検索キーワード： 制作 "Berrett-Koehler Publishers" 職場・組織行動

Thoroughly revised and updated new edition of the best-selling guide to implementing the popular change methodology, Appreciative Inquiry, in organizations of all sizes and sectors. 20,000 of the 1st edition sold.

Join a Growing Movement: Learn how you can join a global movement to redefine success in business, led by well-known icons like Patagonia and Ben & Jerry's, disruptive upstarts like Warby Parker and Etsy, and recently covered by The New York Times, The Economist, The Wall Street Journal, Inc., and Entrepreneur.

Nobody likes cold calls. And nobody really needs to make them. The Referral of a Lifetime teaches a step-by-step system that will allow anyone to generate a steady stream of new business through consistent referrals from existing customers and friends and, at the same time, maximize business with existing customers.

To bridge this gap between the "talk" and the "walk", Freeman and Auster provide a process through which organizations can collectively surface deeply held values that truly resonate with everyone, from top to bottom. Their Values Through Conversation (VTC) process focuses on four key types of values conversations: introspective, historical, connectedness, and aspirational.

Beholden to accepted assumptions about people and organizations, too many enterprises waste human potential. Robert Quinn shows how to defy convention and create organizations where people feel fully engaged and continually rewarded, where - both individually and collectively - they flourish and exceed expectations.

Written by the originators and leaders of the Appreciative Inquiry (AI) movement itself, this short, practical audio guide offers an approach to organizational change based on the possibility of a more desirable future, experience with the whole system, and activities that signal "something different is happening this time." That difference systematically taps the potential of human beings to make themselves, their organizations, and their communities more adaptive and more effective.

Plenty of research has been done on why companies go terribly wrong, but what makes companies go spectacularly right? That's the question Kim Cameron asked more than a decade ago. Since then,Cameron and his colleagues have uncovered the principles and practices that set extraordinarily effective organizations apart from the merely successful.

We all eventually ask ourselves the question, "Am I making a difference?" We want our lives to have meaning. But just as an airline flight attendant will tell you to put your own oxygen mask on before assisting others, getting your own life together is the first step to making a positive impact on the world around you. In this new book, FranklinCovey cofounder Hyrum Smith shows that achieving a meaningful, fulfilling, and impactful life is a straightforward process.

Harvard University professor and U.S. Intelligence Science Board member J. Richard Hackman reveals how to make teams more effective in solving hard, complex problems in intelligence work and other challenging, high-pressure areas.

Filled with practical advice and lessons, and backed by extensive research by Gentry and others, this book lays out the art, science, and practice behind learning and leading as a first time manager. Through first-hand accounts, stories, and other examples drawn from the experiences of first-time managers - including Gentry's own story of recently become a first-time manager himself - the book's practical, actionable content helps readers flip the old script, and write and live their new script.

For 20 years, Great Place to Work has published its gold-standard list of the 100 Best Companies to Work For, which appears first in Fortune magazine. But its latest research shows that what was good enough to be a “great” workplace 10 or 20 years ago is not good enough now. Even at the best workplaces, leaders can - and must - do better. The vital differentiator for companies now is their people - all their people.

Edward Lawler is one of the world's most eminent organizational scholars. In this new book he identifies a comprehensive and integrated set of talent management practices that fit today's rapidly evolving workplace.

In an increasingly crowded economic landscape, purpose gives you a powerful competitive advantage. But it does more than that. Finding and communicating an inspiring purpose will revitalize the entire organization, top to bottom. Purpose makes business more rewarding in every sense.

Leadership demands courage. You have to make good decisions while balancing inevitable tensions and knowing when to take risks. And that's where The Courage Way comes in. It's a guide to leadership that shows how to access and draw upon courage in all that you do. It has its roots in the work of Parker J. Palmer, who in 50 years of teaching, speaking, and writing has explored the human spirit - what he has called "the inner landscape" - and its role in life and leadership.

In nearly every industry, smart machines are replacing human labor. It's not just factory jobs - automated technologies are handling people's investments, diagnosing illnesses, and analyzing written documents. If we humans are going to endure, Edward Hess and Katherine Ludwig say we're going to need a dose of humility. We need to be humble enough to let go of the idea that "smart" means knowing the most, using that information quickest, and making the fewest mistakes. Smart machines will always be better than we are at those things.

Corporations are the most powerful entities on the planet. Unfortunately, many have had a long record of unprecedented and unbridled environmental degradation, social transgressions, and governance secrecy. Since by law they are beholden to their shareholders, some philanthropic trusts, pension funds, and other institutional investors have used shareholder advocacy to press for changes in corporate policy. But individual investors have largely been silent, thinking themselves powerless.

The most important attribute high-performing organizations have in common is that they are well led. Every organization dreams of having enough leaders. Yet too many organizations take a haphazard or inconsistent approach to leadership development. The result is a dearth of leaders and a failure to leverage the full capacity of the enterprise.

It's people who make organizations great, so how can leaders best help their people achieve that greatness? As Ken Jennings and John Stahl-Wert show in this new edition of their best seller, you can't just demand greatness - you have to inspire it. The most effective leaders don't just stand in front of their people, they stand behind them too. As one of the characters in the book notes, "You qualify to be first by putting other people first."

As a response to the increasing violence in our culture, the widening ideological divides, and the growing gap in economic well-being, there is greater awareness that a deeper sense of community is desperately needed. But even as we acknowledge the need to build community, the dominant on-the-ground practices about how to engage people, civically and organizationally, remain essentially unchanged. We still believe community is built with better messaging, more persuasion, and social events for people to get to know each other better. All of which is naïve.