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When faced with complex challenges or uncertain outcomes, many leaders believe that if they are smart enough, work hard enough, or turn to the best management tools, they will be able to find the right answer, predict and plan for the future, and break down tasks to produce controllable results. But what are leaders to do when this isn't the case? Rather than offering one-size-fits-all tips and tricks drawn from the realm of business as usual, Simple Habits for Complex Times provides three integral practices that enable leaders to navigate the unknown.

Author and consultant Jennifer Garvey Berger has worked with all types of leaders, from top executives at Google to nonprofit directors who are trying to make a dent in social change. She hears a version of the same plea from every client in nearly every sector around the world: "I know that complexity and uncertainty are testing my instincts, but I don't know which to trust. Is there some way to know what to do when I can't know what's next?"

More and more organizations worldwide are using teams of employees to respond to adversity. Employees can no longer rely on their own knowledge, skills, and abilities to get their work done. Rather, employees have to work collaboratively with one another and combine their expertise to achieve the synergy and breakthrough thinking that is necessary to be successful at completing complex tasks in today's dynamic environments.

In the aftermath of the 2010 Citizens United decision, it's become commonplace to note the growing political dominance of a small segment of the economic elite. But what exactly are those members of the elite doing with their newfound influence? The One Percent Solution provides an answer to this question for the first time. Gordon Lafer's book is a comprehensive account of legislation promoted by the nation's biggest corporate lobbies across all 50 state legislatures and encompassing a wide range of labor and economic policies.

Vaughn Tan opens up the black box of elite culinary R&D to provide essential insights. Drawing on years of unprecedented access to the best and most influential culinary R&D teams in the world, he reveals how they exemplify what he calls the uncertainty mindset. Such a mindset intentionally incorporates uncertainty into organization design rather than simply trying to reduce risk. It changes how organizations hire, set goals, and motivate team members and leads organizations to work in highly unconventional ways.

Listening deeply is the foundation of all effective organizational management, research, and consulting. This audioook explores the many aspects of attentive listening through storytelling and includes examples of organizational case studies. This new edition of Listening Deeply updates historical context, theory, method, and organizational stories. His lessons are useful to the manager in any kind of organization, as well as practitioners of psychology, sociology, business management, medicine, and education.

Bolstered with archival and original data, including the first complete count of American business corporations before the Civil War, Corporation Nation makes a compelling argument for improved internal governance and more effective external government regulation.

Serial Innovators: How Individuals Create and Deliver Breakthrough Innovations in Mature Firms zeros in on the cutting-edge thinkers who repeatedly create and deliver breakthrough innovations and new products in large, mature organizations. These employees are organizational powerhouses who solve consumer problems and substantially contribute to the financial value to their firms.

Change is never a stepwise or easily prescribed process. Rather, it is messy and complicated, and its outcomes are easily swayed by a host of factors. In this context, leaders need to develop and utilize realistic frameworks for organizational change. They need to implement a holistic change model that defines and justifies the proposed change, and takes account of both the abilities of those who will be asked to lead and carry out the change, and the context in which the change is to occur.