検索キーワード： 組織行動

Mastering Executive Transitions: The Definitive Guide, by Navid Nazemian, explores the intersection between executive leaders and their career transitions, the research of transitions versus the reality of it, and the increased complexity and demands from executives coupled with shorter tenure and executive overwhelm. This book demonstrates how the biggest transition mistakes can be avoided and provides a proven framework to transition most successfully.

Dynamic capability management provides the road map for proactive disruption. It helps modern businesses deal with volatility, rapid growth, and new skills in a much smarter manner. This groundbreaking book explains why dynamic capability management is the way to go for the future-ready organization. It demonstrates how traditional management practices are evolving to meet the needs of a blended workforce. It shatters conventional organizational structures, provides a robust new talent framework, and presents a practical blueprint to make any business truly future-ready.

Acclaimed futurist, author, and digital strategist Bernard Marr delivers a compelling and engaging discussion of the technologies driving the impending—and ongoing—transformation of the internet, including blockchain, augmented reality (AR), and more. In the book, you'll explore the risks and opportunities presented by these game-changing techs and how they might impact you, your organization, and community.

Even the best competitive strategies mean nothing if they can't be executed. Yet many organizations struggle when they move from defining a strategy to implementing it. Somehow, all the careful planning falls to the side, and leaders are left wondering how to pick up the pieces. The HBR Guide to Executing Your Strategy is here to help. This book offers leaders and managers tips and advice for how to take even the most detailed strategy and apply it throughout their organizations.

Organization: Contemporary Principles and Practice addresses organizational issues in terms of how managers experience them and how MBA students can most effectively learn about them. John Child draws attention to the exciting possibilities currently arising in organizations as the conditions for their survival change. His analysis covers new internal organizational forms, various kinds of network organization, and the evolution of organization to meet new demands.

We've decided by consensus that consensus is good. In In Defense of Troublemakers, psychologist Charlan Nemeth argues that this principle is completely wrong: left unchallenged, the majority opinion is often biased, unoriginal, or false. It leads planes and markets to crash, causes juries to convict innocent people, and can quite literally make people think blue is green. In the name of comity, we embrace stupidity. We can make better decisions by embracing dissent. Dissent forces us to question the status quo, consider more information, and engage in creative decision-making.

Communication is essential in a healthy organization. But all too often when we interact with people - especially those who report to us - we simply tell them what we think they need to know. This shuts them down. To generate bold new ideas, to avoid disastrous mistakes, to develop agility and flexibility, we need to practice Humble Inquiry. Ed Schein defines Humble Inquiry as "the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person."

What if a company did everything in its power to create a culture in which everyone could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth? Robert Kegan and Lisa Laskow Lahey have found and studied such companies - deliberately developmental organizations. A DDO is organized around the conviction that organizations will best prosper when they are more deeply aligned with people's strongest motive, which is to grow.

Two-time New York Times best-selling authors Roger Connors and Tom Smith show how leaders can achieve record-breaking results by quickly and effectively shaping their organizational culture to capitalize on their greatest asset - their people. Change the Culture, Change the Game joins their classic book The Oz Principle and their recent best seller How Did That Happen? to complete the most comprehensive series ever written on workplace accountability.

Who or what is killing change? That's what you'll find out in this witty whodunit. The story features a Columbo-style detective, Agent Mike McNally, who's investigating the murder of yet another change. One by one, Agent McNally interviews 13 prime suspects, including a myopic leader named Victoria Vision; a chronically tardy manager named Ernest Urgency; an executive named Clair Communication, whose laryngitis makes communication all but impossible; and several other dubious characters.

Once upon a time, people wrote fables featuring untrustworthy ravens, wicked wolves, insincere monkeys, and power-hungry lions. Told repeatedly through generations and spread throughout the world, classic stories abound in which noble heroes and heroines matched wits with these typically treacherous beasts. But what's that you say? You feel as though you're surrounded by just these sorts of characters at work? Well, you're not alone.

Researchers now have a clear understanding of the key drivers that make meetings successful. In The Surprising Science of Meetings, Steven G. Rogelberg, researcher and consultant to some of the world's most successful companies, draws from extensive research, analytics and data mining, and survey interviews with over 5,000 employees across a range of industries to share the proven practices and techniques that help managers and employees enhance the quality of their meetings.

Corporate Turnaround Artistry is a complete guide for entrepreneurial companies in times of financial distress - presenting effective strategies and proven methods to revive and rehabilitate your business. Uncertain economic times have significantly altered the financial resources available to struggling businesses. Narrowing margins and mounting internal and external pressure has taken their toll on many companies. Fortunately, most businesses can be repaired while maintaining their existing revenue structure.

In Repeatability, Chris Zook and James Allen - leaders of Bain & Company’s influential Strategy practice - warn that complexity is a silent killer of profitable growth. Successful companies endure by maintaining simplicity at their core. They don’t stray from, or regularly discard, their business model in pursuit of radical renovation. Instead, they build a “repeatable business model” that produces continuous improvement and allows them to rapidly adapt to change without succumbing to complexity.

There is so much we get wrong about power: who has it, what it looks like, and the role it plays in our lives. Grounded in over two decades’ worth of scientific research and inspired by the popular class of the same name at Stanford’s Graduate School of Business, Acting with Power offers a new and eye-opening paradigm that overturns everything we thought we knew about the nature of power.

Humans have always been good at inventing tools that change the way we live and work—though not always good at adapting to those changes. Consider how the internet has given us instant access to gigabytes of data and yet has made us more distracted. Or how social media has enabled us to be more connected than ever, and yet it can also alienate or isolate us. Will the power of AI create a new era of robotic, impersonal efficiency, or will it catalyze a renaissance, redefining leadership and the world of work?

There is no CEO task more significant than leading change in an organization whose old business model needs updating. Large-scale change involves rethinking how to engage customers, partners, and suppliers with new technology and hard decisions about how to reorganize internal operations—plus the challenges of executing the transformation. Too many things can go wrong, from natural organizational resistance and inertia, to lack of strategic focus, to execution problems. And yet, organizations today must be more dynamic than ever before.

In The Collective Edge, Colin Fisher, one of the world’s foremost experts on group dynamics, distills decades of research into practical strategies to help groups function at their highest levels. Through case studies from billion-dollar companies, boutique design firms, great basketball teams, and Star Trek villains, Fisher reveals how to compete without dysfunctional conflict within groups, why conformity pressure can sometimes be positive, and why effective group leadership often comes down to structure and organization instead of motivational speeches.

Working remotely gives you flexibility and independence. But it can pose challenges when you need to team up with colleagues or coworkers. Virtual Collaboration covers the basics of working productively—and collaboratively—from anywhere.

Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a "good" leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the "collective genius" of the people in the organization.