Harvard Business School Press Books — General Management
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The Decision Process: Five Key Steps Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6310BC Subjects: Change management; Decision making; Risk assessment Academic Discipline: General management Product Description: This chapter illustrates how you can organize the decision-making process into five simple steps. Using these techniques reveals the pros, cons, risks, and trade-offs of any given decision. May be used with: (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.
The Framing Challenge: What Is the Real Problem? Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6334BC Subjects: Decision making; Decision theory; Framing; Teams Academic Discipline: General management Product Description: Properly framing a problem in terms of the reality of the situation and the objectives of the organization is an important second step in the decision-making process. Mental frames act to channel our thinking and are important tools to help navigate complex decisions. This chapter offers tips on how to frame a situation correctly, yielding better decisions in the end. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.
Alternatives: The Source of Superior Solutions Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6341BC Subjects: Alternatives; Brainstorming; Conflict; Creativity; Decision theory; Problem solving Academic Discipline: General management Product Description: To make an informed decision, you must be able to look at alternative solutions and weigh the merits of those alternatives. This chapter explains how to generate other possibilities, brainstorm effectively, and combine features to create a hybrid alternative. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.
Make the Decision: Getting to Agreement Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6365BC Subjects: Alternatives; Conflict; Group decision making; Implementation; Objectives Academic Discipline: General management Product Description: Complex decisions inevitably have unresolved uncertainties that are bound to trouble some decision makers. This chapter outlines three techniques — catchball, point-counterpoint, and intellectual watchdog — to help decision makers maneuver these difficulties. Although these techniques cannot guarantee a decision team will agree on one decision, they will help them agree on a collective objective. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.
The Uncertainty Problem: How to Deal with Unknowns Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6372BC Subjects: Group decision making; Risk assessment; Uncertainty Academic Discipline: General management Product Description: Decision making always involves some level of uncertainty. There are many opportunities during the decision-making process to reduce key uncertainties, but they can never be fully eliminated. Addressing uncertainty can be difficult; this chapter offers a three-step process to improve the odds of making a good decision. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.
Human Foibles: How to Counter Tendencies That Can Ambush Your Decision Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6389BC Subjects: Decision analysis; Decision theory; Group decision making; Human behavior; Negotiations Academic Discipline: General management Product Description: Human behavior plays an important role in any decision-making process. Some behaviors can hinder people's ability to make effective decisions. This chapter describes a number of the decision traps that threaten good decision making and raises awareness of the foibles that lead us to making bad decisions. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.
Organizational Traps: The Madness—and the Wisdom--of Crowds Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6396BC Subjects: Decision making; Group behavior; Group decision making; Groupthink; Influence; Social awareness Academic Discipline: General management Product Description: Groups can sometimes take on characteristics and dynamics that impede individual decision making. Being aware of how susceptible you and your colleagues are to powerful social influences is important. This chapter examines several ways in which groupthink and other social influences can infect a logical decision process. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.
Toward a Smarter Organization: Getting Better at Making Decisions Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6402BC Subjects: Competitive decision making; Decision analysis; Decision theory; Group decision making; Organizational development Academic Discipline: General management Product Description: While improving your decision-making skills is its own reward, having good processes for making those decisions is key to having a successful business. Once an enterprise has improved its decision-making skills, the quality of its decisions also improves. This chapter closes the loop on decision making, proving that this skill makes for a powerful and competitive company. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6372BC) The Uncertainty Problem: How to Deal with Unknowns.
The Context for Success: Setting the Stage Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6570BC Subjects: Decision analysis; Decision making; Decision theory; Organizational behavior; Teams Academic Discipline: General management Product Description: Creating the right environment in which effective decisions can be made, otherwise known as the context, can sometimes be an uphill battle. This chapter illustrates why the right context is so important to decision making, and it explains why this is an important first step in making better decisions. May be used with: (6310BC) The Decision Process: Five Key Steps; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.
Evaluate the Alternatives: Finding the Value of Each Option Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6594BC Subjects: Alternatives; Decision making; Decision trees; Financial analysis; Priorities; Tradeoff analysis Academic Discipline: General management Product Description: Weighing the prospective merits of your alternatives is an important technique to use in making better decisions. Once you have identified a set of alternatives, the next step is to assess what each alternative contributes to the overall objective and how to prioritize the trade-offs. Comparing important attributes of your alternatives is key to making better decisions. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.
Dialogue: The Ultimate Communication Publication Date: 08/01/2003 Product Type: HBS Press Chapter HBS Number: 6679BC Subjects: Business etiquette; Communication strategy; Interpersonal communications Academic Discipline: Competitive strategy Product Description: Effective business communication is not confined to writing and making presentations. In reality, business communication most often occurs more informally, between individuals and in various settings. This chapter reveals the value of these significant moments and offers three principles for successful one-on-one interactions. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery.
Good Writing: It Begins with Principles Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6853BC Subjects: Communication; Writing Academic Discipline: General management Product Description: Effective communication and good writing rest on a foundation of basic principles. From having a clear purpose to considering a delivery strategy, this chapter examines each of these principles as it relates to written communication. May be used with: (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.
Start-Up Strategies: Your Launch Point Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6860BC Subjects: Business reading; Business writing; Communication; Meetings Academic Discipline: General management Product Description: Once you've learned the basic principles that govern effective written communication, the writing can actually begin. This chapter examines the difficulties you may encounter when beginning a writing task — writer's block, lack of inspiration, or simply the frustration associated with crafting a simple, effective message. May be used with: (6853BC) Good Writing: It Begins with Principles; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.
The First Draft: Getting It Down Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6877BC Subjects: Business reading; Communication; Writing Academic Discipline: General management Product Description: An effective writer always begins with a first draft in which ideas can be collected and organized. Once the ideas are down on paper, details like punctuation, grammar, and word choice are often far less painful to perfect. This chapter explains the benefit of a first draft and focuses on three tools that writers should consider as they develop the draft. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.
Getting It Right: The Editing Craft Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6884BC Subjects: Business reading; Communication; Editing Academic Discipline: General management Product Description: Organizing and refining the ideas captured in the first draft is critical to the overall effectiveness of your writing. These final steps involve editing for content, style, clarity, and accuracy, as well as necessary refinements to the particular word choice. This chapter offers several tips for strengthening and polishing a written piece. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.
Everyday Writing: Memos, Letters, and E-Mail Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6907BC Subjects: Business writing; Communication strategy; E-mail; Memos Academic Discipline: General management Product Description: The fundamental principles of good writing apply across all written forms, including e-mail, memos, and letters. Each of these forms has unique characteristics, and this chapter explains the purpose of each form and the most effective way of approaching it. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.
Presentations: Timeless Principles Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6914BC Subjects: Communication strategy; Listening; Persuasion; Presentations Academic Discipline: General management Product Description: Some forms of business communication occur in real time rather than on paper. These forms of communication, including presentations, present an opportunity to persuade an audience and provide a forum for discussing important issues. This chapter includes tips for better listening and better, more logical presentations. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.
Backstage: Preparing Your Presentation Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6921BC Subjects: Communication strategy; Presentations; Writing Academic Discipline: General management Product Description: Once you understand the governing principles of presentations, the next step is actually preparing the presentation. This chapter offers a six-step approach to preparing for a speech or presentation, covering every aspect — from clarifying your objective to organizing a dress rehearsal. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.
Show Time: Making an Effective Delivery Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6938BC Subjects: Communication; Ideas; Presentations; Writing Academic Discipline: General management Product Description: With all the background work completed, as a presenter, your focus should now turn to conveying your message effectively. Delivering the most engaging presentation is a powerful tool, and this chapter offers suggestions for speaking convincingly, answering questions, and thinking on your feet. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6679BC) Dialogue: The Ultimate Communication.
The Dimensions of Change: Examining the Different Types and Approaches Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7119BC Subjects: Change management; Organizational change; Performance Academic Discipline: Organizational behavior & leadership Product Description: Understanding the types of change programs and approaches that organizations use is critical to managing a change initiative effectively. This chapter provides an overview of the different approaches and their effects on business performance. May be used with: (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.
Are You Change-Ready?: Preparing for Organizational Change Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7126BC Subjects: Change management; Leadership; Motivation; Organizational change Academic Discipline: Organizational behavior & leadership Product Description: For an organization to be change-ready, three key conditions must be present. This chapter explores these conditions and explains how to cultivate them if they don't already exist in the organization. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.
Seven Steps to Change: A Systematic Approach Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7133BC Subjects: Action planning; Change management; Organizational change Academic Discipline: General management Product Description: Effective change happens only when an organization can approach change with the right attitude, from the right angle, and with the appropriate actionable steps to make it happen. This chapter offers the seven steps that general managers can and should use when trying to create real change in an organization. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.
Implementation: Putting Your Plan in Motion Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7140BC Subjects: Change management; Implementation; Organizational change; Planning Academic Discipline: General management Product Description: Once an organization has committed to a change program, the next phase is implementation. Effective implementation requires some front-end work, a strategy, and prior planning. This chapter identifies six activities that are essential for a seamless, companywide implementation. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.
Social and Human Factors: Reactions to Change Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7157BC Subjects: Change management; Employee attitude; Management styles; Organizational behavior; Organizational change; Social networks Academic Discipline: Organizational behavior & leadership Product Description: When implementing change companywide, it is important to remember the influence of social systems within the organization. Successful change management requires that managers recognize this influence and take it into consideration as they make necessary changes to their style of management. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.
