Showing titles in Organisational Behavior

In this fascinating examination of our widespread obsession with winning, Cath Bishop draws on her personal experience of high-performance environments to trace the idea of winning through history, language and thought to explore how it has come to be a defining concept in fields from sport to business, from politics to education. Faced with the challenges and opportunities of the 21st century, Cath offers a new, broader approach - the long win. 

The Fearless Organization offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent, but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule, or intimidate.

Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together.

We’ve all had those perfect moments when events that could never be predicted, let alone controlled, remarkably seem to guide us along our path. Carl Jung called this phenomena “synchronicity” - “a collaboration between persons and events that seems to enlist the cooperation of fate.” In this book, Joseph Jaworski argues that the right state of mind will make you the kind of person who can enlist the cooperation of fate and take advantage of synchronicity, creating the conditions for “predictable miracles.”

Intelligence is usually seen as the ability to think and learn, but in a rapidly changing world, there's another set of cognitive skills that might matter more: the ability to rethink and unlearn. In recent months, the pandemic has forced us all to reevaluate our assumptions about health and safety and multiple acts of police brutality have challenged most of us to reconsider our responsibility for fighting racism. Yet in our daily lives, too many of us still favor the comfort of conviction over the discomfort of doubt.

What does the collapse of sub-prime lending have in common with a broken jackscrew in an airliner’s tailplane? These were systems that drifted into failure. While pursuing success in a dynamic, complex environment with limited resources and multiple goal conflicts, a succession of small, everyday decisions eventually produced breakdowns on a massive scale. The growth of complexity in society has outpaced our understanding of how complex systems work and fail. This book explores complexity theory and systems thinking to understand better how complex systems drift into failure.

The New York Times best-selling author examines how people can drive creative, moral and organisational progress - and how leaders can encourage originality in their organisations. How can we originate new ideas, policies and practices without risking it all? Adam Grant shows how to improve the world by championing novel ideas and values that go against the grain, battling conformity and bucking outdated traditions.

In the age of Big Data we often believe that our predictions about the future are better than ever before. But as risk expert Gerd Gigerenzer shows, the surprising truth is that in the real world, we often get better results by using simple rules and considering less information. In Risk Savvy, Gigerenzer reveals that most of us, including doctors, lawyers, financial advisers, and elected officials, misunderstand statistics much more often than we think, leaving us not only misinformed, but vulnerable to exploitation.

1:1s are arguably one of the most critical meeting types for the success of team members, managers, coaches, teams, and organizations. The best managers recognize that 1:1s are not an add-on to their role as a manager. Conducting 1:1s successfully are foundational to being a manager. At the same time, these meetings are the core of a direct report's experience and development at work, including how well they engage and attach to their role, perceive the effectiveness of their manager, and envision their future at the organization.

Every day, we make decisions on topics ranging from personal investments to schools for our children to the meals we eat to the causes we champion. Unfortunately, we often choose poorly. The reason, the authors explain, is that, being human, we are all susceptible to various biases that can lead us to blunder. Our mistakes can make us poor and unhealthy. We often make bad decisions about education, personal finance, health care, family, and the environment.

The Department of Health advises that one in four people will experience a mental health issue at some point in their lives. Although a number of recent developments and initiatives have raised the profile of this crucial issue, employers are experiencing challenges in promoting the mental health and wellbeing of their employees. Mental Health and Wellbeing in the Workplace contains expert guidance for improving mental health and supporting those experiencing mental ill health.

Navigating the working world with ADHD can be tricky business for everyone, but it doesn't have to be. Understanding what ADHD actually is, how to talk about it at work, identifying what can help and ways to harness it within the workplace can be as overwhelming as getting a diagnosis - until now.

In the current period of social and political unrest, conversations about identity are becoming more frequent and more difficult. On subjects like critical race theory, gender equity in the workplace, and LGBTQ-inclusive classrooms, many of us are understandably fearful of saying the wrong thing. Kenji Yoshino and David Glasgow, founders of the Meltzer Center for Diversity, Inclusion, and Belonging at NYU School of Law, are here to show potential allies that these conversations don’t have to be so overwhelming.

Since 1933, when a completely drugged and trial-conditioned human wreck confessed to having started the Reichstag fire in Berlin, Dr. Joost A. M. Meerloo has studied the methods by which systematic mental pressure brings people to abject submission, and by which totalitarians imprint their subjective "truth" onto their victims' minds. And in The Rape of the Mind, he goes far beyond the direct military implications of mental torture to describing how our own culture unobtrusively shows symptoms of pressurizing people's minds. 

This book will inspire you to: thrive on pressure like an Olympic athlete; manage and overcome negative emotions by acknowledging them; plan short-term goals to achieve long-term aspirations; surround yourself with the people who will push you the hardest; use challenges to become a better leader; use creativity to move past trauma; and understand the tools your mind uses to recover from setbacks.

Dr Sabrina Cohen-Hatton has been a firefighter for 18 years. She decides which of her colleagues rush into a burning building and how they confront the blaze. She makes the call to evacuate if she believes the options have been exhausted or that the situation has escalated beyond hope. This is her astonishing account of a profession defined by the most difficult decisions imaginable.

Humans rely on body language to connect and build trust, but with most of our communication happening from behind a screen, traditional body language signals are no longer visible - or are they? In Digital Body Language, Erica Dhawan, a go-to thought leader on collaboration and a passionate communication junkie, combines cutting-edge research with engaging storytelling to decode the new signals and cues that have replaced traditional body language across genders, generations and culture. 

There used to be two teams in every workplace: management and labor. Now there’s a third team, the linchpins. These people invent, lead (regardless of title), connect others, make things happen, and create order out of chaos. They figure out what to do when there’s no rule book. They delight and challenge their customers and peers. They love their work, pour their best selves into it, and turn each day into a kind of art.

Tremendous forces for change are radically reshaping the world of work. Disruptive innovations, radical thinking, new business models and resource scarcity are impacting every sector. Although the scale of expected change is not unprecedented, what is unique is the pervasive nature of the change and its accelerating pace which people in organizations have to cope with. Structures, systems, processes and strategies are relatively simple to understand and even fix.

All of us constantly broadcast information to others, even when we don't say a word. Sales professionals broadcast to potential clients in a way that wins new business. Managers broadcast to their teams about projects. Colleagues broadcast to one another about available resources. The messages we choose to broadcast shape others' beliefs in the potential for success and their ability to create positive change.