highlight specific concepts, methods, and tools, and include four case studies that demonstrate the mind-set needed to truly transform training and produce dramatic—and measurable—business results.

Claiming Your Place at the Fire: Living the Second Half of Your Life On Purpose presents a new paradigm of successful aging for men and women entering into and moving through the second half of their livesThrough an exploration of key concepts like purpose and renewal, and by drawing upon the timeless metaphor of fire, it enables readers to become what the authors call "new elders"-individuals who realize the power that comes with true wisdom and who accept the deep responsibility to share that wisdom for the benefit of their loved ones, their communities, and the world at large; to do so is what authors Leider and Shapiro mean by "claiming your place at the fire."

All Together Now presents an alternative vision, one which applauds individual freedom but emphasizes such freedoms are best realised with a more collectivist approach to public policy. The message is simple: we're all in this together.Bernstein's book walks the reader though the history of our shift toward extreme individualism. His chapters describe the political and economic forces that have pushed us away from more collective thinking and action, and they elaborate the problems this transition has engendered. Having exposed the significant societal costs associated with the shift, the book introduces a new way of thinking about government and social policy (or, more accurately, re-introduces an old way): the power of collective action. In these pages, readers will find a welcome alternative, a new way to tap our "better selves" to meet the challenges we all face-together.

The fact is, because they're the ones doing the day-to-day work, front-line employees see a great many problems and opportunities that their managers don't. But most organisations do very poorly at tapping into this extraordinary potential source of revenue-enhancing and savings-generating ideas.Drawing on extensive research and experience in more than 300 organisations around the world, Alan Robinson and Dean Schroeder show precisely how to take advantage of the virtually free, perpetually renewable resource of employee ideas.True excellence and sustainable competitive advantage-in every area, from productivity, to responsiveness, keeping costs low, quality and service delivery-is only possible with the attention to detail that comes from getting and implementing large numbers of ideas from employees.

Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T&D). In fact, T&D investments reach $56 billion per year in the U.S. alone. In this era of unprecedented opportunity, the time is right for T&D to become a full-fledged "player" in the world of business. At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically. Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business": 1. Eliminates the many hidden costs of training; 2. Re-focuses T&D from delivering training content to addressing business issues; 3. Makes T&D a full stategic partner in business decision making; 4. Ensures that training measurement is "baked in, not bolted on"; 5. Improves the effectiveness and efficiency of internal and/or external T&D organizations. Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.

The Moral Advantage shows how to achieve success in the business world without compromising moral convictionsIn fact, it describes ways in which moral insights can be used to gain a competitive advantage-for example, through the creative use of moral imagination to develop highly marketable products and services. By showing how to employ rather than trade off moral standards, The Moral Advantage offers a formula for building a business career that is both personally and materially rewarding.

Renowned academic and businesswoman Jill Bamburg shows how mission-driven entrepreneurs can preserve the values of their company while maintaining their growth and competitiveness in the marketplace. Through lessons and stories readers learn how to build growth businesses that can be successful and economically significant in the competitive marketplace. They will learn how their businesses can be strong global competitors without becoming bad local citizens.

What if someone told you that markets representing billions of pounds were being all but virtually ignored? Markets with tremendous production and distribution potential along with a growing workforce and supplier base? What if you were told these markets were in domestic and international "base-of-the-pyramid" communities-composed of low-to moderate income, consumers in developed and developing countries?Chances are you'd be sceptical. And for good reason. While much has been written in recent years about business opportunities in these underserved markets, little has been available outlining the strategies necessary to turn this business concept into a detailed business model-the practical dos and don'ts every manager needs to know when approaching a new market. Until now.

McKee and Guthridge scanned what advice was now available to HR professionals and found that the guides didn't deal with the human side of catastrophes. The human side requires special care, consideration, and actions outside of the processes and patterns that typically constitute disaster-preparedness. Being ready to deal with this human factor can minimise all genres of loss that an organisation may encounter.

How do you lead an organisation when you view business more broadly than a single financial "bottom line"? What do you do when you believe that business should serve the common good, yet everyday small-business pressures are at a fever pitch? What do you do when your family needs you most just as your business faces another crisis?In True to Yourself, scholar and entrepreneur Mark Albion offers answers to these and other pressing questions. Albion argues that small-business leaders concerned with more than the bottom-line are not only more fulfilled, but also more successful with more sustainable lives. True to Yourself addresses this paradox with practical examples of how small-business leaders who have found ways to combine profit with purpose, margin with mission, value with values. Albion profiles a host of business leaders on the edge who have replaced the invisible hand of competition with the visible hand of compassion.