Helping People Adapt: Strategies to Reduce Stress and Anxiety Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7164BC Subjects: Change management; Employee attitude; Organizational change; Stress; Work environment Academic Discipline: General management Product Description: Workplace change often brings with it turmoil and stress as people begin to acclimate to the new environment. A good manager alone may not be capable of restoring morale companywide, but he or she can help to reestablish a productive frame of mind once a change program has been implemented. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7188BC) Toward Continuous Change: Staying Competitive Through Change.
Toward Continuous Change: Staying Competitive Through Change Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7188BC Subjects: Change management; Employee attitude; Organizational change Academic Discipline: Organizational behavior & leadership Product Description: Change initiatives are incremental, building on previous change initiatives. Implementing continuous change is important to ensuring business growth. This chapter discusses the workplace as an ever-evolving environment that may require a one-time major change or smaller, more incremental change initiatives at more frequent intervals. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety.
Types of Innovation: Several Types on Many Fronts Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7195BC Subjects: New process; Process innovation Academic Discipline: General management Product Description: Innovation is the embodiment, combination, or synthesis of knowledge in original, relevant, and valued new products, processes, or services. This chapter examines two major categories within which innovations fall: incremental and radical. The chapter also underscores the importance of process innovations. May be used with: (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.
The S-Curve: A Concept and Its Lessons Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7201BC Subjects: Change management; Costs; Innovation; Investments; Performance; Technological change; Time management Academic Discipline: General management Product Description: Whatever type of innovation you pursue will come up against some sort of constraint that will inhibit progress. This chapter explains the idea of the S-curve — a chart that plots performance and cost against time and investment. This chart has implications for managers and innovators, and the chapter explains how to use the tool effectively. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.
Idea Generation: Opening the Genie’s Bottle Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7218BC Subjects: Customer relations; Focus groups; Ideas; Planning; R&D Academic Discipline: General management Product Description: This chapter explores six sources of innovative thinking and discusses the importance of prior mental preparation to the innovative process. Essentially, new ideas are the nutrients of innovation, and this chapter helps uncover key sources of inspiration. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.
Recognizing Opportunities: Don’t Let the Good Ones Slip By Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7225BC Subjects: Business growth; Ideas; Product development; Strategic market planning; Value creation Academic Discipline: General management Product Description: Most innovative ideas are fun and interesting. But from a crowded field, how can you recognize an idea that has real business potential? Opportunity recognition is a mental process that can help you make this assessment. This chapter gives you the tools you need to decide whether to invest in a new idea. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.
Moving Innovation to Market: Will It Fly? Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7232BC Subjects: Breakeven analysis; Commercialization; Fixed costs; Ideas; Product development Academic Discipline: General management Product Description: Many ideas with commercial potential never make it to market. The innovator's challenge is to make the idea feasible, practical, not too costly to execute, and acceptable to customers. This chapter examines some best practices used to determine which ideas have the most merit and which ideas should be killed. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.
Creativity and Creative Groups: Two Keys to Innovation Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7256BC Subjects: Creativity; Group behavior; Management communication; Management of professionals; Motivation; Teams Academic Discipline: Organizational behavior & leadership Product Description: Encouraging creativity is an important element to successful innovation. This chapter debunks certain myths about creativity and discusses the role of individual creativity and creative groups. The chapter offers six steps you can take to be more creative yourself and encourage creativity in your work groups. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.
Enhancing Creativity: Enriching the Organization and Workplace Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7263BC Subjects: Creativity; Employee empowerment; Employee morale; Innovation; Management of professionals; Management philosophy; Teams; Work environment Academic Discipline: Organizational behavior & leadership Product Description: Crafting teams of creative people is an essential first step toward enhancing creativity. Equally important is making the workplace conducive to creative thinking and providing support to those with innovative thoughts. This chapter offers a checklist of organizational characteristics that support creativity and innovation. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7270BC) What Leaders Must Do: Making a Difference.
What Leaders Must Do: Making a Difference Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7270BC Subjects: Creativity; Innovation; Leadership; Management communication; Management of professionals; Management philosophy; Organizational behavior; R&D Academic Discipline: Organizational behavior & leadership Product Description: For an idea generated by a middle manager to reach its full potential, there must be some support from higher ranking individuals. These people play an important role in shaping the culture, giving direction, and allocating funds. This chapter explains the importance of involving senior management and outlines what leaders must do to assure that innovation flourishes. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace.
Setting Goals that Others Will Pursue: Committing to an Outcome Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5047BC Subjects: After action reviews; Goal setting; Management by objectives; Management communication; Management of professionals; Priorities Academic Discipline: General management Product Description: By setting goals and measuring their achievement, you can focus on what is most important, waste less energy on noncritical tasks, and achieve greater results. Whether your organization takes a top-down approach to goal setting or a bottom-up one, you are responsible for setting goals for your unit and for yourself. This chapter breaks down the priorities, the obstacles, and the after-action review of goal setting and achieving. May be used with: (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Hiring the Best: The Role of Human Assets Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5078BC Subjects: Employee benefits; Employee training; Human capital; Human resources management; Interviews; Personnel policies; Recruitment Academic Discipline: General management Product Description: In a world where human assets have become the key differentiator between competing firms, the quality and capabilities of the people you bring onto your team will determine its success. And like many other activities undertaken by organizations, hiring is a business process — a set of activities that turn inputs into outputs. This chapter examines this five-step process for getting the most out of your personnel investments. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Keeping the Best: Why Retention Matters Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5085BC Subjects: Compensation; Employee benefits; Employee morale; Employee retention; Employee training; Human resources management; Personnel policies Academic Discipline: General management Product Description: This chapter focuses on employee retention. It explains why it is so important to your business — and why it is so challenging. The chapter provides insights into why people stay with their current employers and what factors influence them to leave. It also offers suggestions on what you, as a manager, can do to retain your best people. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed.
Delegating with Confidence: Avoid Being Overworked and Overwhelmed Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5108BC Subjects: Delegation of authority; Management communication; Management of professionals Academic Discipline: General management Product Description: Delegation is one of the most important skills demonstrated by successful managers and the one often neglected by overworked managers. Effective delegators spend less time doing and more time planning work assignments, organizing resources for delegates, and coaching people who need help. This chapter explains the principles of delegating and gives practical ideas for applying them. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Managing Your Time: Making the Most Out of Your Day Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5115BC Subjects: Time wasters; Upper management; Work environment; Work hours Academic Discipline: General management Product Description: Time management is about forcing yourself to be explicit about what you value in your professional and personal life, which in turn helps avoid burnout stress while making you more productive. This chapter gives you the tools to manage your work week better while avoiding time wasters such as overreaching, reverse delegation, procrastination, avoidable travel, and unnecessary meetings. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Managing Teams: Forming a Team that Makes a Difference Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5139BC Subjects: Collaboration; Employee morale; Group decision making; Group dynamics; Interpersonal behavior; Management communication; Management of professionals; Management teams; Team leadership Academic Discipline: General management Product Description: Individuals are the source of most innovative ideas, but teams of people working together are an organization's best instruments for turning those ideas into marketable products and services. You, as a manager, must learn how to act in this setting — where you cannot be the boss — finding a collaborative way to contribute and support your colleagues. This chapter teaches you that skill. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Appraisal and Coaching: Improving Results with Feedback Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5146BC Subjects: Coaching; Employee development; Employee morale; Feedback; Management of professionals; Performance effectiveness; Performance measurement Academic Discipline: General management Product Description: The first half of this chapter shows you how to handle a performance appraisal and offers eight steps for doing it right. The balance of the chapter explains how to improve performance through coaching. These two activities provide opportunities for both the manager and the subordinate to provide feedback to one another on what is working and what is not — feedback that is an essential element of management. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Handling Problem Employees: Motivating and Letting Go Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5153BC Subjects: Employees; Motivation; Performance management; Terminations Academic Discipline: Human resources management Product Description: Although some employees can be helped through coaching that corrects performance pitfalls, others are able to do the job, but for some reason or another, are not motivated to do it. This chapter deals with the unmotivated employee. It concentrates on motivating problem employees, dealing with “C” employees, and handling dismissals when necessary. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Dealing with Crises: Don’t Wait Until They Hit Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5160BC Subjects: Change management; Crisis management; Decision making; Problem solving; Risk management Academic Discipline: General management Product Description: Crises affect all businesses sooner or later. Some are preventable. Others can be anticipated. But no matter what their origins, the things managers do and the decisions they make can make the situation a lot worse — or better. This chapter offers practical ideas for preventing crises, anticipating them, and managing them when they occur. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Developing Your Career: And Theirs Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5184BC Subjects: Career advancement; Career changes; Careers & career planning; Management communication; Mentors Academic Discipline: Organizational behavior & leadership Product Description: Career development is the process of assessing where you are in your work life, deciding where you want to be, and then making the changes necessary to get there. It's a process you can manage and an opportunity for you to lead by example. This chapter gives you practical ideas for managing your career and mentoring the careers of those who work for you — whether you are both just beginning or well along the road. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Becoming a Leader: The Final Challenge Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5191BC Subjects: Conflict; Leadership; Management by objectives; Management communication; Management of professionals; Motivation; Vision Academic Discipline: General management Product Description: To be effective, leadership cannot only be about inspiration and grand visions; it must also be about getting results. Managers become leaders when they create a vision that others will follow, align people and resources with their vision, use communication skills to muster support, gather resources, motivate others to do their best, and harness the power of creative conflict. This chapter helps you navigate this course. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Strategy: A Primer Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5214BC Subjects: Competitive advantage; Competitive decision making; Strategic market planning; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: Operational efficiency is about doing things right; strategy is about doing the right things. This chapter focuses on how to formulate strategies that will differentiate your enterprise, giving it competitive advantage, and on how to scan the horizon for new opportunities or for changes that may undermine your current strategy. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Budgeting: Seeing the Future Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5221BC Subjects: Budgeting; Business expenses; Financial literacy; Financial management; Financing; Long term financing; Operating costs; Short term financing Academic Discipline: Finance Product Description: Budgeting can cause stress and conflict, eating up lots of hours. But a good budget can be the difference between financial success and insolvency. In this chapter, you'll learn about the many types of budgets that serve different purposes. You'll also learn how to determine which type most effectively helps you meet your business goals. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Understanding Financial Statements: Making More Authoritative Decisions Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5238BC Subjects: Balance sheets; Business expenses; Cash flow statements; Financial accounting; Financial literacy; Financial management; Financial planning; Financial reporting; Income statements Academic Discipline: Finance Product Description: What is the state of your company's financial health? This chapter helps you answer that question by explaining the three essential financial statements: the balance sheet, the income statement, and the cash flow statement. It also helps you understand some of the managerial issues implicit in them and broadens your financial know-how through discussion of two vital concepts: financial leverage and the financial structure of the firm. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Net Present Value and Internal Rate of Return: Accounting for Time Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5245BC Subjects: Decision making; Financial analysis; Financial management; Financial strategy; Inflation; Present value; Rates of return Academic Discipline: Finance Product Description: This chapter introduces you to financial decision-making tools that account for time value: specifically, present and future value, net present value, and internal rate of return. These are among the most powerful and useful decision tools available to managers. Whether you're considering the development of a new product, the purchase of a new asset, or any other type of investment, these time-value tools are essential. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.
