Editorial Review

In their legendary book, Reengineering the Corporation, Jim Champy and Michael Hammer introduced businesspeople to the enormous power of a revolutionary methodology called reengineering. Using reengineering, businesses around the world have systematically retooled their processes--achieving dramatic cost savings, greater customer satisfaction, and more value.

Now, Jim Champy and Dr. Harry Greenspun show how to apply the proven reengineering methodology in health care: throughout physician practices, hospitals, and even entire health systems. You’ll meet innovative and visionary leaders who’ve been successfully reengineering organizations across the entire delivery spectrum and learn powerful lessons for improving quality, reducing costs, and expanding access.

This book doesn’t just demonstrate the immense potential of health care reengineering to revolutionize health care delivery: it offers a clear roadmap for realizing that potential in your own organization.

Deliver Better Care to More People, at Lower Cost

• How reengineering can lead to more efficient, safer delivery--and sharply reduced costs
• How to focus on prevention and wellness, as well as chronic disease and hospital care
• How to earn the trust, contributions, and passion of skeptical physicians and health care professionals
• How to harness technology to create more seamless, accessible, valued, and sustainable health care systems--and avoid technology’s pitfalls
• How Zeev Neuwirth transformed the Lenox Hill Hospital ER and the 700-doctor Harvard Vanguard Medical Associates practice
• How Tom Knight is revolutionizing patient safety at Methodist Hospital System, one of America’s largest private, nonprofit medical complexes
• How to start today in your own organization!

Reviews

An excellent call to action on HC reengineering
Amazon.com Review of "Reengineering Healthcare: A Manifesto for Radically Rethinking Health Care Delivery. Jim Champy, J.D., and Harry Greenspun, M.D. FT Press, Upper Saddle River, NY. 2010.

Eric W. Palfreyman
July, 2010.

In the present cultural climate--with its emphasis on political absolutism--it would be easy to hand off responsibility for healthcare change to the government. To its credit, Reengineering Healthcare does not do this. In the beginning, it specifically places the action on those who can most directly and positively influence it:

"Reengineering must be done, and it must be done by clinicians. No angel of government, even under the auspices of `national health care reform,' can reduce the cost and improve the quality of health care without the work and leadership of clinicians. It's time for all clinicians--physicians, nurses, technicians, physician assistants, and pharmacists--to assume their rightful role in directing change."

The first question I want answered in any book I'm considering is whether it is a good read. The answer on Reengineering Healthcare is a resounding "yes". Champy's writing has always been high on a readability scale and Champy and Greenspun have delivered a book that is easy to read and engaging from beginning to end. It is an excellent mixture of case studies, narrative, inspiration, challenge, and technique. The book is long enough to convey knowledge and inspiration, but not long enough to become tedious. If its desire was to inspire as well as instruct, it is a very successful book.

Their book begins by reviewing what reengineering is, and touches on ideas such as the idea that reengineering is not simply a look at discrete issues for resolution, but is an examination of the entire system of getting things accomplished. The authors place a focus on examining systemic issues and solving them in a comprehensive way. They recognize that reengineering is focused on fundamental change (not simply incrementalist tweaks), radical approaches that do not simply touch the surface, and focusing on areas that can create dramatic results. In brief, they state, "the methodologies and techniques may vary in name, but they all share the same ambition for dramatic improvement in the performance of work by focusing on process."

They then turn to reengineering specific to healthcare. They lay the book around three areas of reengineering: Technology, Processes, and people. A thesis of the book is that any reengineering that is to be substantive must incorporate all three elements in order to fully create the kind of massive change that is needed.

Another strength of the book is that while it strongly highlights cost improvements, reduction in time-to-results, and reduced duplication; it always maintains a focus on delivering quality healthcare and on maintaining a focus on patient safety.

The book covers topics from selecting which processes/organizations need to be improved (and what criteria go into that decision) to a focus on continual interaction with the "front line"--the people who actually deliver healthcare. This effort may be authorized and funded by top executives, but the root cause analysis and proposals for process improvement are derived from and approved by those who actually deliver healthcare to patients--physicians, nurses, pharmacists, medical technicians, etc.

A review seems incomplete without one criticsm, so if I had to come up with one deficit in the book, I would have like to have seen a couple of the case studies accompanied by simplified process flow charts showing a before and after architectural view of the process.

For those interested in improving all aspects of healthcare delivery and in harnessing the power of innovative reengineering to accomplish this, Reengineering Healthcare is a must read.

A brilliant analysis of a "new paradigm" of networked health care

It is difficult for me to believe that almost two decades have passed since Reengineering the Corporation was published. In it, Jim Champy and co-author Michael Hammer define reengineering as "the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed." More specifically, "fundamental" refers to how work is performed and the basic questions that need to be asked, "radical" means going beyond superficial changes in the way things are being done, "dramatic" indicates that reengineering isn't about marginal or incremental improvements, and "process" refers to a group of activities that uses one or more kinds of input to create an output of customer values.

What we have in this volume, co-authored by Champy and Harry Greenspun, M.D., are multiple collaborative applications of the same four basic principles to the challenge of reengineering the provision of health "and it must be done by clinicians. No angel of government, even under the auspices of `national health care reform.' Can reduce the cost and improve the quality of health care without the work and leadership of clinicians. It's time for all clinicians - physicians, nurses, technicians, physician assistants, and pharmacists - to assume their rightful role in directing change." This is a key point. Champy and Greenspun insist, and I agree, that those who are centrally involved in the provision of health care should be centrally involved in the process of radical thinking by which to determine the nature and extent of reengineering initiatives.

According to Champy and Greenspun, the approach they propose is based on four "pillars": Technology ("In any science-based enterprise, technology developments offer daily opportunities for redesigning work"), Process ("Whether or not new technology is applied, an organization's work is best understood as a collection of processes"), and People ("No process can work properly without people trained as a team to execute"). Throughout their lively narrative, Champy and Greenspun focus on exemplary leaders of reengineering initiatives that vary in nature and extent but all of which rely (to varying degree) on the aforementioned three "pillars." With all due respect to the value of various real-world examples, their purpose is to illustrate core principles rather than prescribe how those principles should be applied. It remains for each reader to make that determination.

Hence the importance if several reader-friendly devices that can help to guide and inform those decisions. For example:

Ten lessons to be learned from MultiCare Health System's deployment of its electronic health records (EHR) program (Pages 67-87)

"A Checklist for Implementing New Technologies" (Pages 92-95)

Note: As a supplementary resource, I highly recommend Atul Gawande's The Checklist Manifesto: How to Get Things Right, published by Metropolitan Books in 2009.

How to change medical processes that have been developed and ingrained for decades (Pages 99-135)

"A Checklist for Process (Pages 135-138)

Lessons to be learned from various reformers that are "not only valuable, but replicable" (Pages143-165)

"A Checklist for the People Side" (Pages 165-167)

How to look for and locate reengineering opportunities (Pages 190-204)

However different the health care "reformers" may be in most other respects, they share in common what aspiring reformers must also possess. Specifically, "an ambition to improve the quality and safety of care in dramatic fashion; a deep respect for the experience of patients; a passion for improving the outcome of treatment; a desire to create a better workplace for clinicians; an appetite for change to create better medical practice; the clinical leadership required to bring about change; the persistence to overcome the inertia of current practices and processes; and a willingness to acknowledge their own shortcomings or detrimental behaviors."

Jim Champy and Harry Greenspun offer a manifesto, not an operations manual. Encouraged as they obviously are by the successful reengineering initiatives they have observed in various health care organizations, they have no illusions about the challenges and difficulties that new initiatives by other organizations must overcome. In some instances, it will take years of effort to achieve success. That said, I am reminded of the Chinese proverb that suggests that the best time to plant a tree was 20 years ago. The next best time is now.

Bravo!
This book is exceptionally helpful. The key messages are outlined clearly and the case studies are great examples of how individuals can make an impact in the way health care is delivered. The authors are thoughtful and practical regarding the process, and have helped me motivate my team to analyze how our system works and find ways to improve it. It is precisely what we need right now.

Overview of How to Improve Deliverables in Healthcare

Required reading for every student and practitioner in health care industry

Fantastic read on how to improve healthcare processes, quality and patient care.
This book takes the reader into real-life situations where healthcare has been improved by a variety of healthcare organizations and professionals. This isn't about Healthcare Reform and doesn't address politics. Rather it is about Healthcare Transformation and putting the focus back on the patient by driving out inefficiencies in the care cycle and improving healthcare delivery overall. It's a must read for healthcare professionals and anyone interested in understanding how to enhance the care we all receive.

A great guide and motivator.
It was easy to relate to the struggles and challenges highlighted in the book, but great to get some practical advice on how to tackle them. While many books focus on health policy, this one has helped me figure out how to move my department in a much more productive direction. It has also given me a "call to action" for my managers, helping them understand the rationale moving forward. ... Read more

Editorial Review

Author royalties from this book go to the Huntsman Cancer Foundation

“The way Jon conducts his business and lives his life will not only inspire you to be a better person, citizen, and entrepreneur, it also will give you hope that the good guys don't finish last.”

Glenn Beck

"Jon Huntsman is a different breed. He believes business is a creative endeavor, similar to a theater production, wherein integrity must be the central character."

Larry King, CNN

"Jon Huntsman's own life and personal values lend credence to his words. He walks his ethical talk."

Neil Cavuto, Fox News

"This book could put me out of business. Nobody would be happier about it than me."

Wayne Reaud, Trial Attorney.

The nationwide bestseller--fully updated for today’s tough times and worldwide financial crises

“Everyone does it.” Everyone cheats. Cuts corners. Tells lies. Maybe it was different once. Not today. If you want to succeed in this economic climate, you simply have to make compromises. Right?

Wrong. You can succeed at the highest levels, without sacrificing the principles that make life worth living. The proof? You’re holding it.

Jon M. Huntsman built a $12 billion company from scratch, the old-fashioned way: with integrity. There were short-term costs and difficult decisions. There were tough times. Times just like today. But ultimately, leading with integrity wasn’t just personally right for Huntsman, it also proved to be the best business strategy.

In Winners Never Cheat, Huntsman tells you how he did it, and how you can, too. This book is about remembering why you work, and why you were chosen to lead. It’s about finding the bravery to act on what you know is right, no matter what you’re up against.

It’s about winning. The right way.

Think about the kind of person you want to do business with. Then, be that person--and use this book to get you there.

Reviews

Honesty & Integrity is the Winning Formula
Jon M Huntsman is a humble & self effacing man who quietly goes about his business; and business is good. He's a self-made billionaire who knows that success is attainable through hard work, determination, and of course; through honesty, integrity and generosity.

This book captures Huntsman's vision of setting good examples for the rest of society, by consistently doing the right things. This is a man who builds trust through his actions, and helps those less fortunate with his contributions of time and money. In his mind, whatever success he's attained is irrelevent to the big picture; and that's making our planet a better place to inhabit.

I'm sure all of us, from time to time, have witnessed actions of people we once trusted that made us think otherwise; whether it be shaving a stroke off their golf game to avoid losing a few bucks, double crossing us on a business deal, or worse, sabotaging a career. Once the trust has been destroyed, everything else collapses with it.

Huntsman, on the other hand, with his remarkable philosophy on life, is a shining example that successful people are measured more by their basic core values as human beings, than their net worth. Some, if they're really good; possess the ability to do it all.

Huntsman clearly fits that bill; and we're all just a little bit better off because of it. This is a great book, written by a truly great man.

Being morally right makes might - in more ways than you might think!
Many ethics courses taught at business and law schools across the country for the past decade or so have focused on the idea of "situational ethics" - a Machiavellian concept that supports no objective "right or wrong" only contextual circumstances that define "right and wrong" for a specific moment in time. While that may be interesting for theoretical discussions, it has little place in the real world and business leader Jon M. Huntsman would agree. In his breakthrough book titled - "Winners Never Cheat" - Huntsman point blank states that there are overriding moral principles that need to guide our work and lives. Huntsman is chairman and founder of the largest privately held chemical company in the world. He writes that he built his career and fortune on ethical principles including accountability; integrity; addressing the needs of others; honor; sacrifice; personal responsibility and teamwork. Soundview highly recommends this book because Huntsman provides many examples where he personally made difficult, moral decisions that (he argues) always turn out to be the right decision in the long run. Every organization would be well served by reading this book and putting it into practice.

Ethics at its finest!
What a refreshing view of ethical business practices by one of the most down-to-earth men to ever be successful. Jon Huntsman is an inspirational figure who practices the basic human skill and desribes how we are born with these "sandbox" skills and ethical behaviors. Corporate America, WAKE UP!

This is one of those "difficult times" Jon Huntsman writes about
Jon Huntsman says a whole lot in 206 small pages. He reminds us that there is no victory when there is no integrity. The behavior in corporate America the past few years should make this book a mandatory read for every executive and every board member of every company. We've been confusing valuable with value for too long and Jon Huntsman's message is a reminder that not only is integrity the right path to follow, it is also the most profitable path to follow!

Easy read, excellent.
This well written book will leave you feeling good and wanting to be a better person. It makes a great gift too.

Great book
I think this book is terrific. It is perfect for the times that we are in where greed and self indulgence is so rampant. If we all did business the way that John Huntsman conducts his business we would not be in the financial shape that we are in!

Written by a man of integrity!
A must read for every graduate or person going into business. Integrity, simplicity, honorable man. My favorite book!

Values Are Not Negotiable
Are your values unwavering especially in the wake of those necessary daily critical business and even life decisions? In this book, Winners Never Cheat, Jon Huntsman Sr. shared through his personal stories the importance of not sacrificing your values and that you can still be successful.

This book goes beyond the usual writings on ethics, morality, business conduct and is really a small treatise on how to treat people. Jon Huntsman believes in adversity and how that builds character. One far reaching statement about character is "the adherence to an ethical code is best defined as how one honors a bad situation or a bad deal."

Huntsman believed that an ethical code of conduct is by its very nature a non-denominational religion because situations may be altered, basic values must not. In other words just because everyone else does it does not give you permission to walk away from your values. This type of belief creates a slippery ethical behavioral slope where one can never return to the top.

One of my new found favorite quotes is "Values provide us with ethical water wings." This is a great mental visual for understanding how to stay above the less than ethical behaviors of others.

With the passing of each chapter, Huntsman's simple words take on a life of their own. The reader can see and begin to understand the message behind the message that Winners Never Cheat. For me, this is now in my top 10 most favorite non-fictional books. This book shows you how to be The Red Jacket in a sea of gray suits.