Every day we work with others to solve problems and make decisions, but the experience is often stressful, frustrating, and inefficient. In How to Make Collaboration Work, David Straus, a pioneer in the field of group problem solving, introduces five principles of collaboration that have been proven successful time and again in nearly every conceivable setting. Straus draws on his thirty years of personal and professional experience to show how these principles have been applied by organizations as diverse as Ford Motor Company, the U.S. Environmental Protection Agency, Harvard Business School Publishing, Boston Public Schools, Kaiser Permanente, the city of Denver, and many others. How to Make Collaboration Work shows how collaboration can become a joy rather than a chore-a kind of chemical reaction that releases far more energy than it consumes.

Everyone knows that today’s rate of technological change is unprecedented. With technological breakthroughs from the Internet to cell phones to digital music and pictures, everyone knows that the social impact of technology has never been as profound. But everyone is wrong. In fact, the pace of change isn’t notably faster than in times past and most “revolutionary” technologies are just refinements of past breakthroughs. Using dozens of entertaining examples, high-tech industry veteran Bob Seidensticker debunks nine technology myths, proving that: The rate of change is not exponential (myth #1), Important new products don’t arrive any faster than they ever have (myth #3), The Internet doesn’t really change everything (myth #8), and much more. Future Hype exposes the hidden costs of technology and will help both consumers and businesses take a shrewder position when the next 'essential' innovation is trotted out.

Leadership and the New Science is the bestselling, most acclaimed, and most influential guide to applying the new science (the recent discoveries in science that change our understanding of how the world works) to organisations, and our lives. As a new edition to this classic text, Wheatley shows how examples of non-linear networks and organizations are flourishing in the modern world. Examples like the E-bay, search engines and viral marketing works are all prospering because they are based on self-organising dynamics.

Helping Your New Employee Succeed Part Two of a three-part series of a series of practical guidebooks on work transitions. These new books guide new hires-and their managers-step by step through the "breaking-in" process that is absolutely essential for helping new employees thrive. It is relatively easy to get new hires to be competent to perform the basic tasks they were hired to do. But success on the job is due to much more than that. It comes from understanding how the organization really works-the unique aspects of how things get done in that particular organization. And it comes from learning how to "fit in"-knowing how to get accepted, get respected, and earn credibility. The three books in the series are: How to Succeed in Your First Job: Tips for New College Graduates Helping Your New Employee Succeed: Tips for Managers of New College Graduates So, You're New Again: How to Succeed When You Change Jobs Built around author Ed Holton's dynamic 12-step process-extensively field-tested and firmly grounded in research-these three volumes give new college graduates and their supervisors, as well as seasoned professionals who've changed jobs, essential insights and tools for mastering a variety of transition challenges. Given the high costs associated with new employee turnover, no organization can afford to leave the new employee assimilation process to chance. Corporate human resources directors, managers of new employees, individual employees making job transitions, and career counselors alike will find powerful and practical new ideas and tools in these essential handbooks.

Brian Tracy shares the most important principles for sales success he has discovered in 30 years of training more than a half million sales professionals in 23 countries.Based on Tracy's detailed discussions with top salespeople and his keen observation of their methods, as well as his own experiences as a record-breaking salesman, these guidelines address both the inner game of selling - the mental component - and the outer game of selling - the methods and techniques of actually making the sale.Concise and action-oriented, Be a Sales Superstar is a handbook for busy sales professionals, providing key ideas and techniques that will immediately increase your effectiveness and boost your results.

Modern culture's worship of "how-to" pragmatism has turned us into instruments of efficiency and commerce - but we're doing more and more about things that mean less and less. We constantly ask "how?" and still struggle to find purpose and act on what matters. Instead of acting on what we know to be of importance, we wait for bosses to change, we seek the latest fad, we invest in one more degree. Asking how keeps us safe - instead of being led by our hearts into uncharted territory, we keep our heads down and stick to the rules. But we are gaining the world and losing our souls.Peter Block puts the "how-to" craze in perspective and presents a guide to the difficult and life-granting journey of bringing what we know is of personal value into an indifferent or even hostile corporate and cultural landscape. He raises our awareness of the trade-offs we've made in the name of practicality and expediency, and offers hope for a way of life in which we're motivated not by what "works", but by the things that truly matter in life - idealism, intimacy, depth and engagement.

Many people set out to achieve a dream-starting a business or learning to play the piano or publishing a book-but they don't succeed, and the dream fizzles away. In many cases, these people have lots of skills and expertise, such as deep knowledge of the business or career they are interested in, so why don't they succeed? Paul Levesque and Art McNeil have discovered that making a dream come true requires cultivating skills of a higher order-macroskills-that inevitably spell the difference between success and failure no matter what the specifics of a person's dreams are. These are the skills Dreamcrafting outlines in detail.