Breakeven Analysis and Operating Leverage: Understanding Cash Flow Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5252BC Subjects: Breakeven analysis; Budgeting; Cash flow; Contribution margin; Financial analysis; Financial literacy; Financial management; Fixed costs; Operating leverage; Variable costs Academic Discipline: Finance Product Description: This chapter explains breakeven analysis — how much (or how much more) you need to sell to pay for a fixed investment — another financial tool that many managers find useful in making decisions. The chapter elucidates this and several other concepts that that every manager should understand (fixed costs, variable costs, contribution margin, and operating leverage) to determine at what point you will break even on your cash flow and when you will exceed it. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time.
Project Management as a Process: Four Phases Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6181BC Subjects: Management by objectives; Management of professionals; Project planning Academic Discipline: General management Product Description: Managing projects of all shapes and sizes requires a fluid, nonlinear framework that has applications across all essential elements of project planning. This chapter outlines a four-phase process that suggests how to allow for readjustment between the phases. May be used with: (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.
The Cast of Characters: Who’s Who in Project Management Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6198BC Subjects: Goal setting; Management by objectives; Management of professionals; Project management; Project planning; Team building Academic Discipline: General management Product Description: Getting the right people on board is an essential part of a successful project plan. This chapter offers guidelines ranging from choosing the most effective project manager to choosing the right team members. This cast of characters is responsible for the achievement of a particular goal, so choosing members should ideally be determined by who is best suited to accomplish the work. May be used with: (6181BC) Project Management as a Process: Four Phases; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.
A Written Charter: Your Marching Orders Publication Date: 03/31/2004 Product Type: HBS Press Chapter HBS Number: 6211BC Subjects: Communication; Goal setting; Management by objectives; Management of professionals; Project management; Project planning; Teams Academic Discipline: General management Product Description: Writing a charter authorizes a particular project by providing a clear sense of the project's scope, value-added benefit, and overall objective. Having a clearly defined plan is important when allocating resources, and without a formal charter, a plan is likely to deviate from its intended path. This road map should be unambiguous and not act as a rigid plan. It should spell out the ends, not the means. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.
A Framework for Action: Important First Steps Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6228BC Subjects: Action planning; Decision making; Management communication; Management of professionals; Meetings; Project finance; Project management; Project planning; Technology; Time management Academic Discipline: General management Product Description: Establishing procedures and operational mechanisms before the real work begins on any project is crucial. A good deal of time can be lost on unproductive debates over making decisions, and communication is vital to moving beyond these obstacles. Creating both an organizational plan, including a budget, as well as a communication plan can help to steer team members away from time-wasting activities and help to streamline the process. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.
Work Breakdown: From Huge Job to Manageable Tasks Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6235BC Subjects: Management by objectives; Management communication; Management of professionals; Management performance; Project management; Project planning; Resources; Time management Academic Discipline: General management Product Description: Deconstructing a large job into a series of manageable tasks helps managers achieve their goals and understand both how much time each task will take to complete and what it will cost. A work breakdown structure helps you answer critical questions about how to allocate the appropriate amount of time and money. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.
Scheduling the Work: Put the Horse Before the Cart Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6242BC Subjects: Management by objectives; Management communication; Management of professionals; Project management; Scheduling Academic Discipline: General management Product Description: Sequencing activities matters a great deal when managing projects both large and small. Introducing a practical process should work to eliminate stagnant projects in the pipeline and shed light on missed opportunities. This chapter outlines four simple steps to create a workable schedule aimed at optimizing a project's potential. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.
Adjustments and Tradeoffs: More Fine Tuning Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6259BC Subjects: Management by objectives; Management of professionals; Project evaluation; Project management; Scheduling Academic Discipline: General management Product Description: It's not uncommon to recognize discrepancies between the objectives stated in the project charter and what the project is actually delivering. When addressing these gaps, decision makers must decide which trade-offs to focus on. This chapter focuses on how to facilitate the conversation, making room for better judgments about what is required to get the job done. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.
Managing Risk: Scanning the Hazy Horizon Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6266BC Subjects: Contingency planning; Management by objectives; Management of professionals; Project management; Project planning; Risk assessment; Risk management; Uncertainty Academic Discipline: General management Product Description: Hedging risks during the project planning process helps to mitigate those risks later on. Built into every project plan are certain assumptions about time, money, and performance of team members. Although it is impossible to avoid some risk, crafting a strong management framework makes it easier to deal with unforeseen adverse developments as they arise. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.
Project Adaptation: Dealing with What You Cannot Anticipate Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6273BC Subjects: Adaptability; Contingency planning; Management by objectives; Management of professionals; Project management; Project planning; Risk; Uncertainty Academic Discipline: General management Product Description: Dealing with hard-to-anticipate risks requires a certain amount of adaptability. Unanticipated risks tend to originate from three main sources: new technology, new kinds of work, and a substantially larger project scope than team members are accustomed to. For projects with a high degree of uncertainty, an adaptive project management style reduces reliance on decision tools that require predictability. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.
Getting Off on the Right Foot: Project Needs to Keep in Mind Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6280BC Subjects: Collaboration; Communication; Management by objectives; Management of professionals; Managerial behavior; Meetings; Project management; Project planning; Teams Academic Discipline: General management Product Description: Launching a project increases the likelihood of that project's success. Because project management requires a team effort, managers must attend to a number of important issues, including an official launch and communicating the norms of behavior that allow for team-based activities to succeed. This chapter reveals why these elements are important for the overarching project goal. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.
Keeping on Track: Maintaining Control Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6297BC Subjects: Communication; Conflict; Interpersonal relations; Management by objectives; Management of professionals; Motivation; Project finance; Project management; Project planning; Teams Academic Discipline: General management Product Description: Keeping project team members motivated and focused is vital to the success of any project. This chapter focuses on three key responsibilities of project managers that allow them to master conflict and handle problems that might arise. Communication is an essential system that must be in place before an effective project management model is created. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6303BC) The Closedown Phase: Wrapping It Up.
The Closedown Phase: Wrapping It Up Publication Date: 03/31/2004 Product Type: HBS Press Chapter HBS Number: 6303BC Subjects: Management of professionals; Performance effectiveness; Performance measurement; Project evaluation; Project management; Project planning Academic Discipline: General management Product Description: Having the opportunity to share individual experiences and examining one's own performance at the conclusion of any project gives team members a sense of closure and accomplishment. Asking questions about the effectiveness of the project plan, as well as things that went right and things that went wrong, are important functions of the closedown phase, as many of these lessons can be applied to future projects. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control.
The Necessity of Power: You Can’t Manage Without It Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5443BC Subjects: Management communication; Management controls; Management of professionals; Management philosophy; Management styles; Power & influence Academic Discipline: General management Product Description: Ideal managers are those who use power to advance the interests of the organization, giving those interests priority over their own. But that is easier said than done. This chapter discusses how people feel about power, why it is an essential part of organizational life, and how it is restrained by interpersonal dependencies. It also evaluates three managerial approaches to using power, assessing the effectiveness of manager types. May be used with: (5450BC) Power Sources: And How You Can Tap Them; (5467BC) Influence: Your Mechanism for Using Power; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5481BC) Persuasion I: The Basics; (5498BC) Persuasion II: Winning Minds and Hearts; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.