P.S. Maybe this could have been titled that Ethical Leaders Never Cheat or Winners Never Cut in Line. ... Read more

Editorial Review

From the author of the New York Times bestsellers

How Full Is Your Bucket? (Gallup Press, 2004, Strengths Based Leadership (Gallup Press, 2009), and Wellbeing (Gallup Press, 2010) a book that features the new Wellbeing Finder assessment.

STRENGTHSFINDER 2.0

Do you have the opportunity to do what you do best every day?

Chances are, you don't. All too often, our natural talents go untapped. From the cradle to the cubicle, we devote more time to fixing our shortcomings than to developing our strengths.

To help people uncover their talents, Gallup introduced the first version of its online assessment, StrengthsFinder, in 2001 which ignited a global conversation and helped millions to discover their top five talents.

In its latest national bestseller, StrengthsFinder 2.0, Gallup unveils the new and improved version of its popular assessment, language of 34 themes, and much more (see below for details). While you can read this book in one sitting, you'll use it as a reference for decades.

Loaded with hundreds of strategies for applying your strengths, this new book and accompanying website will change the way you look at yourself -- and the world around you -- forever.

AVAILABLE EXCLUSIVELY IN STRENGTHSFINDER 2.0
(using the unique access code included with each book)

* A new and upgraded edition of the StrengthsFinder assessment

* A personalized Strengths Discovery and Action-Planning Guide for applying your strengths in the next week, month, and year

* A more customized version of your top five theme report

* 50 Ideas for Action (10 strategies for building on each of your top five themes)
... Read more

Reviews

What are the strengths YOU can rely on?, July 14, 2009
Strengths Finder 2.0 is the follow up to Gallup's Now, Discover Your Strengths. The book includes a revamped version of the StrengthsFinder test that shows you not just what your top five strengths are, but also how you rank in the rest of the 34 strengths from Clifton's model. The new book is light on content (very light) but the test is a substantial improvement.

Here's how the book is set up:

StrengthsFinder: The Next Generation
(A short introduction explaining the need for the enhanced edition of the test based upon new thinking and research in strengths psychology)

I: Finding Your Strengths
(A 30-page overview of strengths psychology and how the Gallup system works)

II: Applying Your Strengths
(150 pages outlining each of the 34 themes including what people with that strength look like, how to manage them, and ideas for action if you have that strength).

The StrengthsFinder
(If you haven't taken it before, the code to take the test is provided in a packet inside the book. You actually have to buy the book to take the test)

Emotional Intelligence 2.0 is another book I really enjoyed that follows the SF 2.0 format. Obviously, that test measures emotional intelligence (EQ), but Emotional Intelligence 2.0 has a unique format where the test tells you which of the book's 66 strategies will increase your EQ the most.

Beware: You Only Get Your Top 5 Themes And Not All 34 In Order, March 24, 2008
The book is a quick read and very helpful in getting one to think about one's strengths and the potential complementary strengths to look for in others to offset one's weaker areas, if you work in a team environment. However, once I completed the online test and obtained the resultant reports, I was shocked to learn that I would only get the Top 5 Themes, and the other 29 remain a mystery. Upon contacting the company, I learned that for an additional $550.00 I could then obtain the other 29 themes, as well as their order of ranking. It is obvious to me that this book is being used as a sales "hook" to try to get you to spend more money with the company and may also be being used as a "beachhead" sales device to penetrate into potential corporate accounts. I was not surprised or enlightened at all by the results, as I have been through a number of these types of profiling and behavioral characteristics tests over the years. However, they were "somewhat" useful to reconfirm some of my prior findings as still being current as of today. I would recommend the book and online test if you have never been through something like this before. They are quick and very easy to use. Just be aware that the top 5 themes are only a glimpse of your total "being" and the other 29 are just as important to your knowledge about yourself. However, unless you are willing to cough up another $550.00, you may end up disappointed and still a bit "in-the-dark" about your overall strengths. Good luck.

Liked the info in the book...nice assessment...but..., January 4, 2009
...there should be a way to purchase additional assessments online without buying another copy of the book. My wife and I don't need two copies. Better yet...all of the information from the book could be better organized online for a fee. In an age where most people are trying to become more "green", I am surprised that the exclusive online format did not get more consideration from Gallup or the author...

It is also worth pointing out that the book is worthless on the secondary market and there is no use checking this type of book out of the library.

Should be called "Strengths Reminder", May 26, 2008
Strengths Finder 2.0 and the accompanying test on the website of the same name doesn't tell you anything about yourself that you probably don't already know. This is especially true if you've been out in the work world for more than 10 years and are looking for a new career; or are in any way introspective about your own feelings, i.e. whether you like or dislike certain tasks, people or processes at work. Save your money and take one of the free Myers-Briggs tests at humanmetrics or any other free MB website, then read everything you can about your MB type in the book "Do What You Are" by Tieger and Baron-Tieger. "Discover" also lists what other careers people with your type have. Way more helpful than Strengths Finder 2.0.

Took the test twice and only one talent remained the same!, October 23, 2009
The main concepts of the book can be summarized in 4 pages or gleaned from the reviews here, but what you are really paying for is a one time chance to take the online test to assess your strengths.

Unfortunately Gallup provides only your top 5 strengths without providing your actual score or an indication of how they measure relative to general population. Their claim is that telling you the score will distract you from the value of the strength and that only the top 5 strengths matter. I suspect the real reason is that they don't want to let anyone reverse engineer the test and find out how the scoring is done.

All this would still be fine by me if test scores were not important. But that is not the case. I took the test twice just to verify the publisher's premises that the results don't vary much based on your mood or from one test to another. As it turns out only one of the top 5 traits in the test existed in both results. The other 4 out of 5 were not shared. This makes the test of limited value.

To be fair, there was a common thread between the two sets of tests. For example in one test I was the "Futurist" who is concerned with "What if..." and "Wouldn't it be interesting if..." type of scenarios. In another test my strength was "Ideation" that is the ability to bring fresh ideas to the table. But this raises another key question, how reliable are the categories as whole if 4 out of the 5 strengths can be replaced with each other? This makes the strength categories defined here more like zodiac descriptions than real statistical clusters. At the very least then, Gallup should publish all your "strengths" that fall within some margin.

Given all of the above, you are probably more aware of your own strengths that Gallup can tell you. The test would be of more value if it provided your score for each of your strengths and how they measure relative to the full database.

DO NOT BUY USED!, July 18, 2008
I bought this book used and it is a waste of money. The book hinges on using the online evaluation test and then reading the book to analyze results. Buying the book second hand means you do not have access to the online account. In fact, inside the book it specifically says not to buy the book used.
The book descriptions do not make this clear. The seller posted anote saying the access code was used, but it is not clear that the book is useless without. I contacted the publisher about buying the online access code separately, their reply was "buy a new book." what a waste!

Why the book?, August 8, 2007
Really, the reason for this book is to get the access code to take the online StrengthsFinder assessment. The book doesn't give you much more information than what you get online, so it's clearly just a ploy to make more money. If they really wanted to give people more value with the book, they should include more occupational information, and more information about using your strengths throughout the lifespan. Or, how about a section for counselors to help them utilize the StrenghsFinder in the career counseling process?

Not recommended, June 23, 2008
Unless this is a corporate requirement, you shouldn't buy. The book is only valuable in obtaining code necessary to take on-line questionnaire. The on-line information is much more complete than anything in the book. A better solution would be for Gallup to offer on-line registration (they may already, but it is not apparent on the WEB site)

This Woo was not wowed!, March 8, 2007
Since Now Discover Your Strengths was very interesting and helpful, I've been very excited to read 2.0.

I was expecting 2.0 to be a new layer of the strength finder "onion" (aka more insight, more inforamtion, deeper understanding), but instead it is just the same onion is a slightly different format.

The ability to create a "customized version of your top five theme report" is really a print out of the same check lists found in the book. You can "customize" the check list by only including the predetermined action items that you want in the report.

The action items are similar, to the ones found in Now Discover Your Strenghts, so if you photo copied your Now Discover action items and crossed off the ones you don't like - Presto! Instant "customized version of your top five theme report."

My advice, if you've read Now Discover, you are covered. If you haven't, 2.0 is full of the same great information. ... Read more

Editorial Review

Over the past seven years, in a highly unstable global economy, Cisco doubled revenue, tripled profits, and quadrupled earnings per share. How? By Doing Both. When companies face key strategic decisions, they often take one path and abandon the other. They focus on innovation and new business at the expense of core businesses or vice versa. They stress discipline and sacrifice flexibility. They focus on customers and ignore partners. And they struggle. Cisco believes there is a better way: Doing Both.

Doing Both means approaching every decision as an opportunity to seize, not a sacrifice to endure. It means avoiding false choices, reduced expectations, and weak compromises. It means finding ways to make each option benefit and mutually reinforce the other. In this book, Cisco Senior Vice President Inder Sidhu explains why “doing both” is today’s best strategy. Then, drawing on Cisco’s hardwon insights and the experiences of companies like Procter & Gamble, Whirlpool, and Harley-Davidson, Inder presents a complete blueprint for “doing both” in your organization, too.

Win by Doing Both!

• Sustaining and Disruptive Innovation

• Existing and New Business Models

• Optimization and Reinvention

• Satisfied Customers and Gratified Partners

• Established and Emerging Countries

• Doing Things Right and Doing What Matters

• Superstar Performers and Winning Teams

• Authoritative Leadership and Democratic Decision Making

Reviews

A Living Example of why "Both-And" wins over "Either-Or"
There is evidence showing up everywhere that the "both-and" theory is not only real, but far more powerful than the limiting "either-or" postulate. "Doing Both," by Inder Sidhu is not only strong evidence that it works, but a wider, broader scope for its use.

We've seen parts of the both-and theory at work in business through co-opetition. However, simple collaboration habits often times do not include the factors that influence business success. Some people might think that today's collaborator would more likely be a new college graduate who works for a start-up technology company who uses a BlackBerry to increase personal productivity.

But, there is more to it than that. Both-and is allowing product innovation and the balancing of many seemingly conflicting goals to be maintained within an organization. Profitability is enabled by balancing seemingly conflicting purposes, not by choosing one or the other.

Inder Sidhu addresses multi-evolutionary product development agendas with a very elegant way of "Doing Both" things. Cisco has become a role model of sorts, where workers are empowered with personalized services, choice, and work-life balance in a human network to get their work done and make organizations thrive. The opening analogy on doing both form and function with the Golden Gate Bridge Bridge is very powerful as it became the symbol for Cisco.

Hopefully their example will inspire you to influence your current environment with the expectation that cultural factors influencing collaboration will include role modeling by senior leaders, a formal collaboration process, tools, training and rewards that will work for you.

"Doing Both" provides insight that will help ease the transition from the old management style to this new more profitable one. This book earns 5 stars because it is inspiring, insightful, and most importantly, practical. It is very well written and is fluid as well as engaging. It very proactively makes the both-and theory come across as quite believable and doable.

This book represents some fresh thinking to current business challenges. Definitely worthwhile spending some serious focus time on.

Let me also tell you about another new business challenge that I believe would be just as important spending some good focus time on...it is proactive managing your online reputation. In addition to "Doing Both" I would highly recommend getting Wild West 2.0: How to Protect and Restore Your Reputation on the Untamed Social Frontier.

Even though Cisco is a great company, it still has customer problems ... and you will to. It is inevitable that you will get some bad product reviews, or even worse, revengeful customers who will try to ruin your company's online reputation. Wild West 2.0 tells you exactly where to look for reputation problems and then how to repair them. Internet Reputation Management should not be delegated to your webmaster. From my experience it is now a critical management and marketing issue that concerns everyone from the CEO on down.

Interesting and inspiring


Inder begins with sharing how Cisco's TelePresence video conferencing technology has enabled him to see, hear and almost feel his mother's presence who is 8,000 miles away back home in India. The intro is touching and a friendly reminder of how technology has changed our lives in many ways and most importantly how we stay in touch and always connected.

Inder takes you through the various steps that Cisco has taken to grow to a $40 billion dollar company with over 60,000 employees. Its an interesting read as Inder walks through the history and the strategic decisions made to remain competitive through innovation and bold moves. Inspired by the stories of the background of the leaders chosen, the difficult questions and challenges faced and their paths take to success.

Doing Both is an interesting and inspiring read.

Business wisdom not to be missed
This book hones in on the point that optimal business decisions are not necessarily trade-offs between two choices but usually involve doing both. Written in an engaging, easy-to-read, story-telling style, the book offers numerous examples of how Cisco has been "doing both" to enable its success from multiple angles: technology innovation, market segmentation, supply chain management, organizational design, and more. Inder Sidhu's examples from his personal life are moving and help to make the book quite inspirational. A joy to read.

Unique Insights and Lessons Not To Be Missed
Business books are a "dime a dozen". Fortunately, this book is one that stands apart from the pack. Insightful, thoughtful, compelling and thought provoking, "Doing Both: How Cisco Captures Today's Profits and Drives Tomorrow's Growth" takes the reader on a dynamic journey into the inner workings of Cisco and it's remarkable transformation. Inder SIdhu's storytelling is highly entertaining and provides unique insights that today's business leaders must not miss. This book will be one that I highly recommend to my friends and colleagues.

Organizational transformation is not -- repeat not - a zero-sum game

One of the most self-defeating mindsets is suggested by the admonition, "You can't have your cake and eat it too." Obviously there are situations when there are two options that are mutually-exclusive. However, most of the time, when facing a choice, it is a mistake to select only one and dismiss all others. Inder Sidhu does not advocate "a balanced compromise between two objectives, but a mutually reinforcing multiplier in which each side makes the other better." He cites comments included in Built to Last (1994) co-authored by Jim Collins and Jerry Porras when discussing a highly visionary company "that doesn't want to blend yin and yang into a gray indistinguishable circle that is neither highly yin nor highly yang; it aims to be distinctly yin and distinctly yang - both at the same time, all the time. Irrational? Perhaps. Rare? Yes. Difficult? Absolutely."

Sidhu devotes the bulk of his lively narrative to explaining how exemplar companies such as Apple, BYD, Cisco, GE, Google, IBM, and Procter & Gamble achieve these strategic objectives:

o Improving the core business while conducting disruptive innovation
o Strengthening current account relationships while adding new ones
o Fine-tuning what is done well while transforming or eliminating what isn't
o Creating customer evangelists while creating steadfast partners
o Thriving on "Main Street" while exploring "the road less traveled"
o Doing it right and doing what is right (i.e. what matters)

Obviously, doing both (of whatever) is not always possible or, when possible, advisable. Also, any lessons learned from the exemplar companies such as those Sidhu examines (especially Cisco) must be modified to accommodate the specific needs and resources of much smaller organizations.

With all due respect to the value of these lessons, I think the single greatest benefit of this book is the mindset it can help its reader to develop. Although Sidhu does not cite them and their books, he has clearly been influenced (albeit indirectly) by business thinkers such as Henry Chesbrough (Open Innovation and Open Business Models) and Roger Martin (The Opposable Mind) as well as Venkat Ramaswamy and Francis Gouilllart (The Power of Co-Creation). Their major recommendations track almost seamlessly with Sudhu's own:

1. Be open-minded to possibilities, whenever/wherever they occur
2. Respect and examine those that are plausible, especially if unorthodox
3. Seek out collaborations that are mutually-beneficial
4. Welcome each "failure" as a precious learning opportunity
5. Juxtapose (for rigorous scrutiny) contradictory ideas and options
6. Embrace change as an ally, not as a threat
7. Achieve constant improvement with a discovery-driven process
8. Welcome and support principled dissent
9. Cultivate and nourish an insatiable appetite for learning
10. Challenge what James O'Toole characterizes as "the ideology of comfort and the tyranny of custom"

Congratulations to Inder Sidhu on a brilliant achievement.

Insightful Premise
Mr. Sidhu effectively presents the issues faced by Cisco in balancing its interests in maintaining current products, services and markets, and expanding into very different ones. He outlines how Cisco has dealt with avoiding the complacency and inflexibility in maintaining current products, services and markets by expanding into new areas, but simultaneously, avoiding overextending the company.

I thought the anecdotes from the experiences of other businesses were instructive, especially for us non IT types. The example of the building of the Golden Gate Bridge was especially helpful.

The concepts outlined in the book would be helpful to the owner of any business, from a local sole proprietorship to a company such as Cisco.

I higly recommend this book.

... Read more

Editorial Review

This celebrated New York Times bestsellernow poised to reach an even wider audience in paperbackis a book that is changing the way North Americans think about selling products and disseminating ideas. Gladwells new afterword to this edition describes how readers can constructively apply the tipping point principle in their own lives and work. Widely hailed as an important work that offers not only a road map to business success but also a profoundly encouraging approach to solving social problems. ... Read more

Reviews

Brings 'Sticky' Ideas to a Nexus
I read this book in part of one day - it's a good, quick read. Unlike some of the people who didn't care for the book - I never read the New Yorker article. It may be that the book doesn't add enough new info to excite folks who have read that article. But to me the book threw out a good number of new ideas and concepts very quickly and very clearly. I found his ability to draw a nexus between things that, on the surface seem very divergent, was very interesting, and he did it smoothly, without jumping around a lot.

The thrust of the book is that there are three things that can converge to bring about dramatic and perhaps unexpectedly fast changes in our society. These are the context (the situational environment - especially when it's near the balance or 'tipping point'), the idea, and the people involved. His point is that very small changes in any or several of the context, the quality of the idea (which he calls 'stickiness', ie how well the idea sticks), or whether the idea reaches a very small group of key people can trigger a dramatic epidemic of change in society.

"In a given process or system some people matter more than others." (p.19). "The success of any kind of social epidemic is heavily dependent on the involvement of people with a particular and rare set of social gifts." (p.33).

He divides these gifted people into three categories: Connectors, Mavens and Salespeople. "Sprinkled among every walk of life ... are a handful of people with a truly extraordinary knack of making friends and acquaintances. They are Connectors." (p. 41). "I always keep up with people." (p. 44 quoting a "Connector"). "in the case of Connectors, their ability to span many different worlds is a function of something intrinsic to their personality, some combination of curiosity, self-confidence, sociability, and energy." (p.49). "The point about Connectors is that by having a foot in so many different worlds they have the effect of bringing them all together." (p.51).

"The word Maven comes from the Yiddish, and it means one who accumulates knowledge." (p. 60). "The fact that Mavens want to help, for no other reason than because they like to help, turns out to be an awfully effective way of getting someone's attention." (p.67). "The one thing that a Maven is not is a persuader. To be a Maven is to be a teacher. But it is also, even more emphatically to be a student." (p.69).

"There is also a select group of people -- Salesmen -- with the skills to persuade us when we are unconvinced of what we are hearing." (p. 70). He goes on to describe an individual named Tom Gau who is a Salesman. "He seems to have some indefinable trait, something powerful and contagious and irresistible that goes beyond what comes out of his mouth, that makes people who meet him want to agree with him. It's energy. It's enthusiasm. It's charm. It's likability. It's all those things and yet something more." (p. 73).

He then goes into the importance of actually gathering empirical data about ideas, and not just relying on theory or assumption to determine quality, or as he calls it, 'stickiness.' He gives examples of where assumptions have been debunked with data. "Kids don't watch when they are stimulated and look away when they are bored. They watch when they understand and look away when they are confused." (p.102). "Children actually don't like commercials as much as we thought they did." (p. 118) "The driving force for a preschooler is not a search for novelty, like it is with older kids, it's a search for understanding and predictability." (p. 126) Hence why your three year old can watch those Barney videos over and over until the tape breaks - it becomes predictable after the third or fourth viewing. This is probably also why Barney suddenly falls out of favor when predictability is less important than novelty.

Finally, there's a point he makes he calls the rule of 150. He starts with some British anthropologists idea that brain size, neocortex size actually, is related to the ability to handle the complexities of social groups. The larger the neocortex, the larger the social group that can be managed. She then charts primate neocortex size against known average social group sizes for various primates, other than humans. Then she plugs human neocortex size into the equation, and out pops 147.8, or about 150. Now that would be not so interesting, except that he goes on to talk about this religious group, the Hutterites. They are clannish like the Amish or Mennonites, and they have a rule that when a colony approaches 150, they split into two and start a new one. He follows that by noting that Military organizations generally split companies at 150-200. And then he talks about Gore - the company that makes Goretex, among other things. They have a ~150 employee per plant rule.

"At a bigger size you have to impose complicated hierarchies and rules and regulations and formal measures to try to command loyalty and cohesion. But below 150...it is possible to achieve the same goals infomally." (p.180)

"When things get larger than that, people become strangers to one another." (p.181)

"Crossing the 150 line is a small change that can make a big difference." (p. 183)

On the whole, I thought the book sparked thought and converstaion, and will make me look at life and business a little differently. To me that's a good book.

Interesting Read
Malcolm Gladwell, a staff writer for New Yorker Magazine, in The Tipping Point, writes a fascinating study of human behavior patterns, and shows us where the smallest things can trigger an epidemic of change. Though loaded with statistics, the numbers are presented in a way that makes the book read like an exciting novel. Gladwell also gives several examples in history, where one small change in behavior created a bigger change on a national level. He also studies the type of person or group that it takes to make that change.

Gladwell's first example is the resurgence of the popularity of Hush Puppies, which had long been out of fashion, and were only sold in small shoe stores. Suddenly, a group of teenage boys in East Village, New York, found the cool to wear. Word-of-mouth advertising that these trend-setters were wearing the once-popular suede shoes set off an epidemic of fashion change, and boys all over America had to have the "cool" shoes.

Galdwell also examines the difference in personality it takes to trigger the change. For example, we all know of Paul Revere's famous ride, but how many of us know that William Dawes made a similar ride? The difference was that people listened to Revere and not to Dawes. Why? Revere knew so many different people. He knew who led which village, knew which doors to knock on to rouse the colonists. Dawes didn't know that many people and therefore could only guess which people to give his message.

There are several other phenomena that Gladwell examines, showing the small things that spark a change, from the dip in the New York City crime rate to the correlation between depression, smoking and teen suicide. If you want to change the world for the better, this book will give you an insight into the methods that work, and those that will backfire. It's all in knowing where to find The Tipping Point.

Jo @ MyShelf.Com

Great Insights into Mass Behaviors
Despite an earlier reviewer poo-pooing this book for shallow insights, I beg to differ. This book is a fascinating and original take on what makes people behave in a certain way en masse. Tying together Paul Revere, Hush Puppies and many other very accessible ideas makes this book, that is in some ways very academic, read like a thriller. I read it in three sittings. It has an impact on several levels. One, as a marketer, it gave me insights into how word-of-mouth really works. I'll be experimenting with these concepts for years. Second, as a member of society, I gained insight into why I am pulled this way and that by trends. If you enjoyed this, you'll also enjoy the groundbreaking book by Robert Cialdini called "Influence, the Psychology of Persuasion." It makes some of the same points. Finally, it makes me think that some savvy activists will find some ways to use these principles to start societal epidemics that will ultimately have a positive effect. I believe Gladwell has introduced a concept, "the Tipping Point," that will have a wide-ranging impact on how we view the world and human behavior.

A thought provoking, interesting and potentially useful book
This relatively short book is a very pleasant surprise. Usually I am quite skeptical of new theories and concepts that attempt to explain human behavior, since the thinking, embedded in pompous language, often proves shallow and the primary goal seems simply to grab attention and book sales. Instead I found Gladwell's book well written, fast paced, interesting and thought provoking. Subject to translating its ideas successfully into practical actions, I believe it is potentially very useful in social sciences and business.

Gladwell's use of examples from very different fields adds to the interest in and credibility of the factors that contribute to a sudden "epidemic" - good or bad - of a behavior, an idea, a product or a belief. I am particularly intrigued by his concept that the true underlying causes and explanations for what we perceive as extremely complex social issues, for example, can be "tipped" with simple, direct actions in the right place at the right time. All too often governments and companies try to solve their big problems with excessively expensive, but ineffective programs or projects. I agree with him that attempted solutions frequently fail to address basic motivational factors and that the best solutions are often counterintuitive.

For those of us in business, I think the concepts in this book, properly applied, could make us more effective. Gladwell's business examples, his linkage to Geoffrey Moore's "Crossing the Chasm" and his brief discussion of the "magic 150" make the book worth reading. Far from being a "how to" handbook, considerable thought will be required to apply it practically, which I believe will be a good learning experience.

As I read the book I realized that many analogs of this concept exist in the physical world. There are many examples from stereo amplifiers to martial arts in which relatively small forces or energy inputs at the right place and time cause large differences in outcomes.

Why five stars? The book gave me a new perspective for thinking how and why things happen in society and business. It presents interesting observations and information about trends that affect us. I think it will be useful in my business. It is well written. And, it is unpretentiously short.

Multidisciplinary Mastery
I've taught psychology at a university for twenty years, and was prepared to be dubious about Malcolm Gladwell's "The Tipping Point"; he is, after all, a journalist, not an academic. Despite his highly readable style, though, I was amazed by the level of sophistication and scholarship that he brings to his subjects. You can cavil about details, but the vigor and intellectual energy of the book is formidable. "The Tipping Point" assembles sometimes arcane findings from the Journal of Personality and Social Psychology, the Journal of Consumer Researcher, Journal of Nonverbal Behavior, American Journal of Sociology, International Journal of Criminology and Penology and other scholarly resources. It explains and builds upon research by such major social-science figures as Marc Granovetter, Jonathan Crane, and the legendary Thomas Schelling. And the project is infused with an interdisciplinary ease: a special pleasure is the unexpected juxtapositions of research in linguistics, medical science, social psychology, marketing, political science, and mathematics All of which is to say that the erudition and theoretical sophistication of this work is truly impressive. It may be aimed at "civilians," but the guy can teach us scholars a few things

Fascinating Insights!
I began reading this book at night while others were asleep, and was immediately engrossed--the next morning I could not stop babbling about it, and made everyone try the list of names in the section on "Connectors" to see how they scored. Though I came in at an abysmally low "3" myself, I did act the roles of "Maven" and "Salesman" for the book, with my own tiny circle of friends, emailing the NY Times review of "The Tipping Point", published the day I finished reading the book, to everyone I could think of, saying, you must buy this book, the way Gladwell explains himself, the anecdotes provided, was one of the most interesting things I had read in ages. When I bought "The Tipping Point", intrigued by the jacket description, but knowing nothing about it, I did not realize that Gladwell was a New Yorker writer I had long admired. But once I started in, I recognized him and remembered how I had sent on several of his articles to friends--which amused me, and is part of why I score so poorly on the "Connector test", my lack of attention to names, despite fervent endorsement of "ideas" I find, to everyone I know. Along these lines, a book that had a similar impact on me, would be "Presidential Temperament" by Keirsey and Choiniere, a blend of theory about human differences, with vivid real world examples drawn from the Presidents, a method of analysis that just makes intuitive sense of people, the way Gladwell does here with social trends, very useful information for an election year, a book I enthusiastically endorse as much as this one. ... Read more

Editorial Review

In his #1 bestseller The Tipping Point, Malcolm Gladwell redefined how we understand the world around us. In BLINK, he revolutionizes the way we understand the world within.How do we make decisions--good and bad--and why are some people so much better at it than others? That's the question Malcolm Gladwell asks and answers in BLINK. Drawing on cutting-edge neuroscience and psychology, examining case studies as diverse as speed dating, pop music, and the New Coke, Gladwell shows how the difference between good decision making and bad has nothing to do with how much information we can process quickly, but rather with the few particular details on which we focus.BLINK displays all of the brilliance that has made Malcolm Gladwell's journalism so popular and his books such perennial bestsellers as it reveals how all of us can become better decision makers--in our homes, our offices, and in everyday life. ... Read more

Reviews

Absolutely enthralling and fascinating throughout.
This is one of the most fascinating books I have read in some time. The book centers on the concept of how fast we really do make judgments, called "thin slicing", and how deeper analysis can sometimes provide less information than more. It is all about cognitive speed.

The concept of "thin slicing" is dissected and explained. What I found fascinating, and also common sense, is that we process information on a subconscious level, "behind the door", and process so holistically that to over analyze can actually hinder our ability to make decisions.

Several key points are applicable in business. One of the in depth studies looked at a military leader who was particularly successful. One of his more poignant observations was that a great leader needs to let the people do their work. When deciding how often to follow up "you are diverting them, now they are looking upward instead of downward. You are preventing them from resolving the situation". (Page 118) Further "allowing people to operate without having to explain themselves constantly ... enables rapid cognition" (Page 119). It seems that most micro-management actually prevents people from successful decision making.

Another strange phenomenon occurs when we try and explain how we come to some conclusions. It seems that the more we try to analyze how we come to some conclusions the less reliable they become.

The ability to absorb and detect minute changes in facial expressions allows us to essentially "read minds" if we pay attention. There are several chapters on how reliable we can be in predicting behavior with very little information.

Overall, this book is so well written that I had a hard time putting it down. My only compliant, and it is a minor one, is that the book just ends. No summary or wrap up, just "boom", it's over. However, that is more a testament to how engaging the book is I suppose. Highly recommended!