Power Sources: And How You Can Tap Them Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5450BC Subjects: Coalitions; Interpersonal relations; Management communication; Management of professionals; Managerial behavior; Power & influence Academic Discipline: General management Product Description: Power is a necessary element of organizational work. This chapter deconstructs its three sources, helping you understand how to build it through coalitions and interpersonal dependencies and how to detect and monitor where power resides within an organization. May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5467BC) Influence: Your Mechanism for Using Power; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5481BC) Persuasion I: The Basics; (5498BC) Persuasion II: Winning Minds and Hearts; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.
Influence: Your Mechanism for Using Power Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5467BC Subjects: Management communication; Management development; Management of professionals; Power & influence Academic Discipline: General management Product Description: This chapter describes the limitations of direct power and explains how managers can use their power indirectly to influence the outcomes they seek. The objectives are to strengthen and widen your spheres of influence and to increase influence through “currencies of exchange.” May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5450BC) Power Sources: And How You Can Tap Them; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5481BC) Persuasion I: The Basics; (5498BC) Persuasion II: Winning Minds and Hearts; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.
Tactics of Influence: Three Ways to Project Influence Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5474BC Subjects: Management communication; Management of professionals; Management philosophy; Market positioning; Market research; Marketing implementation; Power & influence; Tactics Academic Discipline: General management Product Description: This chapter examines three tactics for transforming power into influence: framing, information, and technical authority. Each is a practical mechanism for influencing others. May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5450BC) Power Sources: And How You Can Tap Them; (5467BC) Influence: Your Mechanism for Using Power; (5481BC) Persuasion I: The Basics; (5498BC) Persuasion II: Winning Minds and Hearts; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.
Persuasion I: The Basics Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5481BC Subjects: Management communication; Management of professionals; Management philosophy; Persuasion; Power & influence Academic Discipline: General management Product Description: The days of executive command-and-control have given way to a world increasingly characterized by cross-functional teams of peers, joint ventures, and intercompany partnerships. Persuasion has four elements: credibility, understanding of an audience, a solid argument, and effective communication. This chapter gives you steps for strengthening all of these aspects, building your power of persuasion. May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5450BC) Power Sources: And How You Can Tap Them; (5467BC) Influence: Your Mechanism for Using Power; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5498BC) Persuasion II: Winning Minds and Hearts; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.
Persuasion II: Winning Minds and Hearts Publication Date: 05/04/2005 Product Type: HBS Press Chapter HBS Number: 5498BC Subjects: Decision making; Management communication; Management philosophy; Persuasion; Power & influence; Presentations Academic Discipline: General management Product Description: Even the most rock-solid case will fail to persuade without a winning presentation. Emotions, perceptions, and predispositions also play major roles in how people make business decisions. To persuade others, you thus need to address your listeners' minds and their hearts. This chapter focuses on strategies for winning both. May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5450BC) Power Sources: And How You Can Tap Them; (5467BC) Influence: Your Mechanism for Using Power; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5481BC) Persuasion I: The Basics; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.
The Knockout Presentation: A Timeless Tool of Persuasion Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5504BC Subjects: Decision making; Management of professionals; Management philosophy; Persuasion; Power & influence; Presentations Academic Discipline: General management Product Description: Beginning with the basics of a proven presentation structure, this chapter examines several rhetorical devices, audience learning styles, and presentation visuals that will give your presentations greater impact. It concludes with tips for anticipating and answering questions, receiving feedback, and wrapping up your knockout presentation. May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5450BC) Power Sources: And How You Can Tap Them; (5467BC) Influence: Your Mechanism for Using Power; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5481BC) Persuasion I: The Basics; (5498BC) Persuasion II: Winning Minds and Hearts; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.
The Ethics of Power, Influence, and Persuasion: Points to Honor Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5511BC Subjects: Corporate culture; Ethics; Management of professionals; Management philosophy; Organizational behavior; Power & influence Academic Discipline: General management Product Description: Power is essential to the functioning of organizations and society, but it can also be used to corrupt. This chapter explains how managers can create a culture of ethical behavior that is self-policing and self-perpetuating and that sets a high standard for all employees. May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5450BC) Power Sources: And How You Can Tap Them; (5467BC) Influence: Your Mechanism for Using Power; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5481BC) Persuasion I: The Basics; (5498BC) Persuasion II: Winning Minds and Hearts; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion.
Use Goals as a Guide: Your Compass to Personal Effectiveness Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5962BC Subjects: Goal setting; Management of professionals; Priorities Academic Discipline: General management Product Description: Prioritizing things according to their importance or urgency is an important first step to learning the art of effective time management. This chapter helps you set, sort, and decompose goals to make better use of your time by helping to differentiate between what is urgent and what is important. Most important, the chapter demonstrates how goals can be broken down into achievable tasks and, subsequently, how to develop goals for subordinates and direct reports. May be used with: (5979BC) How You Spend Your Time: Where Does It Go?; (5993BC) Time Robbers: And How to Defeat Them; (5986BC) Scheduling Your Time: Start with Your Priorities; (6006BC) Delegation: Gaining Time for Yourself; (6013BC) The Time-Wasting Boss: How to Cope; (6020BC) The Personal Side of Time: Mastering Work-Life Balance; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.
How You Spend Your Time: Where Does It Go? Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5979BC Subjects: Goal setting; Management of professionals; Time wasters Academic Discipline: General management Product Description: Taking an introspective approach to time management can be quite an eye-opening experience. To understand how to use time more effectively, it is important to understand how you are currently spending your time. Creating an activity log, a chronology of the day's events, is an important exercise that can be used to examine how and where you are wasting valuable time. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5986BC) Scheduling Your Time: Start with Your Priorities; (5993BC) Time Robbers: And How to Defeat Them; (6006BC) Delegation: Gaining Time for Yourself; (6013BC) The Time-Wasting Boss: How to Cope; (6020BC) The Personal Side of Time: Mastering Work-Life Balance; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.
Scheduling Your Time: Start with Your Priorities Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5986BC Subjects: Goal setting; Management of professionals; Priorities; Scheduling Academic Discipline: General management Product Description: Systematically approaching all prioritized tasks for which you are responsible is an important aspect of time management. After you have identified a goal and analyzed time-spending habits, the next step is to shift your thinking to scheduling and allocating the right amount of time to accomplish these important tasks. Whether it be scheduling highest priority work first or making a to-do list, scheduling your time is indispensable to successful time management. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5979BC) How You Spend Your Time: Where Does It Go?; (5993BC) Time Robbers: And How to Defeat Them; (6006BC) Delegation: Gaining Time for Yourself; (6013BC) The Time-Wasting Boss: How to Cope; (6020BC) The Personal Side of Time: Mastering Work-Life Balance; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.
Time Robbers: And How to Defeat Them Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5993BC Subjects: Behavior; Goal setting; Management of professionals; Procrastination; Scheduling; Time wasters; Travel Academic Discipline: General management Product Description: Learning to deal with life's disruptive obstacles can be difficult. Equally difficult is learning to differentiate between unanticipated crises and self-imposed time robbers. In an attempt to understand how to defeat time-wasting habits and behaviors, this chapter tackles them directly, looking specifically at procrastination, overreaching, taking on subordinates' problems, unnecessary travel, and e-mail and paperwork. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5979BC) How You Spend Your Time: Where Does It Go?; (5986BC) Scheduling Your Time: Start with Your Priorities; (6006BC) Delegation: Gaining Time for Yourself; (6013BC) The Time-Wasting Boss: How to Cope; (6020BC) The Personal Side of Time: Mastering Work-Life Balance; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.
Delegation: Gaining Time for Yourself Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 6006BC Subjects: Delegation of authority; Management communication; Management of professionals; Time management Academic Discipline: General management Product Description: Delegating tasks is the transferring of a specific duty from one person to another and includes the transfer of work as well as accountability for that work. The art of effective delegation is a key function of a successful manager and, ironically, it is one often neglected by those who claim to be overworked. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5979BC) How You Spend Your Time: Where Does It Go?; (5986BC) Scheduling Your Time: Start with Your Priorities; (5993BC) Time Robbers: And How to Defeat Them; (6013BC) The Time-Wasting Boss: How to Cope; (6020BC) The Personal Side of Time: Mastering Work-Life Balance; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.
The Time-Wasting Boss: How to Cope Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 6013BC Subjects: Management communication; Management of professionals; Meetings; Superior & subordinate; Supervisors; Time wasters Academic Discipline: General management Product Description: Preventing problems caused by time-wasting bosses is important to the issue of time management. Some people unwittingly behave in ways that waste their boss' time, and some bosses create time-wasting impediments. This chapter offers tips you can use to avoid these time-consuming problems. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5979BC) How You Spend Your Time: Where Does It Go?; (5986BC) Scheduling Your Time: Start with Your Priorities; (5993BC) Time Robbers: And How to Defeat Them; (6006BC) Delegation: Gaining Time for Yourself; (6020BC) The Personal Side of Time: Mastering Work-Life Balance; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.
The Personal Side of Time: Mastering Work-Life Balance Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 6020BC Subjects: Job satisfaction; Personal strategy & style; Scheduling; Time management; Work environment; Work life balance; Working conditions Academic Discipline: General management Product Description: Balancing work and a personal life is a time management issue that people have always struggled to manage. Often, eliminating time-wasting activities in one's personal life (grocery shopping multiple times a week, etc.) makes time for the real value-added activities that are sometimes put on hold. Time management at home leads to a more effective and fulfilling life. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5979BC) How You Spend Your Time: Where Does It Go?; (5986BC) Scheduling Your Time: Start with Your Priorities; (5993BC) Time Robbers: And How to Defeat Them; (6006BC) Delegation: Gaining Time for Yourself; (6013BC) The Time-Wasting Boss: How to Cope; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.