Our Hidden Programming
I bought the book before a flight after reading the adulatory comments on the front and back.

It started well, with the premise that the subconsious forms a conclusion long before the consious mind is aware of it. I suppose it is obvious, but he makes the point well.

From there things get a bit lost. Reading along I soon realised that I was nearing the end and the number of pages left for a profound and all-encompassing conclusion was rapidly diminishing.

Unfortunately it never came.

This is a very short book which promises much but delivers little. I hope that the author will follow up with something more worthy of the title. It is really just a collection of true stories, mostly about racial or sexual prejudice, which leave a bad taste in the mouth. Each story is drawn out as well, a little like the History Channel.

I'm sure that there is a good book somewhere in this subject matter, but I can't for the life of me reconcile the reviews that this book has received (Compelling, Astonishing, Brilliant) with my experience. Maybe they only read the first chapter. Maybe I missing something.

Since reading this book I have been looking around and found this one:

The Genie Within: Your Subconcious Mind, how It Works And How To Use It (Paperback)

Maybe this would be a better choice for this subject matter. ... Read more

Editorial Review

This is the eBook version of the printed book.

Praise for The Truth About Getting the Best from People

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"Finally, a no-nonsense primer for leaders on how to build...and keep...extraordinary talent. This book should be in the briefcase of every exec in the world and should be pulled out every day for a refresher on how to be a real leader."

Dan Walker, Former Chief Talent Officer for Apple, Inc.

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"A fun and easy-to-read blueprint on understanding and creating engagement within a team. No high falootin' business jargon here--Martha Finney tells it like it is. She helps supervisors and managers uncover the secrets of employee engagement through behavioral examples, successes at top companies, and her charming storytelling."

Kirsten Clark, Senior Director, Organizational Capability Group, Starwood Hotels and Resorts

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"Martha succeeds in reducing one of the business world's most sought-after but amorphous concepts--employee engagement--into 49 digestible truths."

Christopher Rice, President and CEO, BlessingWhite

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"A must-read for new supervisors and managers, with lots of essential lessons and tips."

Tom Mathews, Senior Vice President, Human Resources, Time Warner Cable

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"Easy-to-read stories and useful truths about leading. I wish I had this book when I first became a manager. I had to learn some of these truths the hard way!"

Scott Shute, Senior Director, Xilinx

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"The book is outstanding! Very easy to read....great examples, great advice, and the corporate world would be a better place if just 50 percent of the managers would follow your advice!"

Peg Wynn, Former SVP/HR, Adobe

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"I started reading and found myself grabbing for a highlighter. I got to the following line 'Getting the best is about building a culture of trust, connection, growth, and service.' I had to drop a box around that one."

Tiane Mitchell Gordon, Senior Vice President, Office of Diversity and Inclusion, AOL

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"Finney has gifted us an important compendium of accessible and eminently actionable insights about employee engagement. Using 'The Truths' as a guide, generations of managers will find infinite opportunities to unleash, inspire, and leverage the inherent talent in their people. My advice? Seize it! It will enable you to dramatically affect the future of your team, your organization, and your own career."

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Jane Creech, Founder and Principal, Strategic Business Systems (Organization Consulting & Leadership Coaching), Former Sr. Director, OD, eBay

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"If you are looking for a great way to deliver Management 101, just distribute this book. It has everything that someone new to management needs to know. Savvy, and sassy, and smart, this is an easy but important read!"

Beverly Kaye, Coauthor,Love 'Em or Lose 'Em

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"Just when I thought one truth was as good as it could get, the rest lived up to it! I loved the anecdotes and the final truth, 'You're still the Boss.'"

Ed Martin<... ... Read more

Reviews

Concise 'How To' with advice for managers at all levels
Concise, positive, practical and insightful...all are apt adjectives for Finney's book. Having been a Fortune 1000 product manager and program manager for many years, I was forever nodding my head in agreement, yet finding plenty of meaty content. Unlike so much management prose that can only be described as repetitious drivel, the 'truths' provide solid how to advice that assumes the reader already has a brain and a conscience. Further, the organization is excellent for the time-crunched. Each 'truth' gets 2-3 pages of intense discussion, allowing for on-the-go reading. Recommended!

I AM CONSTANTLY REFERRING TO THIS BOOK!
As an executive coach and employee engagement expert, I help professionals motivate their teams to greater productivity. This book has been so useful to me by providing relevant information, great examples and applicable strategies to - as the title aptly states - get the best from people. I reach for GETTING THE BEST FROM PEOPLE - every single day and highly recommend it to anyone who has to manage anyone!

Libby Gill, author of Traveling Hopefully: How to Lose Your Baggage and Jumpstart Your Life

A finely written leadership guide
How do you get the best out of your workers, their A-Game? "The Truth About Getting the Best From People" is a guide for managers and leaders on just that. With advice on keeping their workplace positive and dedicated to the company's goals, motivation facts and myths, and general leadership advice to bring the best out of oneself above all else, "The Truth About Getting the Best From People" is a finely written leadership guide, highly recommended to community library business collections. ... Read more

Editorial Review

In his first book, Tony Hsieh - the hip, iconoclastic, and widely-admired CEO of Zappos, the online shoe retailer - - explains how he created a corporate culture with a commitment to service that aims to improve the lives of its employees, customers, vendors, and backers. Using anecdotes and stories from his own life experiences, and from other companies, Hsieh provides concrete ways that companies can achieve unprecedented success.He details many of the unique practices at Zappos, such as their philosophy of allocating marketing money into the customer experience, the importance of Zappos's Core Values ("Deliver WOW through Service"), and the reason why Zappos's number one priority is company culture and his belief that once you get the culture right, everything else - great customer service, long-term branding - will happen on its own. Finally, Delivering Happiness explains how Zappos employees actually apply the Core Values to improving their lives outside of work, proving that creating happiness and record results go hand-in-hand. ... Read more

Reviews

YOUR PATHWAY TO CUSTOMER HAPPINESS...which is your ultimate success
I've read about and followed Tony Hsieh for a long time...I think he is brilliant. He helped a lot of people who worked along side of him in his business to learn how to solve problems and make people happy. Whether you were close to him or you observed from afar, you had to be touched by him in some way. And now that we have his book, he is definitely making a bigger impact...and I see that as a very good thing during a recession.

If you are wondering if you should get this book, let me say that it is a delightful book, easy to read and his stories will make you smile. However, I see a bigger reason, because if you want to succeed in business (or in life for that matter) you will need to know how to solve problems and make people happy. In fact, solving problems and delivering happiness is at the core of every successful business person.

I've also been so inspired by Serendipitously Rich: How to Get Delightfully, Delectably, Deliciously Rich (or Anything Else You Want) in 7 Ridiculously Easy Steps, which was written by Madeleine Kay, along with a foreword by Joe Vitale. This book gives you that same delightful feeling of power and success as it moves you positively on a path of change. It teaches you how to make decisions that serendipitously bring you success. It also gives you practical steps that deliver happiness into your own life, which will make your business a better place to work.

A must-read for inspiration ... plus two other suggested titles for practical implementation
There has been quite a crop of customer service related books recently, as well as the classics in the field. They each have their own angle, and I'm going to use this brief review as a chance to summarize where Delivering Happiness falls in this group as well as how to complement it with a couple of other books with different approaches that make for a very well-rounded outlook in tandem.

As far as [[Delivering Happiness: A Path to Profits, Passion, and Purpose:]]
I was privileged to get a galley of this much-anticipated title. It's the story of an entrepreneur and the different paths he took (or twists in the one path, depending on how you look at it). A fascinating story, and not just because of the bezillion dollars he got selling the company to amazon. (And: how can you not like a guy who calls his warehouse WHISKY (WareHouse Inventory and Supply in Kentucky -- Page 118)? Heavy emphasis on his pursuit of happiness for himself and his staff -- very admirable and inspiring.

If you're looking to directly transform your customer service/customer experience, you may want to add to Tony's inspiring autobiography some directly actionable books to help you turn his ideas into techniques you can put into practice right away -- and that are highly consonant with Tony's pro-employee, pro-customer, outlook -- I suggest two books --one a classic, one that's new this Spring -- that can take care of this for you.

1. Exceptional Service, Exceptional Profit: The Secrets of Building a Five-Star Customer Service Organization
This, like Tony Hsieh's book, is a new title this Spring. Practical, useful insights from the insiders who created high-tech startups and The Ritz-Carlton. Contains specific prescriptions for how to handle many different customer situations like they're handled at the companies profiled inside (incl: Zappos, Ritz-Carlton, Netflix, Charlie Trotter's, Lexus,), appendices with scripts you can use right away, etc.

2. [[Customers For Life: How To Turn That One-Time Buyer Into a Lifetime Customer]]
This is an older title, and a classic: how a texas cadillac dealer, of all people, mastered great customer service. Extremely simple, but never simplistic. Has inspired many business leaders since it was written. Many pages have usable, actionable insights. If you don't have this in your library (and in your psyche) yet, why not? You can probably grab it used for next to nothing, and the wisdom is timeless enough that you hardly need the "latest revised edition" if you need to save a few dollars.

A businessman's career journey
//Delivering Happiness: A Path to Profits, Passion, and Purpose// is written by Tony Hsieh (pronounced Shay), CEO of Zappos.com Inc. His story begins by endearing the reader to who Tony Hsieh is, decisions he made along his life's path, and how he got to where he is now as a self-made, successful businessman. It ends with sound, common-sense advice with business seminar-style training and education. Hsieh takes you on a step-by-step tour through his successes and failures to convey the ebb-and-flow challenges of starting and running a successful start-up company. His humorous, witty, satirical antidotes allow the reader to take a peek into the dynamics of his company's culture with actual emails, blogs and employee comments on working at Zappos. Corporate lingo is minimally used; when it does appear, Hsieh rightly defines the meanings as if you were sitting down with him enjoying a cup of coffee and just picking his brain about his experiences. He gives business strategies for thinking outside the box, trying new, yet at times risky, tactics to get the results he envisions.

//Delivering Happiness// is one of the best business strategy books written in a long while. Hsieh inspires drive without pretense or unattainable grandeur.

Reviewed by M. Chris Johnson

good read right on
I read the book in 1 night! very interesting, he has some very good insight into customer happiness!

Inspiring Book
A good portion of the beginning of the book is setting up the direction of Tony's thought process. It reminded me a lot of myself growing up (except somewhere along the line he took a right turn and I took a left). There are some brilliant moves he took to get to where he is today. I found the book very inspiring. As an eCommerce Director myself, Tony has given me inspiration to reach for the stars! ... Read more

Editorial Review

The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Editorial Review

Forget everything you thought you knew about how to motivate people--at work, at school, at home. It's wrong. As Daniel H. Pink explains in his new and paradigm- shattering book Drive: The Surprising Truth About What Motivates Us, the secret to high performance and satisfaction in today's world is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.

Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does--and how that affects every aspect of our lives. He demonstrates that while the old-fashioned carrot-and-stick approach worked successfully in the 20th century, it's precisely the wrong way to motivate people for today's challenges. In Drive, he reveals the three elements of true motivation:

*Autonomy- the desire to direct our own lives
*Mastery- the urge to get better and better at something that matters
*Purpose- the yearning to do what we do in the service of something larger than ourselves

Along the way, he takes us to companies that are enlisting new approaches to motivation and introduces us to the scientists and entrepreneurs who are pointing a bold way forward.

Drive is bursting with big ideas-- the rare book that will change how you think and transform how you live. ... Read more

Reviews

Biased and selective presentation of important ideas
Before plunking down your credit card for a copy of Drive, by Dan Pink, consider making do with just his TED talk. The talk contains the substance of this book without the excess padding.

The book has about 250 pages. One hundred fifty or so of those are for the basic content. It includes the Introduction and Parts I and II (chapters one through six).

The other hundred pages are a "Toolkit." This includes some material that didn't seem to fit anywhere else, a glossary, a recap of Drive, twenty conversation starters (useful at cocktail parties), a reading list, and a fitness plan. That's forty percent of the book. And none of it helps you put what you've read to work.

The core points of the book are covered in the TED talk. You can listen to it in about fifteen minutes or read it in about ten. You won't get the fitness plan or the conversation starters. You will get the essence of Pink's message.

If you're a boss or concerned about leadership, you need to become familiar with that message. The ideas are important. Pink's rendering of them, for good or ill, will define and influence the discussion of motivation in business for quite a while.

He does get the big picture right. He says that people would prefer activities where they can pursue three things.

Autonomy: People want to have control over their work.

Mastery: People want to get better at what they do.

Purpose: People want to be part of something that is bigger than they are.

This matches research that I've done with class members for over twenty-five years. They discuss a time when "it was great to come to work" and then create a description of what those times are like. The descriptions vary slightly in wording but always include the following.

Productivity.
Community.
Interesting and meaningful work.
Clear and reasonable expectations.
Frequent and usable feedback.
Consistency.
Fairness.
Maximum control possible over work life.

I'm describing the kinds of workplaces where intrinsic motivation happens. Pink is describing three things that provide that kind of motivation. In most highly effective workplaces, it's the boss that is the most important force creating an environment when intrinsic motivation can happen.

Top management sets the basic compensation and benefits structure. If that isn't perceived as fair and consistent, natural intrinsic motivation won't kick in.

It's your individual supervisor who has the biggest effect on your daily working environment. That's why there are pockets of excellence in otherwise horrid companies and why even the best companies have workers who are unhappy and teams that are unproductive.

This book won't give you the connection from concept to workplace. But Pink does deliver many key ideas that matter.

Key Idea: There is a difference between extrinsic and intrinsic motivation.

Key Idea: Intrinsic motivators are more powerful.

Key Idea: If you use monetary rewards to get people to perform the way you want, those rewards may have the opposite effect.

These are important things for a boss to know, but if you only have Drive to guide you, you will get some things very wrong.

The examples that are used are heavily weighted toward academic and consulting studies. It's not apparent that Pink talked to a single worker or frontline supervisor. The book would have been more helpful if he had.

There are some pre-requisites to having intrinsic motivation kick in. Pink mentions in passing that there needs to be fair compensation in place. That's true, but it's not an "oh-by-the-way" point. It's Maslow's Hierarchy in work clothes.

Throughout the book, Pink equates "monetary" incentives with "extrinsic motivation." That ignores praise, promotion, preferment (in scheduling, eg), the admiration of peers, time off, and a host of other positive incentives. It also skews the discussion toward academic studies and away from the real workplace.

Pink also presents the issue as if it were intrinsic motivators (good) versus extrinsic motivators (not good). In the TED talk he even says "This is the titanic battle between these two approaches."

That's not how things work in the real world. Intrinsic and extrinsic motivators and their effects interact. You don't have a simple choice of which lever to pull. You have to understand and influence a complex system.

Those shortcomings are important. They derive from one of the most important things to understand if you've going to study this material critically and turn it to good use.

Pink has written this book like a political speech. He writes to make a point, not to present a balanced argument.

Like a good speech writer, Pink uses language that implies value judgments. He uses terms like "humanistic psychology" for things he agrees with. When he doesn't agree he uses terms like "rat-like seeking."

Like a good speech writer, Pink makes sweeping statements without providing support for them. "Sometimes" and "a surprisingly large proportion of the time" are used with no indication of what they actually mean. He says that sales quotas "can be effective," but doesn't tell you when or how often.

Like a good speech writer, Pink leaves out things that don't support his simplified message. There's no mention of studies that support the use of rewards in business settings.

Like a good speech writer, Pink boils his facts down to only the ones that support his argument. If all you read was Drive, you would think that the work of Deci and Ryan is about the superiority of intrinsic motivators to extrinsic in all situations.

But their work is more complex than Pink describes it. It includes analysis of effective extrinsic motivators as well as extrinsic motivators that are counter-productive.

Like a good speech writer, pink, picks up studies from one sphere and applies them elsewhere without telling you what he's doing. Deci and Ryan have done admirable and important work, but it's on motivation in personal development, not in the workplace.

Like a good speech writer, Pink ignores contradictions. He describes a horrid, slave ship workplace ruled by carrots and sticks. Later he mentions that most "flow" experiences happen at work.

Pink tells us about "20 percent" time for creativity at Google and Atlassian. But he doesn't discuss why they only offer their intrinsic reward of creativity to engineers and not the other workers in the company.

Like a good speech writer, Pink sets up the straw man of "Motivation 2.0" so that he's easy to knock down. And, inconvenient truths are sometimes mentioned in passing and then never heard from again.

The Bottom Line

You should learn what's in this book because, for better or worse, it is influencing the conversation about what makes a great workplace. But because of the presentation and selective use of facts, you can't rely on this book alone to help you do a better job as a boss.

Just as important as "A Whole New Mind"

A Real Winner

The "Light Bulb" turns on in your brain
Okay, so that's the way it really works!

Every now and then, I come along a book that challenges enough lifelong assumptions I've held about myself and others to be "enlightening", and this is such a book.

The book is easy to read and accessible, and the research backing up the author's conclusions are also laid out to impact.

I spent the first hour reading this book sitting next to my wife, and about every 3-4 minutes, I'd blurt out "Did you know . . ." or "I never knew . . . " and then read her a passage. A day later, the book was gone from the end table next to the sofa, and my wife had absconded with it. If you are a professional or manager, you will see major implications into your own behavior and that of others. If you are just reading out of interest, you will learn a lot about yourself I haven't seen in another place.

The writing is worthy of the exciting revelations -- fresh and vigorous, making the book as enjoyable for me as it was informative.

HIGHLY RECOMMENDED

If you hate your job, this book will help you understand why
I read 39 books in 2009, just "a few" shy of my goal of 50. Thanks to a little nudge from some friends I've set my 2010 sights just a little bit higher: a book a week, for a total of 52. I got the list off to a good start this weekend when I finished this latest from Dan Pink. Interestingly, one of the first books I read in 2009 was also one of his, A Whole New Mind: Why Right-Brainers Will Rule the Future.

In that previous book, as the title suggests, Pink describes the type of workers that will emerge - actually are emerging - to solve the complex business and social problems now facing us. Taking that as a starting point in Drive, Pink provides some guidance on what will be necessary to "manage" these new types of worker by exploring the what motivates these workers to perform. Or, as the title put its, what drives them.

Part One of the book explores the evolution of the motivation "operating systems" at play throughout human history and how the science of motivation is leading us to version 3.0 of that Motivation OS. Or, at least, how it should be leading us to this new version. I found it fascinating that much of what Pink describes in the book is not new at all, but has been known for several decades. Known and ignored. Known and actively buried buy those who just couldn't believe it or didn't want to accept what it meant for them and their positions of control within organizations. Fascinating reading.

At the end of Part One, Pink delves into the differences between workers who are intrinsically (Type I) and extrinsically (Type X) motivated, and leads right into Part Two, which explores the three elements that make up Type I behavior: autonomy, mastery, and purpose. The chapters for each of these elements includes some insight into each, along with practical examples of what they mean.

Part Three is the "Type I Toolkit", which includes suggestions, reading lists, and other tools for individuals and organizations to help them become more Type I. As Pink says, Type I's are made, not born, and this toolkit can help you remake yourself, or your organization, as a Type I.

Perhaps the most damning statement about the current state of affairs, at least in my mind, comes in the sentence: "Unfortunately...the modern workplace's most notable feature may be its lack of engagement and its disregard for mastery." Longtime readers of my blogs know that mastery is a concept I've long thought and written about. Pink's chapter on mastery in the context of work pulls together many ideas that I've struggled with over the years. This chapter alone was worth the price of the book.

All the rest is an excellent bonus.

I am giving this book to my son's school
One of the most helpful things that I took from this book is the varying value of rewards. I had noticed that bribing my son for even little things led to some less than desirable long-term results; I loved reading the research to back it up.

One measure of a powerful book is whether it leads to action. I just ordered a second copy for my son's middle school faculty library. It's my personal mission now to encourage them to include free-style learning/creating days in the curriculum. It's a pretty conservative school so I'll have my work cut out for me. Thanks for providing the inspiration, Dan! ... Read more

Editorial Review

 
A black swan is an event, positive or negative, that is deemed improbable yet causes massive consequences. In this groundbreaking and prophetic book, Taleb shows in a playful way that Black Swan events explain almost everything about our world, and yet we—especially the experts—are blind to them. In this second edition, Taleb has added a new essay, On Robustness and Fragility, which offers tools to navigate and exploit a Black Swan world.



*2nd Edition, With a new essay: "On Robustness and Fragility" ... Read more

Reviews

Lost in Extremistan with nothing but a Bell Curve
If, as Socrates would have it, the only true knowledge is knowledge of one's own ignorance, then Nassim Nicholas Taleb is the world's greatest living teacher. In The Black Swan, Taleb's second book for laypeople, he gives a full treatment to concepts briefly explored in his first book "Fooled by Randomness." The Black Swan is basically a sequel to that book, but much more focused, detailed and scholarly. This is a book of serious philosophy that reads like a stand-up comedy routine. (Think Larry David...)

The Black Swan is probably the strongest statement of enlightened empiricism since Ernst Mach refused to acknowledge the existence of the atom. Of course, in theory, everyone today is supposed to be an empiricist - all right-thinking intellectuals claim to base their views solely on positive scientific observation. But very few sincerely confront the implications of rigorous empiricism. Specifically, few confront "the problem of induction," illustrated here by the story of the black swan.

Briefly: observing an event once does not predict it will occur again in the future. This remains true regardless of the number of observations one adds to the pile. Or, as Taleb, recapitulating David Hume, has it: the observation of even a million white swans does not justify the statement "all swans are white." There is no way to know that somewhere out there a black swan is not hiding, disproving the rule and nullifying our "knowledge" of swans. The problem of induction tells us that we cannot really learn from our experiences. It makes knowledge very problematic, if not impossible. And yet, humans do behave -almost without exception- as though they believe that experience teaches us lessons. This is forgivable; there is no better path to knowledge. But before proceeding, one must account for the limits that the problem of induction places on our claims to knowledge. And humans seem, at every turn, to lack this critical self-awareness.

In one of the many humorous anecdotes that seem to comprise this entire book, Taleb recounts how he learned his extreme skepticism from his first boss, a French gentleman trader who insisted that he should not worry about the fluctuating values of economic indicators. (Indeed, Taleb proudly declares that, to this day, he remains blissfully ignorant of supposedly crucial "indicators" like housing starts and consumer spending. This is a shocking statement from a guy whose day job is managing a hedge fund.) Even if these "common knowledge" indicators are predictive of anything (dubious - see above), they are useless to you because everyone else is already accounting for them. They are "white swans," or common sense. Regardless of their magnitude, white swans are basically irrelevant to the trader - they have already been impounded into the market. In this environment, one can only profitably concern oneself with those bets which others are systematically ignoring - bets on those highly unlikely, but highly consequential events that utterly defy the conventional wisdom. What Taleb ought to worry about, the Frenchman warned, was not the prospect of a quarter-percent rise in interest rates, but a plane hitting the World Trade Center!

Yep, the precise facts of 9-11 were actually presaged by this French gentlemen, as a rogue wave that just might be lurking over the horizon. And, to the contemporary American mind, this is THE quintessential Black Swan. Of course, the Frenchman's insight was just a coincidence - the thing with Black Swans is that they cannot be foreseen.

Taleb explains that conventional social scientists use induction to collect data, which is then plotted on the good old Gaussian bellcurve. With characteristic silliness, Taleb dubs the land of the bellcurve "Mediocristan" - and informs us that it is the natural habitat of the white swan. He contrasts Mediocristan with "Extremistan" - where chaos reigns, the wholly unexpected happens, power laws and fractal geometry apply and the bellcurve does not. Taleb's fictional/metaphorical 'stans' share something with the 'stans' of the real world: very ill-defined borders. Indeed, one can never tell whether one is in the relatively safe territory of Mediocristan or if one has wandered into the lawless tribal regions of Extremistan. The bellcurve can only help you in Mediocristan, but you have no way of knowing whether you have strayed into Extremistan - beyond the bellcurve's jurisdiction. This means that bellcurves are of no reliable use, anywhere. The full implications of this take a while to sink in, and are sure to cause huge controversy. In July, Taleb will debate Charles Murray (author of -what else?- the Bell Curve). I'll let you know who wins.

Taleb frames his whole argument much more entertainingly than I could here, and he bolsters it with an astonishing command of both cutting-edge social science and the entire history of philosophy. This is an astonishing work of serious philosophy, and it reads like pulp fiction. Readers who enjoyed FBR will find here the same dry wit, the same literary erudition, and deep sense of the absurd that made that book so much fun. But this is better, by an order of magnitude - easily the best book I have read in 5 years. I smell a timely pop-science bestseller here to rival Gladwell or Surowiecki, but this is also a classic that will be read for decades to come.

Many important ideas, many flaws that detract from the message
This is an entertaining and enlightening book, and fairly easy to read. It has an important message regarding how the world works; that the world is governed not by the predictable and the average, but by the random, the unknownable, the unpredictable -- big events or discoveries or unusual people that have big consequences. Change comes not uniformly but in unpredictable spurts. These are the Black Swans of the title: completedly unexpected and rare events or novel ideas or technologies that have a huge impact on the world. Indeed, Taleb argues that history itself is primarly driven by these Black Swans.

It is convincing argument, entertainingly presented with plenty of sarcasm, and indeed, anger, by Taleb. For example he rails against the academic community, economists (including specific names), and Nobel Prize committee. Considerable numbers of his arguments "ring true" to me, that is my experience in life confirms that they are more accurate than the traditional approach. Like any important work, 90% of what is in the book is not original; that does not make it less important. Taleb's contribution is in integrating the material together, and showing how these different ideas are tied to the Black Swan.

The themes include: winner-take-all phenonomen, numerous effects of randomness on the world, the invalidity of the Gaussian Bell Curve to most things in world, concepts of scalablity, numerous instabilities in the world, especially the modern world where information travels so quickly, the fallacies about people's inability to predict the future. The importance of these ideas, Taleb's ability to weave them together into a single theory, and the ability of this theory to change the way you look at the world, means the book easily deserves my highest recommendation.

However, the book does have many flaws, unfortunately -- unfortunate because I believe they will take away from the credibility of the message, which is in important one. The are numerous minor flaws such as, for example, the inexplicable invention of a fictional author (disclosed a few pages later), when certainly there must have been some real example that would have worked better. Another example is repeated jabs about the French; these may be amusing but I just don't think they have a place in work like this. There are also diatribes against specific people, including famous economists, which, though amusing, and possibly justified, demonstrate a high level of anger by author and take away from his credibility. Often he also overreaches, for example in saying the usual combination of anti-abortion and pro-death penalty or the opposite combined views of pro-abortion and anti-death penatly cannot be explained logically, when in fact widely known theories such as George Lakoff's (in Moral Politics) have explained hows these groups of views are entirely consistent.

Another flaw is that Taleb seems to go a little toward the extreme of saying that we can predict almost nothing about the future, and though he does not say so explicitly, this seems to imply we have no moral responsibility to the future. This, combined with Taleb's advice to the reader about their behavior based on the "Black Swan" view of world just rubbed me the wrong way, for several reasons. One is that Taleb personally has very little in common with most people; never having as far as I know had a regular career (essentially what he calls non-scalable, e.g. dentist, engineer, baker) he nevertheless recommends that people choose these kinds of careers rather than a scalable career (e.g. financial trader, author, actor which are subject to a few lucky successful people and a lot of failures). This advise is odd first because Taleb is in a non-scalable profession (derivatives trader, then hedge fund manager) -- indeed it appears he is quite wealthy. Even more odd because he says all these types of non-scalable types of work are boring and evens makes sarcastic comments (the book is extremely sarcasm heavy) for example about dentists being able to do well by diligently drilling teeth for 30 years. The second things that bothered me is that Taleb seems be somewhat amoral to me; in this type of book where plenty of his own emotions come through, plenty of his personality, he has plenty of criticism of others for their wrong models and wrong view of the world, and how this has hurt the world, but there remains a lack of moral responsibility to his advice.

Perhaps the best comparison I could make are to other important works that do not suffer from these flaws, for example the Age of Fallibility by George Soros and Irrational Exuberance by Robert Shiller (1st and 2nd editions). But probably Black Swan will sell better than either of these because of it's "edginess," i.e. aggresiveness; I personally have a distaste for this approach.

Despite my criticisms, the main ideas of the book as so important as to merit reading and indeed great consideration. ... Read more

Editorial Review

One of our most innovative, popular thinkers takes on-in exhilarating style-one of our key questions: Where do good ideas come from?

With Where Good Ideas Come From, Steven Johnson pairs the insight of his bestselling Everything Bad Is Good for You and the dazzling erudition of The Ghost Map and The Invention of Air to address an urgent and universal question: What sparks the flash of brilliance? How does groundbreaking innovation happen? Answering in his infectious, culturally omnivorous style, using his fluency in fields from neurobiology to popular culture, Johnson provides the complete, exciting, and encouraging story of how we generate the ideas that push our careers, our lives, our society, and our culture forward.