What Companies Can Do to Help: Ideas for Improving Employee Time Management Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 6037BC Subjects: Flexible hours; Human resources management; Meetings; Telecommuters; Time management; Travel; Work environment; Working conditions Academic Discipline: General management Product Description: Achieving effective time management is ultimately the employee's responsibility, but every company has a vested interest in its employees' appropriate use of time. This chapter touches upon three things companies can do to help employees use their time wisely. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5979BC) How You Spend Your Time: Where Does It Go?; (5986BC) Scheduling Your Time: Start with Your Priorities; (5993BC) Time Robbers: And How to Defeat Them; (6006BC) Delegation: Gaining Time for Yourself; (6013BC) The Time-Wasting Boss: How to Cope; (6020BC) The Personal Side of Time: Mastering Work-Life Balance.
Doing What Can’t Be Done: Learning to Think More Like an Iconoclast Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7684BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: From the frontiers of psychology and neuroscience, important new insight into what it takes to think like an iconoclast — and how doing so can lead to greater success.
Through the Eye of an Iconoclast: Think Differently by Seeing Differently Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7749BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: Dale Chihuly is a prototypical iconoclast: he has single-handedly torn down conventional notions of glass art and created something entirely new in its place. He has been able to do so partly because an accident that left him blind in his left eye forced his brain to reinterpret visual stimuli in a new way. In this chapter, neuroscientist Gregory Berns explains how the iconoclast perceives things differently than most people in order to illustrate the importance of new perspectives in creating new ideas.
From Perception to Imagination: How Iconoclasts Free Themselves from Conventional Thinking Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7750BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership Academic Discipline: General management Product Description: Humans depend on vision, more than any other sense to navigate through the world. Most of the time, the efficiency of our visual systems works to our advantage. Automatic processes, however, also get in the way of seeing things differently. Automatic thinking destroys the creative process that forms the foundation of iconoclastic thinking. This chapter takes a close look at the ways in which iconoclasts break down the brain's categorization processes and shows why to think like an iconoclast, you need novel experiences.
Fear: The Inhibitor of Action—How Iconoclasts Free Themselves from Fear Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7751BC Subjects: Cognitive psychology; Creativity; Fear; Influence; Innovation; Leadership; Stress Academic Discipline: General management Product Description: Humans possess a stress response system that evolved in very different circumstances than exist today. In fact, the stress system is so important and active that it can override every other system in the brain. It reacts when provoked, and this reaction is powerful enough to derail many of the most innovative people out there. How does an iconoclast squelch the fear of the unknown, the fear of physical harm, and the fear of social isolation that come along with challenging conventional thinking? This chapter describes some cognitive strategies for keeping the fear system under control.
How Fear Distorts Perception: And How Iconoclasts Conquer the Fear of Social Isolation Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7752BC Subjects: Cognitive psychology; Creativity; Fear; Influence; Innovation; Leadership Academic Discipline: General management Product Description: Fear can inhibit action, even for the most daring innovators. Another pernicious effect of fear on potential iconoclasts: it can interact with the perceptual system and change what a person sees (or thinks he sees). When this occurs, the danger is not only the inhibition of action, but choosing the wrong course of action altogether. This chapter describes the strategies of trail-blazing iconoclasts for controlling fear (especially the fear of social isolation) that comes with the territory of challenging conventional thinking.
Why the Fear of Failure Makes People Risk Averse: And How Iconoclasts Conquer this Fear Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7754BC Subjects: Cognitive psychology; Creativity; Fear; Influence; Innovation; Leadership; Risk management Academic Discipline: General management Product Description: The fear of failure, or the risk of a perceived loss, distorts the functioning of the perceptual system in the brain. The end result is often an irrational decision. Iconoclasts, however, are consistently able to resist this perceptual distortion to manage risk objectively. This chapter looks at how the iconoclastic brain functions in a way that gives some innovators the chops to go against the herd, while others fall in line.
Brain Circuits for Social Networking: How Successful Iconoclasts Leverage Social Intelligence Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7753BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Networking; Social capital Academic Discipline: General management Product Description: A key driver of success for iconoclasts who consistently challenge conventional thinking is social intelligence, or the ability to sell your unconventional ideas to others. Connecting with noniconoclasts depends on two aspects of social intelligence: familiarity and reputation. Both functions can be understood through the circuits in the brain that implement them.
Private Spaceflight: A Case Study of Iconoclasts Working Together Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7755BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: Putting ordinary citizens into space strikes most people as crazy. Space is a frontier that the vast majority of humanity currently has no access to, no interest in, and wonders why anyone should spend exorbitant sums of money to travel to. To even consider such a venture flies in the face of conventional wisdom, which is why the privatization of spaceflight represents a unique case study in iconoclasm. The key players are all people who exemplify the three characteristics of iconoclastic thinkers: they see differently, deal with fear, and have high levels of social intelligence.
When Iconoclast Becomes Icon: How to Win Wide Appeal for Unconventional Ideas Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7756BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: Whether naturally born or made, iconoclasts pride themselves on their nonconformity and ability to see things differently than other people. Some, however, go beyond mere iconoclasm, making the transition — through either luck or hard work — to icon. Although it is not a strict requirement for success, this transformation from an outsider with crazy ideas to an object of worship is a lesson in how to get ideas that are initially strange to most people accepted by the masses.
The Iconoclast’s Pharmacopoeia Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7757BC Subjects: Cognitive psychology; Creativity; Innovation; Leadership Academic Discipline: General management Product Description: The successful iconoclast learns to see things clearly for what they are and is not influenced by others opinions; he keeps fear in check and does not let it rule his decision making; and he expertly navigates the complicated waters of social networking so that others come to see things the way he does. Some drugs may have a limited role in augmenting certain iconoclastic brain functions while diminishing other mental processes that seem to get in the way. This chapter provides a brief summary of the known effects of certain psychoactive drugs. In no way should this be taken as medical advice. Many of these substances are potentially harmful and may lead to death or disability.
Successful Change and the Force That Drives It Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4723BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Management development Academic Discipline: General management Product Description: In order to make it in the global marketplace, organizations must be willing to radically transform. According to John Kotter, the world's foremost expert on leadership, change that improves the organization at an acceptable cost requires two things: an eight-step process that creates power and motivation sufficient to overwhelm all the sources of inertia, and high-quality leadership.
Establishing a Sense of Urgency: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4724BC Subjects: Change management; Collaboration; Corporate strategy; Creativity; Leadership; Management development Academic Discipline: General management Product Description: Creating change in any organization is extremely difficult and requires a large number of employees to collaborate effectively. Creating a sense of urgency is crucial to inspiring needed cooperation, initiative, and willingness to make sacrifices.
Creating the Guiding Coalition: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4725BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Management development; Teams Academic Discipline: General management Product Description: Because major change is so difficult to accomplish, a powerful force is required to sustain the process. A strong guiding coalition is always needed — one with the right composition, level of trust, and shared objective.
Developing a Vision and Strategy: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4726BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Management development; Vision Academic Discipline: General management Product Description: Leading change successfully requires a basic vision, or a picture of the future with some implicit or explicit commentary on why people should strive to create that future. A strong vision clarifies the general direction of change, motivates people to take action in the right direction, and helps coordinate the actions of different people in a fast and efficient way.
Communicating the Change Vision: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4727BC Subjects: Change management; Communication strategy; Corporate strategy; Creativity; Leadership; Management development; Vision Academic Discipline: General management Product Description: Communicating a vision for change and gaining understanding and commitment to a new direction is never an easy task, especially in large enterprises. However, the new vision must be constantly and effectively communicated in order to create a shared sense of a desirable future, which helps motivate and coordinate the transformation effort.
Empowering Employees for Broad-Based Action: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4728BC Subjects: Change management; Corporate strategy; Creativity; Employee empowerment; Leadership; Management development Academic Discipline: General management Product Description: With the right structure, training, systems, and supervisors to build on a well-communicated vision, increasing numbers of firms are finding that they can tap an enormous source of power to improve organizational performance — they can mobilize hundreds or thousands of people to help provide leadership to produce needed changes.
Generating Short-Term Wins: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4729BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Management development Academic Discipline: General management Product Description: Major change takes time, sometimes lots of time. But running a transformation effort without serious attention to short-term wins is extremely risky. Planning for short-term results can provide much needed evidence that hard work, and investment of resources on behalf of change is paying off.
Consolidating Gains and Producing More Change: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4730BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Management development Academic Discipline: General management Product Description: Major change often takes a long time, especially in big organizations. Short term wins are essential to keep the change effort going, but the celebration of those wins can be lethal if urgency is lost. If you let up before the job is done, critical momentum can be lost and regression may follow.
Anchoring New Approaches in the Culture: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4731BC Subjects: Change management; Corporate culture; Corporate strategy; Leadership; Management development; Values Academic Discipline: General management Product Description: When the new practices made in a transformation effort are not compatible with the relevant cultures, they will always be subject to regression. Changes in a work group, a division, or an entire company can come undone, even after years of effort, because the new approaches haven't been anchored firmly in group norms and values.
The Organization of the Future: Winning Through Transformation Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4732BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Management development Academic Discipline: General management Product Description: The rate of change in the business world is not going to slow down anytime soon. If anything, competition in most industries will probably speed up over the next few decades. This chapter considers the qualities that will be essential to winning in the twenty-first century.
Leadership and Lifelong Learning: Leading Change in the Twenty-First Century Organization Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4733BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Leadership development; Management development Academic Discipline: General management Product Description: The key to creating and sustaining a successful twenty-first century organization is leadership — not only at the top of the hierarchy, but also throughout the enterprise. And fortunately, according to John Kotter, leaders are not born, but are made over a lifetime of learning. This chapter examines the relationship between lifelong learning, the development of leadership skills, and the capacity to succeed in the future.
Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7945BC Subjects: Decision making; Decision trees; Goal setting; Probability; Problem solving; Risk; Uncertainty Academic Discipline: General management Product Description: The ability to make smart choices is a fundamental life skill. This chapter introduces a straightforward, proven approach for making decisions — professional and personal, major and minor — that can profoundly enrich your possibilities and increase your chances of finding satisfying solutions. May be used with: (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.
Problem: How to Define Your Decision Problem to Solve the Right Problem Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 7951BC Subjects: Decision making; Decision trees; Goal setting; Problem solving; Uncertainty Academic Discipline: General management Product Description: The way you frame your decision at the outset can make all the difference. This chapter describes one of the keys to effective decision making: stating your decision problems carefully, acknowledging their complexity and avoiding unwarranted assumptions and prejudices. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.
Objectives: How to Clarify What You’re Really Trying to Achieve With Your Decision Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 7953BC Subjects: Decision making; Decision trees; Goal setting; Problem solving Academic Discipline: General management Product Description: This chapter examines one of the keys to effective decision making: thinking through your objectives to give direction to your decision making. May be used with: (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding.
Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 7955BC Subjects: Decision making; Decision trees; Goal setting; Problem solving Academic Discipline: General management Product Description: Alternatives are the raw material of decision making. This chapter looks at an important element of effective decision making: creating imaginative alternatives or different courses of action you have to choose from. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.
Consequences: How to Describe How Well Each Alternative Meets Your Objectives Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7957BC Subjects: Decision making; Decision trees; Goal setting; Problem solving Academic Discipline: General management Product Description: This chapter looks at an important element of effective decision making: assessing frankly the consequences of each potential choice, which will help you identify those that best meet your objectives. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.
Tradeoffs: How to Make Tough Compromises When You Can’t Achieve All Your Objectives at Once Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7959BC Subjects: Decision making; Decision trees; Goal setting; Problem solving; Risk; Tradeoff analysis; Uncertainty Academic Discipline: General management Product Description: Because objectives frequently conflict with one another, you'll need to strike a balance. This chapter examines one of the keys to effective decision making: making tradeoffs among competing alternatives. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.
Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7961BC Subjects: Decision making; Goal setting; Probability; Problem solving; Risk; Tradeoff analysis; Uncertainty Academic Discipline: General management Product Description: Situations will arise in which you won't know what the consequences will be until after deciding. This chapter looks at one of the keys to effective decision making: confronting uncertainty, judging the likelihood of different outcomes and assessing their possible impacts. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.
Risk Tolerance: How to Account for Your Appetite for Risk Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7963BC Subjects: Decision making; Goal setting; Probability; Risk; Tradeoff analysis; Uncertainty Academic Discipline: General management Product Description: This chapter looks at an important element of effective decision making, demonstrating how an awareness of your willingness to accept risk will make your decision-making process smoother. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.
Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7965BC Subjects: Decision rights; Decision trees; Goal setting; Probability; Problem solving; Tradeoff analysis; Uncertainty Academic Discipline: General management Product Description: Many important decisions require you to select now among alternatives that will greatly influence your decisions in the future. This chapter addresses an important element of effective decision making, illustrating how to deal more effectively with decisions that are linked over time. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.
Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You’re Deciding Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7967BC Subjects: Decision making; Goal setting; Probability; Problem solving Academic Discipline: General management Product Description: Certain psychological traps can derail your ability to make smart choices and must be avoided. In this chapter, the authors show you how to identify and temper the impact of the most common psychological traps. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.
The Wise Decision Maker: How to Make Smart Choices a Way of Life Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7969BC Subjects: Decision making; Goal setting; Probability; Problem solving Academic Discipline: General management Product Description: This chapter steps back from the elements of a good decision-making approach to look at the ten core practices of the successful decision maker. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding.
The Heart of Change: Appealing to the Heart, Not the Mind Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4673BC Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.
Increase Urgency: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4690BC Subjects: Change management; Complacency; Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.
Build the Guiding Team: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4674BC Subjects: Leadership; Organizational change; Organizational management; Strategy implementation; Teams Academic Discipline: General management Product Description: As this chapter shows, any team that is going to make change happen has to be emotionally committed and trusting of each other.
Get the Vision Right: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4675BC Subjects: Corporate vision; Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.
Communicate for Buy-In: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4676BC Subjects: Communication; Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.
Empower Action: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4677BC Subjects: Employee empowerment; Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.
Create Short-Term Wins: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4678BC Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: People are more likely to endorse change when they have short-term, achievable goals. Sufficient wins that are visible, timely, unambiguous, and meaningful to others, motivate people and hasten change.
Don’t Let Up: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4679BC Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: After short-term wins have been achieved, and momentum built, leaders must continue to maintain a sense of urgency about change and not declare victory prematurely.
Make Change Stick: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4680BC Subjects: Corporate culture; Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.
We See, We Feel, We Change: Leading Change Successfully Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4681BC Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.
The Lifespan of a Company Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5157BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: As this chapter illustrates, the corporate mortality rate is high; adopting the strategies of the living company — as opposed to the strictly economic company — can increase survival odds. May be used with: (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.
The Shift from Capitalism to a Knowledge Society Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5212BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: Today's economy is based on learning. As this chapter illustrates, the people of your company — and their potential, loyalty, and experience — must be utilized to be part of a learning company. May be used with: (5157BC) The Lifespan of a Company; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.
The Memory of the Future: Anticipating Your Reaction to Change Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5190BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: This chapter tests five commonly held theories about why managers fail to anticipate, and react to, change in a productive manner. May be used with: (5157BC) The Lifespan of a Company; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5212BC) The Shift from Capitalism to a Knowledge Society.
Tools for Foresight: Planning for the Unpredictable Future Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5211BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: Though you can't predict the future, this chapter illustrates how future success depends on understanding the multiple ways the future could unfold. May be used with: (5157BC) The Lifespan of a Company; (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.
Decision Making as a Learning Activity Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5192BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development; Organizational learning Academic Discipline: General management Product Description: Every act of decision making is a learning process. This chapter describes the elements of learning and how understanding the learning process can benefit your company. May be used with: (5157BC) The Lifespan of a Company; (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.
Only Living Beings Learn: What is Your Company’s Persona? Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5193BC Subjects: Change management; Corporate culture; Learning organization; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: This chapter discusses how a company is a larger entity than the sum of its labor, products, and assets; it is a persona. By framing the company's existence as a living persona, you will start to see how it is an active, dynamic, living system, able to stand on its own while interacting with the outside environment. May be used with: (5157BC) The Lifespan of a Company; (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.
Managing for Profit or for Longevity: Is There a Choice? Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5194BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: This chapter discusses how effective corporate management entails treating institutions like living ecosystems — with the recognition that they will live or die according to the same natural laws that govern human growth and development. May be used with: (5157BC) The Lifespan of a Company; (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.
Flocking: Nurturing Innovation in Your Organization Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5195BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: This chapter discusses how certain institutional learning processes can accelerate innovation. May be used with: (5157BC) The Lifespan of a Company; (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.
The Tolerant Company: Getting Diversity to Work for You Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5196BC Subjects: Change management; Corporate culture; Diversity; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: As this chapter illustrates, the tolerant company survives through fostering the growth of new people and absorbing new ideas. May be used with: (5157BC) The Lifespan of a Company; (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.
The Corporate Immune System: Maintaining the Health of the Community Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5197BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: Much like the human body, your organization is open to intruders — some good, some bad. This chapter shows how you can repel some intruders and maintain and manage others. May be used with: (5157BC) The Lifespan of a Company; (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.
Conservatism in Financing Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5198BC Subjects: Change management; Corporate culture; Financial strategy; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: Conservatism in financing is not merely a conceit of a former, less credit-happy age. As this chapter illustrates, it is an essential condition for companies that hope to survive to ripe old age. May be used with: (5157BC) The Lifespan of a Company; (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.
Power: Nobody Should Have Too Much Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5199BC Subjects: Change management; Corporate culture; Corporate governance; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: This chapter illustrates how the ideal system of corporate governance provides continuity, with all the requirements that nurture a living company and a human community, without absolute power concentrated in the hands of either shareholders or management. May be used with: (5157BC) The Lifespan of a Company; (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.
The Company of the Future: Maintaining the Health of a Living Company Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5200BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: This chapter discusses why, in the shrinking world, companies conceived of as purely economic risk becoming an endangered species, while living companies have the opportunity to thrive. May be used with: (5157BC) The Lifespan of a Company; (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much.