Beginning with Charles Darwin's first encounter with the teeming ecosystem of the coral reef and drawing connections to the intellectual hyperproductivity of modern megacities and to the instant success of YouTube, Johnson shows us that the question we need to ask is, What kind of environment fosters the development of good ideas? His answers are never less than revelatory, convincing, and inspiring as Johnson identifies the seven key principles to the genesis of such ideas, and traces them across time and disciplines.

Most exhilarating is Johnson's conclusion that with today's tools and environment, radical innovation is extraordinarily accessible to those who know how to cultivate it. Where Good Ideas Come From is essential reading for anyone who wants to know how to come up with tomorrow's great ideas. ... Read more

Reviews

A staggering insight into cultivating creativity
In my years as a Wall Street strategy advisor and as a life-long student of that which propels us towards our greatest potential, I am fascinated by an interesting structural tension when it comes to personal and professional excellence.

We have at our finger tips, some of the greatest knowledge, tools and processes that can help propel people and organizations towards excellence and yet despite this vast wealth of information, many people (and the organizations they are associated with) struggle.

After exploring many theories over the years, I think I just realized why this is the case and I am staggered by the implications.

I have just finished reading "Where Good Ideas Come From" by Steven Johnson (author of "Everything Good is Bad For You" and "The Invention of Air") and found the ideas contained within to be of staggering profundity.

A Different View on Creativity

With no offence intended towards well-intentioned individuals within organizations who come up with interesting ways to help us be more creative, I have often struggled with the value of some of the ideas they have come up with. Some examples come to mind, including the time I flew across the country for a mandatory, all-hands meeting where we played pin-the-tail-on-the-donkey or another time when I travelled across the country for a mandatory meeting where the primary thing that was accomplished was a competition to see who could build a toy helicopter out of Lego Blocks the fastest.

When I asked people why we were doing these things, I was informed that it was to help us learn to be more creative. I learned something alright but it was not what they hoped I had learned. By the way, I won the helicopter competition, so there are no sour grapes here. :-)

As I read Steven Johnson's book, I realized why we struggle with how to be more creative.

It's because we spend too much time trying to experience an extrinsic-centric learning event when we should be refining the foundational components of what makes a human being a source of unlimited creativity.

As I read his book, I realized why we are often more hit-than-miss when it comes to increasing our potential for creativity. His book also helped me understand why our creativity sometimes grows in leaps and bounds while at other times, we seem unable to recreate this experience, making our growth in creativity seem frustratingly random or lucky.

Seven Key Principles

Mr. Johnson's engaging writing style guides us through seven key areas that must be understood in order to maximize our creativity, the key areas being:

1. The adjacent possible - the principle that at any given moment, extraordinary change is possible but that only certain changes can occur (this describes those who create ideas that are ahead of their time and whose ideas reach their ultimate potential years later).

2. Liquid networks - the nature of the connections that enable ideas to be born, to be nurtured and to blossom and how these networks are formed and grown.

3. The slow hunch - the acceptance that creativity doesn't guarantee an instant flash of insight but rather, germinates over time before manifesting.

4.Serendipity - the notion that while happy accidents help allow creativity to flourish, it is the nature of how our ideas are freely shared, how they connect with other ideas and how we perceive the connection at a specific moment that creates profound results.

5. Error - the realization that some of our greatest ideas didn't come as a result of a flash of insight that followed a number of brilliant successes but rather, that some of those successes come as a result of one or more spectacular failures that produced a brilliant result.

6. Exaptation - the principle of seizing existing components or ideas and repurposing them for a completely different use (for example, using a GPS unit to find your way to a reunion with a long-lost friend when GPS technology was originally created to help us accurately bomb another country into oblivion).

7. Platforms - adapting many layers of existing knowledge, components, delivery mechanisms and such that in themselves may not be unique but which can be recombined or leveraged into something new that is unique or novel.

Insight That Resonates

Mr. Johnson guides the reader through each of these seven areas with examples that are relevant, doing so in a way that hits the reader squarely between the eyes. I found myself on many an occasion exclaiming inwardly "This idea or example is brilliant in its obviousness and simplicity".

"Where Good Ideas Come From" is a book that one must read with a pen or highlighter in hand as nuggets pop out and provide insight into past or current challenges around creativity and problem solving.

When someone decides to explore ways of helping you or your organization be more creative and they are getting ready to explore a rah-rah session, an offsite brain-storming session or they are looking to play pin-the-tail-on-the-donkey, ask them if they have explored the foundational reasons behind what makes us creative.

And then buy a copy of this book for them.

I believe this book should be mandatory reading for every student, teacher and leader.

We are all students of Life.

We all at some point, teach others.

And if we accept that a leader is someone who influences others and we acknowledge that everyone influences someone at some point, then we are all leaders also.

Educational institutions, governments and corporations should make this book mandatory reading for everyone within their walls.

"Where Good Ideas Come From" is a fun read as well as a profound one.

May your creativity blossom as a result of exploring it.

Create a great day.

Harry

Brilliant (again)!
For those who enjoyed The Ghost Map and The Invention of Air, Johnson's latest book is another amazing treat in which science meets history, sociology and culture.

In Where Good Ideas Come From, Johnson examines the way in which people, environments and ideas meet. With references that range from biology, mathematics, neuroscience, technology, engineering, he argues convincingly that "analyzing innovation on the scale of individuals and organizations --- --- distorts our view" and that looking at patterns of creativity within cross-disciplinary contexts is far more fruitful. And Johnson is truly a polymath.

Great ideas surveyed range from Tarnier's incubator, Baggage's Difference Engine, YouTube, double-entry accounting, the Phoenix memo, the DEVONthink database program, Gutenberg's printing press etc... But this is not about cataloguing ideas, but understanding their genesis and their development, in the context of their respective socio-cultural environment.

The author does live what he preaches. In wonderful Johnson-style prose, he examines the "connective talents" of Carbon and extrapolates on the chaotic nature of innovative system. The books itself is highly original, and, given the complexity of its ideas, extremely accessible. You will not be disappointed.

Insight into creativity
Creating a theory of innovation is not an exact science as the process is messy, erratic, and often catalogued with a high selective bias towards the final "eureka" moment. In his book, Steven Johnson attempts to unpack some of this process and proposes a framework of seven key themes:

1. Adjacent possible: different innovations vary in their ability to unlock adjacent capabilities. In other words, timing matters.
2. Liquid environments: from a coffee house to your lab, the environments ability to circulate ideas plays an incredibly important role.
3. Serendipity: more often than not, it is a rare connection of two existing ideas that sets off a lightbulb, not discovery of a new one (see 2).
4. Slow hunch: instant flash of insight usually comes from years of exploration, where at some point, those ideas collide (see 3).
5. Error: many discoveries come about as an unrelated, and unexpected consequence (ex: penicillin) - be flexible with your ideas.
6. Exaptation: existing components and discoveries can often be adapted to different use cases (ex: consumer GPS applications.. see 1).
7. Platforms: where possible, build platforms and ecosystems that foster environments where 1-6 can be recombined at will.

While the specific examples chosen by author can be argued with, and an occasional metaphor is stretched too far, the book itself is well written and very engaging! Great read.

The BEST BOOK I READ IN 2010 - Period!!!
This is THE BEST BOOK I read in 2010. PERIOD. I am pleased to recognize Steven Johnson's work, Where Good Ideas Come From - The Natural History of Innovation, (Riverhead Books - Published by The Penguin Group New York, NY Copyright � 2010 by Steven Johnson).

In an era when the U.S. requires some creative thinkers to point the way ahead, I urge you and yours to devour this work. This work is timely, a shape-shifter and contains, in my opinion, the type of thinking required for re-evaluating the current foundation, energy and trajectory applicable to individuals, organizations (BOTH public and private sector), entrepreneurs, diplomats, inventors, faith-based communities etc.

What's the thesis of this work? Listen to Steven Johnson:

"If there is a single maxim that runs through this book's arguments, it is that we are often better served by connecting ideas than we are by protecting them. Like the free market itself, the case for restricting the flow of innovation has long been buttressed by appeals to the "natural " order of things. But the truth is, when one looks at innovation in nature and in culture, environments that build walls around good ideas tend to be less innovative in the long run than more open-ended environments. Good ideas may not want to be free, but they do want to connect, fuse, recombine. They want to reinvent themselves by crossing conceptual borders. They want to complete each other as much as they want to compete." P.22 (emphasis is mine).

The U.S. has always been heralded as the global center for innovation, technological breakthroughs and the quality of a university system that attracts the finest minds from around the world. At present, the U.S. seems to be struggling with a paucity of good ideas and its infrastructure - that has historically produced global admiration (educational achievement, patents, new industries, technologies, strategic partnerships and economic prowess) - has been characterized by a myriad of measures as "in decline."

This book stirred my patriotic fervor, as well as my competitive and creative juices. It didn't just stir me up - it somehow rearranged some things for me - at a soul level. It is a uniquely hopeful book - a message of tangible, practical hope for global citizens faced with seemingly insurmountable challenges of survival and daily life.

As Johnson writes, Reading remains an unsurpassed vehicle for the transmission of interesting new ideas and perspectives. P.112

Thus, I am NOT going to litter this review with too many excerpts from Johnson's work that would encourage you to make a judgment that simply reading a review of it was somehow sufficient. Here's what happened to me after I read Where Good Ideas Come From - The Natural History of Innovation -- I immediately went out and devoured two of Johnson's previous, acclaimed works The Invention of Air and The Ghost Map.

From time to time, cultures produce thinkers whose ideas are simply essential, timely and (hopefully) infectious. These people and their ideas seem to rise up at times during certain historical epochs when they are desperately needed -- and may be deemed counter intuitive to the mainstream thinking that seems to be widely accepted.

As Johnson says in The Ghost Map: "The river of intellectual progress is not defined purely by the steady flow of good ideas begetting better ones; it follows the topography that has been carved out for it by external factors. Sometimes that topography throws up so many barricades that the river backs up for a while." P. 135

Where Good Ideas Come From - The Natural History of Innovation is a force that pierces the barricades that are currently preventing the natural flow of human ingenuity from proceeding as constructively and as freely as it might. This book is inhabited by the essential inertia that is fundamental to our present and our future - individually and collectively.

I can unequivocally declare this work to be The Best Book I read in 2010.

Enticing and Innovating Itself
A most interesting book and one that is stimulating to read, IMO. I don't think one needs a high-tech background and graduate degrees to enjoy this book. Reading about the innovations is like reading a minibiography of the various inventions and inventors. Highly recommended.

Best Steven Johnson book yet
I have read all of Steven Johnson's books, some more than once. He is one of only 3-4 authoers whose books I watch for and anticipate before their publication, so I was eager to pick up his latest, and not only did it not disappoint, it may be his most thought-provoking yet.

Those of you who have read any of his other books, "The Invention of Air", "Mind Wide Open" or "The Ghost Map" will instantly recignize his lucid, well-researched yet casual tone, and in many ways he is building upon ideas brought forth in those earlier works, consolidating them and putting them together to form new ideas, an endeavor which ironically is one of the very concepts he discusses here.

A better, though less eye-catching title would have been "How Good Ideas Come About". The book is not so much about where, as about what are the conditions most ideal for them. He makes some very interesting and convincing analogies between the natural world and human culture, and bouncing back and forth effortlessly between the two realms is very fresh and compelling.

But even more than his earlier books, the ride along the way is extremely enjoyable. Fans of Ghost Map and Invention of Air will revel in the sheer quantity of "Wow, I never knew that" moments. But this book differs in approach: rather than delve deeply into one or two individual fascinating historical figures and extrapolating conclusions about human culture at large from it, this book starts from the cultural concept (the generation of innovative ideas) and surveys many historical examples to make his points. Each of these examples is fascinating enough to warrant a book all on their own!

I have come away from this book totally affirmed for my penchant for working on 6 projects at once, and for "spacing out". And I've been energized and inspired. Thanks Mr. Johnson!

... Read more

Editorial Review

“Your only job is to help your players be better.” That single idea had a huge impact on Tony Dungy when he heard it from one of his earliest mentors, and it led him to develop the successful leadership style so admired by players and coaches throughout the NFL. Now, a storied career and a Super Bowl victory later, Tony Dungy is sharing his unique leadership philosophy with you. In The Mentor Leader, Tony reveals what propelled him to the top of his profession and shows how you can apply the same approach to virtually any area of your life. In the process, you’ll learn the seven keys of mentoring leadership—and why they’re so effective; why mentor leadership brings out the best in people; how a mentor leader recovers from mistakes and handles team discipline; and the secret to getting people to follow you and do their best for you without intimidation tactics. As a son, a football player, and a winning coach, Tony has always learned from others on his path to success. Now you can learn to succeed for your team, family, or organization while living out your values—by becoming a mentor leader. ... Read more

Reviews

Great book by and for the Mentor Leader
The Mentor Leader is an excellent book that is both inspiring, challenging, and practical. Coach Dungy offers a truly unique perspective as a Super Bowl winning football coach, a devoted Christian, and a man who has benefited much mentoring and who has intentionally sought for years to have a positive influence on the lives of those he touches. The book is certainly not shy of principles and thoughtful teaching on the topics of mentoring in leadership, but it really shines as a practical and wise approach that has been borne in the laboratory of life rather than taught in a business school. Author of best-selling book Quiet Strength: The Principles, Practices, and Priorities of a Winning Life, he has seen firsthand "that the way to bring the best out of an individual or a team is to teach-by example and through one-on-one, step-by-step mentoring." The book is packed full of stories and anecdotes, but it is not just a random assortment of anecdotes. Dungy actually covers a lot of material, and arranges it thoughtfully.

Table of contents
Chapter 1. The Mandate of a Mentor Leader
Chapter 2. The Mind-Set of a Mentor Leader
Chapter 3. The Maturity of a Mentor Leader
Chapter 4. The Marks of a Mentor Leader
Chapter 5. The Moments of a Mentor Leader
Chapter 6. The Model of a Mentor Leader
Chapter 7. The Means of a Mentor Leader
Chapter 8. The Methods of a Mentor Leader
Chapter 9. The Measure of a Mentor Leader

If you're a fan of leadership books, you'll recognize ideas and quotes by leadership experts such as Ken Blanchard, Steven Covey, John Maxwell and others. If not, that's ok too, as he weaves these in naturally along with stories and real-life illustrations. Dungy also does a great job at pointing out where ideas like mentoring and servant leadership are taught and modeled in the Bible, especially in the life of Jesus.

Some of the topics or concepts that I thought were particularly interesting: focusing on strengths, the preeminence of character and integrity in the live of a leader, building a team whose strengths complement yours and each others, the importance of just hanging out and being present in the lives of those you hope to influence, the need to create a culture to effect change, and the idea of treating those you lead as volunteers. Now, there's nothing ground-breaking in any of this, but Dungy does a great job of modeling all of this, and of explaining it in a down-to-earth way.

Towards the end he finishes by acknowledging that a lot has been covered, and the idea of being a mentor leader might be a daunting one, a lot to remember. So he encourages us with this advice: "Don't worry about remembering it. Think instead about beginning to live what we've talked about - each and every day, in every setting of your life. And let me encourage you to start right where you are, with the people right around you, doing something as simple as engaging with them and talking. Sometimes the smallest things we do have the biggest impact. Just start."

Being a mentor leader is being about the journey, adding value in the lives of other people in every moment. The Mentor Leader should be of great interest for fans of leadership and football alike.

Mentor Leaders Arise!
We all know that mentoring is the best way to develop key character traits in others, particularly young people because it is based on the model of discipleship. You may recall Jesus and the twelve, and the impact they had on the world. Mentoring Works! Tony Dungy provides an excellent framework for leaders who may not have thought as themselves as potential mentors, and for mentors who would like to become better leaders. Mentor leadership takes servant leadership to a new level. As a board member for a non-profit organization that mentors at-risk youth, I gave each of my fellow board members and staff one at our recent board retreat. And now many of the principles in this book are showing up in our mission, vision, values, and goals statements, and are being implimented in the field. A must read for anyone who aspires to be a true leader or mentor.

Excellent
America is in the midst of a leadership crisis. Politically, socially, spiritually and in the family, leadership is in high demand and short supply. Concepts of what effective leadership is, have come and gone in our society, but I think the concepts in this book are here to stay. In the Mentor Leader we learn the importance of not only creating teams, but leading those teams in a way that helps them be effective in their roles. The goal is not to make the leader "look good," the goal is to help each team member be their best. That means the leader must help each team member develop their personal selves as well as develop the group purposes or goals. Definately worth the price and more!

I have read them all and Dungy's take on this is Spot On!
I was Looking for a book that was about LEADERSHIP from a SPIRITUAL persective. Tony Dungy nails that query with this book, Mentor Leader. Previously I avoided his books because I am not a big fan of football and assumed it was all related to touchdowns and tackling. I could not have been more wrong. This book is about mentoring and leading. Good title them huh?

He takes his experiences and that of others and tells how he was mentored what he does to mentor and all in the line of being a leader. Far from an in the ivory tower manager Dungy shows us how to impact others as the main idea in leadership.

Growing others to be leader even more Spiritual Mentors. He uses the Bible to explain his motivation to help others and shows his weakness and how he overcame them to become the Mentor leader he is today.

This book was for someone looking to help others a goldmine. I found this book to be informative, entertaining and Spirit Led. Not only should every manager who wants to step beyond "manageing" to leadership read it, every pastor, teacher and mother and father should grab a copy.

The message Tony wants us to get is that a leader cares little about personal gain and cares everything about doing what they do to help another find Gods direction in their lives. ... Read more

Editorial Review

Amazon.com ReviewBusiness Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation.

Co-created by 470 "Business Model Canvas" practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one. Along the way, you'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition.

Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others. Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: for executives, consultants, entrepreneurs, and leaders of all organizations. If you're ready to change the rules, you belong to "the business model generation!"

The Power of “What If” Questions
Content from authors Alexander Osterwalder and Yves Pigneur
We often have trouble conceiving innovative business models because we are held back in our thinking by status quo.The status quo stifles imagination.One way to overcome this problem is to challenge conventional assumptions with “what if” questions.With the right business model ingredients, what we think of as impossible might just be doable.“What if” questions help us break free of constraints imposed by current business models.They should provoke us and challenge our thinking.They should disturb us as intriguing, difficult-to-execute propositions.

What if...
…furniture buyers picked up components in flat pack form from a large warehouse and assembled the products themselves in their homes?What is common practice today was unthinkable until IKEA introduced the concept in the 1960’s.

…airlines didn’t buy engines for their airplanes, but paid for every hour an engine runs?That is how Rolls-Royce transformed itself from a money-losing British manufacturer into a service firm that today is the world’s second biggest provider of large jet engines.

…voice calls were free worldwide?In 2003 Skype launched a service that allowed free voice calling via the internet.After five years, Skype had acquired 400 million registered users who collectively had made 100 billion free phone calls.

... Read more

Reviews

A Brilliant Book: easy and fun to read
This is an absolutely superb book and my first and only book on business models. It is so up to date and filled with gems that I feel no need to read another anytime soon.

The book is aptly titled, being all about how to generate business models. However, you have to know what it is before you can generate it. To this end, the first section of the book is devoted to introducing a standard language and format for talking about business models. They introduce nine key items which serve as the building blocks for all business models. These are listed below, illustrated with Skype's business model.

CUSTOMER SEGMENTS: Who will use the product?
1) web users globally 2) people who want to call phones

VALUE PROPOSITION: Why will they use the product?
1) free Internet and video calling 2) cheap calls to phones (SkypeOut)

CHANNELS: How will the product be delivered to the customers?
[...] and headset partnerships

CUSTOMER RELATIONSHIPS: how will you develop and maintain contact with your customers in each segment?
Mass customizedMass customized

REVENUE STREAMS: How is revenue generated from which customer segments?
1) Free 2) SkypeOut prepaid or subscription

ACTIVITIES: What are the key things that you need to do to create and deliver the product?
Software development

RESOURCES: What assets are required to create and deliver the product?

PARTNERS: Who will you want to partner with (e.g suppliers, outsourcing)
Payment providers, Distribution partners, Telco Partners

COST STRUCTURE: What are the main sources of cost required to create and deliver the product?
Software development, complaint management

These building blocks are laid out on a page in a very specific way, referred to as a "business model canvas". As each chapter unfolds, we get a clearer and clearer understanding of each building block and how to use them to create, evaluate and communicate business models.

The business model canvas can be used to describe any of a wide variety of business models. Patterns emerge which correspond to categories of business models. For example, the Long Tail business model is all about selling less of more. The focus is on "offering a large number of niche products, each of which sells relatively infrequently". This pattern is illustrated with the transformation of the book publishing industry and Netflix.

Another example is the so-called "Freemium" business model used by Skype and countless other Internet businesses. This is compared with the standard Telco model making the two models easy to compare. A similar analysis compares the traditional computer gaming model used by Sony and Microsoft which competes on high performance with Nintendo's Wii business model which focuses on casual gamers and a dramatic reduction in development costs. Visualizing these alternatives on a canvas is very powerful (much easier than the above lists).

The Freemium model is a special case of a more general "multi-sided market" pattern which "brings together two or more distinct but interdependent groups of customers". For example, Google gives away a variety of services to one customer segment, the average web user, and earn income from keyword auctions from advertisers, which comprise the other side of the pattern. As is typical with the multi-sided market pattern, the key resource is the platform which facilitates interactions between the two customer segments.

Another major section of the book is devoted to designing business models. Very explicit instructions and tips are given in the context of an overall process. Different phases include: gathering customer insights, ideation/brainstorming, visual thinking, prototyping, storytelling and scenarios.

A major section on strategy includes a section on how to evaluate existing business models, identifying problems, and brainstorming about possible solutions. Nintendo's Wii is featured. One problem with the traditional gaming model is that consoles are sold at a loss to a relatively small market. By eliminating the huge cost of gaming platform development and adding motion-controlled games with a family focus, the market grew much larger.

The design and layout of the book is equally delightful. It is a cross between a Powerpoint pitch and a regular book, and is easy and fun to read.

The only negative I can think of is the binding. I don't know the lingo, but basically, the front and back (hard) covers are not directly connected to each other. Between them are the sewn and glued sections of the book that are normally hidden. Unfortunately, the book seems to be flimsy. But this is a minor niggle.

Overall, this is a brilliant book. If you have any interest in business models, get it as soon as you can. I got mine by chance on a recent trip to Europe while visiting a colleague. I saw that it was not available yet in the US, so he traded me for my copy of an equally excellent book: The new business road test: What entrepreneurs and executives should do before writing a business plan (2nd Edition).

The building blocks of innovation in a beautiful book!
Lots of people talk about business models, but words alone can't capture the interconnected, systems, wholistic nature of business models. That's why this book is so incredibly useful. For the many people who understand better with pictures, the nine interconnected blocks of a business model laid out in this book will change forever the way you think about value creation systems - be it businesses, non-profits, or even government. I've used this revolutionary visual model to explain the concept of business models to those who have never heard about the concept before, as well as to develop business model innovations for my start-up based on business model challenges that came to light through using this model. ... Read more

Editorial Review

Amoral, cunning, ruthless, and instructive, this piercing work distills three thousand years of the history of power in to forty-eight well explicated laws. As attention--grabbing in its design as it is in its content, this bold volume outlines the laws of power in their unvarnished essence, synthesizing the philosophies of Machiavelli, Sun-tzu, Carl von Clausewitz, and other great thinkers. Some laws teach the need for prudence ("Law 1: Never Outshine the Master"), the virtue of stealth ("Law 3: Conceal Your Intentions"), and many demand the total absence of mercy ("Law 15: Crush Your Enemy Totally"), but like it or not, all have applications in real life. Illustrated through the tactics of Queen Elizabeth I, Henry Kissinger, P. T. Barnum, and other famous figures who have wielded--or been victimized by--power, these laws will fascinate any reader interested in gaining, observing, or defending against ultimate control. ... Read more

Reviews

Black/White/Gray, August 15, 2001
When it comes to morality and ethics, people are used to thinking in terms of black and white. Conversely, "The 48 Laws of Power" deals primarily with the gray areas. At the risk of sounding melodramatic and trite, I say that most of the Laws covered in this book can be used for great evil or for great good. It depends on the reader. There is really nothing wrong with most of the Laws per se.

Each Law comes with true stories from history about those who successfully observed it and those who foolishly or naively trangressed it. Robert Greene has an interpretation for each story. Though each Law is self-explanatory, Greene's explanations are not padding, fluff or stuffing to make the book longer. They actually give greater clarification and depth. Greene's insight even extends to crucial warnings about how the Laws could backfire.

There are two reasons to read this book:

1. For attack: To gain power, as have others who have carefully observed the Laws;

2. For defense: To be aware of ways that people may be trying to manipulate you.

As Johann von Goethe said (as quoted in "The 48 Laws of Power", of course): "The only means to gain one's ends with people are force and cunning. Love also, they say, but that is to wait for sunshine, and life needs every moment."

Those who say they have never used any of these laws are either being hypocritical--or lying.

Read in spirit of the "Screwtape Letters", March 15, 2004
In one's life, you're better off following the teachings of Moses, Jesus, or Buddha to gain long-term happiness. But the sad fact is, many people live by a very different set of rules, and while most of these folks eventually self-destruct, they can inflict severe damage on our personal and professional lives in the process.

48 Rules of Power is a good primer for learning how these people think. I've spotted a number of similar books in the Business section (like "Career Warfare" and classics like the "Art of War") of my local bookseller, but none put things quite as succinctly as this one. In today's predatory work culture, with good jobs (read: jobs that let you own a home and pay all the bills month to month with a little left over) becoming harder and harder to find, you almost certainly will be the target of these techniques at some point. A friend once made an innocent and extraordinarily minor faux pas at an office Christmas party, and had a homicidal CEO attempt to destroy his future using methods as varied as slander and identity theft, all done through middle manager proxies to keep his own hands clean. You need to read books like these to know how too many people at the top think. But don't live out some of these rules in real life (e.g., crush your enemy completely) - there'll always be someone who does it better, and you will get crushed. Martha Stewart got hers, so don't think you're going to smash people and live to tell the tale. Reality simply doesn't work that way - and even if you survive professionally, the spiritual rot and personal decay will leave you an isolated, paranoid wreck. Read this book in the spirit of C.S. Lewis' Screwtape Letters, in which a master demon gives advice to a protege on how to destroy mortals. Learn how to spot people who live like this - and then stay very, very far away. Jesus said, "Be wise as serpents but innocent as doves." This book, read in the right spirit, will help you with both.

Not bad, but not all that good either, September 4, 2001
This book is well-written and very nicely designed. Beyond that, it's hard to see what the fuss is about.

First of all, and on the one hand, the book isn't the torrent of Machiavellian amorality you may have been led to believe. The author does go out of his way to make it _sound_ as though he's presenting you with sophisticated, in-the-know, just-between-us-hardheaded-realists amoral guidance. But as a matter of fact almost every bit of this advice _could_ have been presented without offense to the most traditional of morality.

(For example, the law about letting other people do the work while you take the credit is made to sound worse than it really is. Sure, it admits of a "low" interpretation. But it's also, read slightly differently, a pretty apt description of what any good manager does.)

Second, and on the other hand, the advice isn't _that_ good; it's merely well-presented. How it works will depend on who follows it; as the old Chinese proverb has it, when the wrong person does the right thing, it's the wrong thing.

And that's why I have to deduct some stars from the book. For it seems to be designed to appeal precisely to the "wrong people."

Despite some sound advice, this book is aimed not at those who (like Socrates) share the power of reason with the gods, but at those who (like Ulysses) share it with the foxes. It seeks not to make you reasonable but to make you canny and cunning. And as a result, even when it advises you to do things that really do work out best for all concerned, it promotes an unhealthy sense that your best interests are at odds with nearly everyone else's. (And that the only reason for being helpful to other people is that it will advance your own cloak-and-dagger "career.")

No matter how helpful some of the advice may be, it's hard to get around the book's rather pompous conceit that the reader is learning the perennial secrets of crafty courtiers everywhere. Even if only by its tone, this volume will tend to turn the reader into a lean and hungry Cassius rather than a confident and competent Caesar.

In general the book does have some useful things to say about power and how to acquire and wield it. Unfortunately its approach will probably render the advice useless to the people who need it most. Readers who come to it for guidance will come away from it pretentiously self-absorbed if not downright narcissistic; the readers who can see through its Machiavellian posturing and recognize it for what it is will be the very readers who didn't need it in the first place.

Recommended only to readers who _aren't_ unhealthily fascinated by Sun-Tzu, Balthasar Gracian, and Michael Korda.

May be unethical, but it's true and it works, April 28, 2004
I am not earning over a million bucks a year so I might not be qualified to judge the value of the book. However, as somebody in his late thirties and always stuck in the middle of world class big corps, I can tell just knowing the laws can greatly improve your ability to defend against arrows shooting at your back.