Choices, Conflict, and the Creative Spark: The Problem-Solving Power of Integrative Thinking Author(s): Martin, Roger Publication Date: 02/28/2008 Product Type: HBS Press Chapter HBS Number: 8205BC Subjects: Corporate vision; Leadership development; Management philosophy; Personal strategy & style; Visionary management Academic Discipline: General management Product Description: This chapter describes the process of integrative thinking, providing examples from the world of business and beyond, to illustrate the capacities and skills that people must develop to practice integrative thinking. May be used with: (8207BC) No Stomach for Second-Best: How Integrative Thinkers Move Beyond Trade-offs; (8209BC) Reality, Resistance, and Resolution: How Integrative Thinkers Keep Their Options Open; (8211BC) Dancing Through Complexity: Shaping Resolutions by Resisting Simplification; (8213BC) Mapping the Mind: How Thought Circulates — Unlocking Your Integrative Thinking Ability; (8215BC) The Construction Project: Imagining Reality — The Integrative Thinker's Stance; (8217BC) A Leap of the Mind: How Integrative Thinkers Connect the Dots; (8219BC) A Wealth of Experience: Using the Past, Inventing the Future — Cultivating Your Integrative Thinking Skills.
No Stomach for Second-Best: How Integrative Thinkers Move Beyond Trade-offs Author(s): Martin, Roger Publication Date: 02/28/2008 Product Type: HBS Press Chapter HBS Number: 8207BC Subjects: Corporate vision; Leadership development; Management philosophy; Personal strategy & style; Visionary management Academic Discipline: General management Product Description: What sets integrative thinkers apart? This chapter explores integrative thinking by breaking this thinking process down into its constituent parts. May be used with: (8205BC) Choices, Conflict, and the Creative Spark: The Probelm-Solving Power of Integrative Thinking; (8209BC) Reality, Resistance, and Resolution: How Integrative Thinkers Keep Their Options Open; (8211BC) Dancing Through Complexity: Shaping Resolutions by Resisting Simplification; (8213BC) Mapping the Mind: How Thought Circulates — Unlocking Your Integrative Thinking Ability; (8215BC) The Construction Project: Imagining Reality — The Integrative Thinker's Stance; (8217BC) A Leap of the Mind: How Integrative Thinkers Connect the Dots; (8219BC) A Wealth of Experience: Using the Past, Inventing the Future — Cultivating Your Integrative Thinking Skills.
Reality, Resistance, and Resolution: How Integrative Thinkers Keep Their Options Open Author(s): Martin, Roger Publication Date: 02/28/2008 Product Type: HBS Press Chapter HBS Number: 8209BC Subjects: Corporate vision; Leadership development; Management philosophy; Personal strategy & style; Visionary management Academic Discipline: General management Product Description: This chapter illustrates how some business leaders have explored the tensions between opposing models of reality, and found creative solutions that go beyond trade-offs. May be used with: (8205BC) Choices, Conflict, and the Creative Spark: The Probelm-Solving Power of Integrative Thinking; (8207BC) No Stomach for Second-Best: How Integrative Thinkers Move Beyond Trade-offs; (8211BC) Dancing Through Complexity: Shaping Resolutions by Resisting Simplification; (8213BC) Mapping the Mind: How Thought Circulates — Unlocking Your Integrative Thinking Ability; (8215BC) The Construction Project: Imagining Reality — The Integrative Thinker's Stance; (8217BC) A Leap of the Mind: How Integrative Thinkers Connect the Dots; (8219BC) A Wealth of Experience: Using the Past, Inventing the Future — Cultivating Your Integrative Thinking Skills.
Dancing Through Complexity: Shaping Resolutions by Resisting Simplification Author(s): Martin, Roger Publication Date: 02/28/2008 Product Type: HBS Press Chapter HBS Number: 8211BC Subjects: Corporate vision; Leadership development; Management philosophy; Personal strategy & style; Visionary management Academic Discipline: General management Product Description: This chapter identifies how the twin forces of simplification and specialization — hallmarks of modern life and business — discourage integrative thinking, and describes how these forces can be countered. May be used with: (8205BC) Choices, Conflict, and the Creative Spark: The Probelm-Solving Power of Integrative Thinking; (8207BC) No Stomach for Second-Best: How Integrative Thinkers Move Beyond Trade-offs; (8209BC) Reality, Resistance, and Resolution: How Integrative Thinkers Keep Their Options Open; (8213BC) Mapping the Mind: How Thought Circulates — Unlocking Your Integrative Thinking Ability; (8215BC) The Construction Project: Imagining Reality — The Integrative Thinker's Stance; (8217BC) A Leap of the Mind: How Integrative Thinkers Connect the Dots; (8219BC) A Wealth of Experience: Using the Past, Inventing the Future — Cultivating Your Integrative Thinking Skills.
Mapping the Mind: How Thought Circulates—Unlocking Your Integrative Thinking Ability Author(s): Martin, Roger Publication Date: 02/28/2008 Product Type: HBS Press Chapter HBS Number: 8213BC Subjects: Corporate vision; Leadership development; Management philosophy; Personal strategy & style; Visionary management Academic Discipline: General management Product Description: In this chapter, the author introduces a framework for building integrative thinking capacity and describes how your personal knowledge system works. May be used with: (8205BC) Choices, Conflict, and the Creative Spark: The Probelm-Solving Power of Integrative Thinking; (8207BC) No Stomach for Second-Best: How Integrative Thinkers Move Beyond Trade-offs; (8209BC) Reality, Resistance, and Resolution: How Integrative Thinkers Keep Their Options Open; (8211BC) Dancing Through Complexity: Shaping Resolutions by Resisting Simplification; (8215BC) The Construction Project: Imagining Reality — The Integrative Thinker's Stance; (8217BC) A Leap of the Mind: How Integrative Thinkers Connect the Dots; (8219BC) A Wealth of Experience: Using the Past, Inventing the Future — Cultivating Your Integrative Thinking Skills.
The Construction Project: Imagining Reality—The Integrative Thinker’s Stance Author(s): Martin, Roger Publication Date: 02/28/2008 Product Type: HBS Press Chapter HBS Number: 8215BC Subjects: Corporate vision; Leadership development; Management philosophy; Personal strategy & style; Visionary management Academic Discipline: General management Product Description: This chapter reviews the six essential elements for developing an integrative thinking stance about the world and about yourself — the foundation of your personal knowledge system, and the key to learning how to fashion creative resolutions from opposing ideas. May be used with: (8205BC) Choices, Conflict, and the Creative Spark: The Probelm-Solving Power of Integrative Thinking; (8207BC) No Stomach for Second-Best: How Integrative Thinkers Move Beyond Trade-offs; (8209BC) Reality, Resistance, and Resolution: How Integrative Thinkers Keep Their Options Open; (8211BC) Dancing Through Complexity: Shaping Resolutions by Resisting Simplification; (8213BC) Mapping the Mind: How Thought Circulates — Unlocking Your Integrative Thinking Ability; (8217BC) A Leap of the Mind: How Integrative Thinkers Connect the Dots; (8219BC) A Wealth of Experience: Using the Past, Inventing the Future — Cultivating Your Integrative Thinking Skills.
A Leap of the Mind: How Integrative Thinkers Connect the Dots Author(s): Martin, Roger Publication Date: 02/28/2008 Product Type: HBS Press Chapter HBS Number: 8217BC Subjects: Corporate vision; Leadership development; Management philosophy; Personal strategy & style; Visionary management Academic Discipline: General management Product Description: This chapter reviews three powerful tools for improving your integrative thinking capacity, offering aspiring integrative thinkers a few lessons from the work of Taddy Blecher, cofounder of CIDA City Campus, an innovative South African university. May be used with: (8205BC) Choices, Conflict, and the Creative Spark: The Probelm-Solving Power of Integrative Thinking; (8207BC) No Stomach for Second-Best: How Integrative Thinkers Move Beyond Trade-offs; (8209BC) Reality, Resistance, and Resolution: How Integrative Thinkers Keep Their Options Open; (8211BC) Dancing Through Complexity: Shaping Resolutions by Resisting Simplification; (8213BC) Mapping the Mind: How Thought Circulates — Unlocking Your Integrative Thinking Ability; (8215BC) The Construction Project: Imagining Reality — The Integrative Thinker's Stance; (8219BC) A Wealth of Experience: Using the Past, Inventing the Future — Cultivating Your Integrative Thinking Skills.
A Wealth of Experience: Using the Past, Inventing the Future—Cultivating Your Integrative Thinking Skills Author(s): Martin, Roger Publication Date: 02/28/2008 Product Type: HBS Press Chapter HBS Number: 8219BC Subjects: Corporate vision; Leadership development; Management philosophy; Personal strategy & style; Visionary management Academic Discipline: General management Product Description: Your experiences form your most practical and tangible knowledge. This chapter illustrates how experiences that deepen mastery and nurture originality are the most powerful in enhancing integrative thinking capacity. May be used with: (8205BC) Choices, Conflict, and the Creative Spark: The Probelm-Solving Power of Integrative Thinking; (8207BC) No Stomach for Second-Best: How Integrative Thinkers Move Beyond Trade-offs; (8209BC) Reality, Resistance, and Resolution: How Integrative Thinkers Keep Their Options Open; (8211BC) Dancing Through Complexity: Shaping Resolutions by Resisting Simplification; (8213BC) Mapping the Mind: How Thought Circulates — Unlocking Your Integrative Thinking Ability; (8215BC) The Construction Project: Imagining Reality — The Integrative Thinker's Stance; (8217BC) A Leap of the Mind: How Integrative Thinkers Connect the Dots.
The Total Leadership Experience Author(s): Friedman, Stewart D. Publication Date: 06/10/2008 Product Type: HBS Press Chapter HBS Number: 4572BC Subjects: Job satisfaction; Leadership; Work life balance Academic Discipline: General management Product Description: The Total Leadership program is for you if you sense that you are succeeding in one aspect of life while underperforming in the others, or failing to capture value from one part of life and bring it to bear in the others, or living with too much conflict among your different roles. This chapter introduces the Total Leadership program — a new method for developing leadership and integrating work, home, community, and self. May be used with: (4573BC) Clarify What's Important to You: Leadership with Authenticity; (4574BC) Take the Four-Way View: Leadership with Authenticity; (4575BC) Respect the Whole Person: Leadership with Integrity; (4576BC) Talk to Your Stakeholders: Leadership with Integrity; (4577BC) Design Experiments: Leading Change with Creativity; (4578BC) Bring Others Along With You: Leading Change with Creativity; (4579BC) Reflect and Grow: Assessing the Results of Your Total Leadership Experience; (4580BC) Your Total Leadership Coaching Network; (4581BC) Scoring Four-Way Wins With Total Leadership in Your Organization.
Clarify What’s Important to You: Leadership with Authenticity Author(s): Friedman, Stewart D. Publication Date: 06/10/2008 Product Type: HBS Press Chapter HBS Number: 4573BC Subjects: Authenticity; Job satisfaction; Leadership development; Self-awareness; Work life balance Academic Discipline: General management Product Description: The essence of acting with authenticity is in knowing what you care about and then doing your best to be true to these values and aspirations. The exercises you'll do in this chapter will help you articulate these most important aspects of your life's purpose, and provide the foundation for the journey to Total Leadership. May be used with: (4572BC) The Total Leadership Experience; (4574BC) Take the Four-Way View: Leadership with Authenticity; (4575BC) Respect the Whole Person: Leadership with Integrity; (4576BC) Talk to Your Stakeholders: Leadership with Integrity; (4577BC) Design Experiments: Leading Change with Creativity; (4578BC) Bring Others Along With You: Leading Change with Creativity; (4579BC) Reflect and Grow: Assessing the Results of Your Total Leadership Experience; (4580BC) Your Total Leadership Coaching Network; (4581BC) Scoring Four-Way Wins With Total Leadership in Your Organization.
Take the Four-Way View: Leadership with Authenticity Author(s): Friedman, Stewart D. Publication Date: 06/10/2008 Product Type: HBS Press Chapter HBS Number: 4574BC Subjects: Authenticity; Job satisfaction; Leadership development; Self-awareness; Work life balance Academic Discipline: General management Product Description: Effective leadership development deals with the whole person. In this chapter, you will explore the relative importance of the four domains of your life — work, home, community, and self — the attention you give them, whether the goals you pursue in each one are in sync with the others, and how satisfied you are with how things are going in each area and altogether. May be used with: (4572BC) The Total Leadership Experience; (4573BC) Clarify What's Important to You: Leadership with Authenticity; (4575BC) Respect the Whole Person: Leadership with Integrity; (4576BC) Talk to Your Stakeholders: Leadership with Integrity; (4577BC) Design Experiments: Leading Change with Creativity; (4578BC) Bring Others Along With You: Leading Change with Creativity; (4579BC) Reflect and Grow: Assessing the Results of Your Total Leadership Experience; (4580BC) Your Total Leadership Coaching Network; (4581BC) Scoring Four-Way Wins With Total Leadership in Your Organization.
Respect the Whole Person: Leadership with Integrity Author(s): Friedman, Stewart D. Publication Date: 06/10/2008 Product Type: HBS Press Chapter HBS Number: 4575BC Subjects: Influence; Integrity; Job satisfaction; Leadership development; Self-awareness; Work life balance Academic Discipline: General management Product Description: To be whole is to live a life in which the parts are integrated in a way that makes sense and has coherence. Effective leaders tap into the integrity of a well-designed structure or system by recognizing and respecting all aspects of life, maintaining boundaries that enable the productive effort in each domain while taking advantage of the resources from one by applying it in others. May be used with: (4572BC) The Total Leadership Experience; (4573BC) Clarify What's Important to You: Leadership with Authenticity; (4574BC) Take the Four-Way View: Leadership with Authenticity; (4576BC) Talk to Your Stakeholders: Leadership with Integrity; (4577BC) Design Experiments: Leading Change with Creativity; (4578BC) Bring Others Along With You: Leading Change with Creativity; (4579BC) Reflect and Grow: Assessing the Results of Your Total Leadership Experience; (4580BC) Your Total Leadership Coaching Network; (4581BC) Scoring Four-Way Wins With Total Leadership in Your Organization.
Talk to Your Stakeholders: Leadership with Integrity Author(s): Friedman, Stewart D. Publication Date: 06/10/2008 Product Type: HBS Press Chapter HBS Number: 4576BC Subjects: Integrity; Interpersonal communications; Job satisfaction; Leadership development; Work life balance Academic Discipline: General management Product Description: To be a better leader and have a richer life, you have to continually practice the art of meaningful conversation with those you hope to inspire. This chapter considers how to use different forms of communication to connect with the key stakeholders in the different domains of your life, and prepares you for conducting dialogues with each to verify your assumptions and leverage different perspectives. May be used with: (4572BC) The Total Leadership Experience; (4573BC) Clarify What's Important to You: Leadership with Authenticity; (4574BC) Take the Four-Way View: Leadership with Authenticity; (4575BC) Respect the Whole Person: Leadership with Integrity; (4577BC) Design Experiments: Leading Change with Creativity; (4578BC) Bring Others Along With You: Leading Change with Creativity; (4579BC) Reflect and Grow: Assessing the Results of Your Total Leadership Experience; (4580BC) Your Total Leadership Coaching Network; (4581BC) Scoring Four-Way Wins With Total Leadership in Your Organization.
Design Experiments: Leading Change with Creativity Author(s): Friedman, Stewart D. Publication Date: 06/10/2008 Product Type: HBS Press Chapter HBS Number: 4577BC Subjects: Creativity; Job satisfaction; Leadership development; Work life balance Academic Discipline: General management Product Description: It takes courage to experiment and push for change to better meet the expectations of people who depend on you. In this chapter, you'll learn about the kinds of experiments that, if designed and implemented effectively, will help you secure four-way wins that benefit your work, your home, your community, and your-self. May be used with: (4572BC) The Total Leadership Experience; (4573BC) Clarify What's Important to You: Leadership with Authenticity; (4574BC) Take the Four-Way View: Leadership with Authenticity; (4575BC) Respect the Whole Person: Leadership with Integrity; (4576BC) Talk to Your Stakeholders: Leadership with Integrity; (4578BC) Bring Others Along With You: Leading Change with Creativity; (4579BC) Reflect and Grow: Assessing the Results of Your Total Leadership Experience; (4580BC) Your Total Leadership Coaching Network; (4581BC) Scoring Four-Way Wins With Total Leadership in Your Organization.
Bring Others Along with You: Leading Change with Creativity Author(s): Friedman, Stewart D. Publication Date: 06/10/2008 Product Type: HBS Press Chapter HBS Number: 4578BC Subjects: Authenticity; Change management; Integrity; Job satisfaction; Leadership development; Work life balance Academic Discipline: General management Product Description: There are bound to be all kinds of what-ifs and resistance when you are beginning to enact a change. If you don't deal with them effectively, they will destroy your initiative. This chapter explores how to find the courage to overcome the obstacles, both internal and external, that leaders face when trying to create meaningful change in their worlds. May be used with: (4572BC) The Total Leadership Experience; (4573BC) Clarify What's Important to You: Leadership with Authenticity; (4574BC) Take the Four-Way View: Leadership with Authenticity; (4575BC) Respect the Whole Person: Leadership with Integrity; (4576BC) Talk to Your Stakeholders: Leadership with Integrity; (4577BC) Design Experiments: Leading Change with Creativity; (4579BC) Reflect and Grow: Assessing the Results of Your Total Leadership Experience; (4580BC) Your Total Leadership Coaching Network; (4581BC) Scoring Four-Way Wins With Total Leadership in Your Organization.
Reflect and Grow: Assessing the Results of Your Total Leadership Experience Author(s): Friedman, Stewart D. Publication Date: 06/10/2008 Product Type: HBS Press Chapter HBS Number: 4579BC Subjects: Job satisfaction; Leadership development; Self-awareness; Work life balance Academic Discipline: General management Product Description: Being a better leader and having a richer life is an ongoing process, and requires constant reflection. This chapter asks you to look back on your journey to achieving four-way wins that benefit all domains of your life — work, home, community, and self — and prepares you to build further support for your leadership vision and to tell your leadership story as a way of transmitting what you've learned to others. May be used with: (4572BC) The Total Leadership Experience; (4573BC) Clarify What's Important to You: Leadership with Authenticity; (4574BC) Take the Four-Way View: Leadership with Authenticity; (4575BC) Respect the Whole Person: Leadership with Integrity; (4576BC) Talk to Your Stakeholders: Leadership with Integrity; (4577BC) Design Experiments: Leading Change with Creativity; (4578BC) Bring Others Along With You: Leading Change with Creativity; (4580B