For your easy reference, the laws are:-
1. Never outshine the master
2. Never put too much trust in friends, learn how to use enemies
3. Conceal your intentions
4. Always say less than necessary
5. So much depends on reputation - guard it with your life
6. Court attention at all cost
7. Get others to do the work for you, but always take the credit
8. Make other people come to use - use bait if necessary
9. Win thru your actions, neer thru argument
10. Infection: Avoid the unhappy and unlucky
11. Learn to keep people dependent on you
12. Use selective honesty and generosity to disarm your victim
13. When asking for help, appeal to people's self interest, never to their mercy or gratitude
14. Pose as a friend, work as a spy
15. Crush your enemy totally
16. Use absence to increase respect and honor
17. Keep others in suspended terror: cultivate an air of unpredictability
18. Do not build fortresses to protect yourself - isolation is dangerous
19. Know who you are dealing with - do not offend the wrong person
20. Do not commit to anyone
21. Play a sucker to catch a sucker - seem dumber than your mark
22. Use the surrender tactic: transform weakness into power
23. Concentrate your forces
24. Play the perfect courtier
25. Re-create yourself
26. Keep your hands clean
27. Play on people's need to believe to create cultlike following
28. Enter action with boldness
29. Plan all the way to the end
30. Make your accomplishments seem effortless
31. Control the options: get others to play with the cards you deal
32. Play to people's fantasies
33. Discover each man's thumbcrew
34. Be royal in your own fashion; act like a king to be treated like one
35. Master the art of timing
36. Disdain things you cannot have: ignoring them is the best revenge
37. Create compelling spectacles
38. Think as you like but behave like others
39. Stir up waters to catch fish
40. Despise the free lunch
41. Avoid stepping into a great man's shoes
42. Strike the shepherd and the sheep with scatter
43. Work on the hearts and minds of others
44. Disarm and infuriate with the mirror effect
45. Preach the need for change, but never reform too much at once
46. Never appear too perfect
47. Do not go past the mark you aimed for: in victory, learn when to stop
48. Assume formlessness

I hope you wont find the above "laws" too repugnant. Anyway, this book is well written with plenty of lively and interesting examples or stories. An excellent read for both leisure and self improvement, I must say. Highly recommended.

Interesting, but not "how to". Shows our Sore Spot, January 13, 2001
The most interesting thing about this book is not the book itself, but the reactions it excites. It has drawn an incredible number of reviewers, many of whom are very critical and emotional about it. Our culture has a sore spot where power is concerned, and this is a good illumination of it. As others have noted, the various laws are contradictory and inconsistent. The book openly admits this, by giving examples of "reversal". It would be nice if the book openly proclaimed that power and politics are all situational--And in fact this point is made in the book. But it probably wouldn't look enticing to potential buyers if they put it on the cover! The book does have some fascinating accounts of past experiences in it, and is interesting to read on that basis. I'm even willing to agree that carefully reading all these accounts of power-grabbing will probably help an avid powermonger become more aware of the dynamics of different situations. But it isn't going to make you into a Kennedyesque figure in and of itself (thank goodness!). The book is beautifully designed and laid out.

People...Grow Up, July 3, 2001
I have read the many reviews that criticize the 48 Laws as "Not Practical", "Dangerous" and "Shameless". What planet are you people from. I went to night school to get a college degree, I have followed my fathers advise and worked an honest days labor. I came in early and stayed late to get the job done. I have recieved great reviews and many promises of money and promotion. All for little. I noticed my peers, who were not as dedicated as I by their own admission, careers were moving along at the same pace as mine or faster. When I had enough, I began to talk to managers that I trusted and employees who have had success in career advancement. Guess what, their comments and advice were very similiar to many of the laws in this book.

This book is very "Practical" and, while I admit, practicing many of these laws would be "Dangerous" and "Shameless" to ignore that they are present in our every day lives is delusional.

It does not matter if you want to play the game or not, you are in it. You don't have to take a sword with you but for heavens sake at lest wear some armor. This book is that armor, to understand the 48 laws allows you to see the oppertunity/danger before it is to late. NO, I WILL NOT HURT PEOPLE FOR GAIN but I will no longer be used if I can help it.

THE 48 LAWS OF POWER: YOUR THINKING WILL NEVER REMAIN THE SAME, November 1, 2005
Read this book and your thinking will never remain the same. Drawing upon historic examples that portray man's journey through the ages as one long, unending quest to dominate his fellows, The 48 Laws of Power reads somewhat like a much expanded version of Machiavelli's The prince. Yet it carries a lot of its own originality - on many levels. One interesting, innovative feature of this book can be found in the numerous illustrations and anecdotes appearing along the page margins that the writer uses to buttress his points. Quite educative, they provided me an easy opportunity to browse through and be acquainted with fascinating classic literature from Aesop's Fables down to Sun Tzu's The Art of war.

Can we refer to the 48 Laws as success literature? Some of Robert Greene's advice seems innocent enough: Never outshine the master; win through your actions, never through argument; concentrate your forces; enter action with boldness. These are tips you would find in any self-help book that should put anyone on a stronger footing in the workplace with their boss, with colleagues, or even within the curious context of a romantic relationship.

But there is a darker, more sinister side to the 48 Laws, a side that appears to be responsible for all the notoriety that surrounds this book. There are laws which, seeming to controvert themselves in some instances, advocate underhandedness and the practice of outright evil in the pursuit of one's ambitions. Reading The 48 Laws awakens a moral conflict within us and presents two philosophies that attend the attainment of power - one inspired by goodness and the other governed by guile. But I think it all depends on the kind of success you seek. To those that would stoop to guile I would point out that Robert Greene has neglected to include what perhaps might have been the first law: All that goes around comes around; you reap what you sow.

On the other hand, some of these laws that appear to advocate evil - taken in the right context, they shed their malicious intent and turn out to be very helpful, well-meaning principles. For instance, I agree with the thought `So much depends on your reputation - guard it with you life'. But I think my reputation rests, more than anything, on my character and commitment to whatever I do, and it is along these lines I will seek to guard it. Also, when I think of `Make other people come to you - use bait if necessary', I tend to see it in the light of the principle that pronounces: The kind of person you are, to a large extent, determines the kind of people you will attract into your life. So I go about developing my `bait' - myself - in the best way I can. Fishing, as opposed to hunting, one success writer calls it.

An anecdote which fascinated me and which I kept returning to was one about Cosimo de Medici, the 15th Century Florentine banking magnate, who rode a mule instead of a horse and decidedly deferred to city officials, but effectively controlled government policy in Florence for decades. He spent a lot of his own funds on grandiose development projects across the city but preferred to live in a nondescript villa, and when he died asked to be buried in a simple tomb devoid of lavish ornamentation. Robert Greene uses Cosimo's example to illustrate a concept that is profound as it is though-provoking: the REALITY of power is much more important than the appearance of it. Unfortunately, most people tend to see it the other way.

On the whole, the 48 Laws awaken one to the on-going struggle for domination and control even in the most mundane transactions between humans. They insist that power is a reality, whether we like it or not. They impress upon us the thinking that, to survive in today's world, one has to become a man or woman of the world - at least, if not in one's actions, in one's awareness. For me, the 48 laws show one how to discern power-bids in relationships, how to read between the lines and scour the fine-print; how to recognize various inter-personal issues at stake in business and the workplace, navigating with panache and perceptiveness. They show one how to be `peaceful as a dove but wise as a serpent', how to `see the tricks coming', as another reviewer put it. Indeed, the 48 Laws seek to banish our innocence. And you'll agree...innocence, many times, can be a painful thing.

One meeeeellion dollars!, March 30, 2007
This is not a "how to" guide for world domination, which seems to have left some reviewers perplexed and/or disappointed. You can take the Laws and historical examples and apply them how you see fit, or you can use Mr. Green's book to help you better understand the motives of those around you and maybe dodge a bullet or two.

Defense, October 23, 2003
In some sense this book offended me. It is cold and ruthless and the opposite of an aloha spirit. However, it also prepared me. I am in business internationally and you meet a lot of sharks. It is important to understand the offensive mindset to fabricate a defense when needed. I just finished my second reading of the book and plan to read it yearly.

Terrific synopsis of the classic historical writings on power., September 15, 2006
This book is a no holds barred open discussion of raw power, entertainingly presented. It took me a little while to get over the almost completely amoral tone of the book, but I eventually got the sense that the amoral tone is there for a purpose: to clue you in to the fact that people who practice power at this level can often be completely amoral themselves. In that sense, the book truly gives the reader a sense of the mindset of those who will do anything to stay in power. There is a sense as one reviewer pointed out, that the book could have been written without this amoral tone, but then one would miss out on the opportunity of being immersed in its sense of amorality, which is an education in itself. Experiencing the amorality is a wakeup call that offers insight into how some of the world's ills have come to pass, though you may find yourself wanting to shower afterward. After reading it, you will definitely be more aware of the laws being played out on the world stage, and you will begin to recognize people in government who seem to be using it as a playbook. Some laws are even applicable in personal relationships...a scary thought.

By reading this, you will get an overview of the major philosophical writings on power, who as sources likely include at the very least Machiavelli, Han Fei Tzu, and Sun Tzu, though the authors do not identify the sources of the material for each law. This is one thing I wish they had done. That would have made it more useful to those wishing to put these laws and their development into some kind of historical framework. The authors have done a nice job however of blending together into one seamless volume the writings of these philosophers, whose works are also written in this amoral tone.

One of the most intriguing and worthwhile aspects of the book, are the many historical vignettes that the authors paint of how each law of power has been implemented, along with how failure to follow the law can be one's undoing. It is like two books in one in that sense. Not only do you get an understanding of raw power, but you get a very entertaining history lesson as well. The authors are also very careful to point out exceptions to the laws, and how they may backfire, making it read like a very thorough treatment of the subject for general readership.

One particularly interesting vignette has vivid application for our current situation in the war on terror, wherein we find ourselves exposed by going it alone without a substantial alliance while the rest of the world looks on. The vignette concerns a law which states that in seeking to increase power, let your rival do your fighting for you. The authors discuss how Mao Tse Tung suggested he and his rival Chiang Kai Shek set aside their differences and form an alliance in order to defeat the Japanese in World War II. Chiang Kai Shek agreed. Mao then suggested Chiang send his army in first, promising that he would follow Chiang into action by sending his army in as replacements. Once Chiang Kai Shek's army was committed, Mao held his army in abeyance and let Chiang Kai Shek take a beating. Then when Chiang's army was weakened, Mao's army was able to defeat him and exile him to Taiwan.

The warning for our own national campaign in the war on terror is that hopefully we will not allow ourselves to dissipate our national resources and become foolishly weakened by going it alone at the same time as other rival countries are growing stronger at our expense. The grandiosity of thinking we can go it alone makes us vulnerable to even more severe threats by potentially predatory nations who pretend to be sympathetic now, but who secretly revel in watching us deplete our national will, our troops and our treasury.

"The 48 Laws of Power" is a fascinating read, though except for a few of the laws, I can't imagine how it could actually help the average person's career unless you were a political operative or someone who had already accumulated a lot of political power and were predisposed to bend towards the amoral. But to build background knowledge and be able to recognize shadowy abuses of power while learning a little interesting history, I heartily recommend it. ... Read more

Editorial Review

Why do our headaches persist after we take a one-cent aspirin but disappear when we take a fifty-cent aspirin?

Why do we splurge on a lavish meal but cut coupons to save twenty-five cents on a can of soup?

When it comes to making decisions in our lives, we think we're making smart, rational choices. But are we?

In this newly revised and expanded edition of the groundbreaking New York Times bestseller, Dan Ariely refutes the common assumption that we behave in fundamentally rational ways. From drinking coffee to losing weight, from buying a car to choosing a romantic partner, we consistently overpay, underestimate, and procrastinate. Yet these misguided behaviors are neither random nor senseless. They're systematic and predictable—making us predictably irrational.

Reviews

Made me think through some things I'd overlooked about market behavior
I have been thinking about economics seriously for nearly 30 years. Classical economics is built to no small degree on the notion that people will generally act in their own best self interest, after rationally and intelligently examining their options. This fit my world view fine in my first career as an engineer (BS and MS in Electrical Engineering).

From my 2nd Career as a Business Development person (MBA), I began to have to deal with people's tendency to not entirely think things through.

Here in this book, we have a professor who runs socioeconomic tests on his MBA students. These students are smart enough, worldly enough, experienced enough, and educated enough to approximate the standard economic assumptions and produce reasonably rational behavior.

Guess what. Even among broad experiments conducted on multiple MBA classes over time, one can predictably pre-bias the outcome of a particular run of a socioeconomic experiment by what seeds you plant in the class members' minds before the experiment. For example, in one experiment in estimating prices, the author requires his students to write the last two digits of their social security numbers on the top of the paper. Simply the act of writing a high number (e.g., 88) versus a low number (e.g., 08) produced statistically significant correlatable influences on the students' later price estimates. Those compelled to write "88" at the top of their papers would reliably estimate higher prices than those compelled to write "08" at the top of their papers, to a statistically significant degree.

Extrapolating to "real life." Watching Fox News will tend to make you more conservative without you knowing it. Watching MSNBC news will tend to make you more liberal without you knowing it.

If you want to understand "real truth," you are just going to have to do a little more than self-select your news feeds. You are going to have to seriously consider a diversity of viewpoints.

Moreover, if you have Social Darwinist beliefs as I once did, you may need to re-think the concept of the Poverty Trap. Early pre-conditioning really does make a difference.

Here is the way I think of it as an Engineer. Classical Economic Theory is analogous to Classical Newtonian Physics. There is nothing badly wrong with it, and it is a good approximation for most real world problems at the middle of the distribution.

However, General Relativity is indeed more correct that Classical Newtonian Physics, and the additional knowledge makes a real difference in certain special cases. And, those special cases are sometimes the really important ones. Likewise, Behavioral Economics is adding something very valuable to our knowledge of Classical Economics.

Read this only if you are brave enough to contemplate that the world might be a little more complex than we wish it were.

An excellent book which provides valuable insights
This book and Dan Ariely have recieved a lot of media attention, so I approached the book with some skepticism, thinking that it might be overhyped. I'm pleased to report that my skepticism turned out to be unwarranted.

The book has many strengths, the main one being that it convincingly presents many ways people are wired and/or conditioned to be irrational, usually without even being aware of it. This eye-opening revelation can be a bit disheartening, but the good news is that we can fix at least some of this irrationality by being aware of how it can arise and then making a steady effort to override it or compensate for it. That's not an easy task, but it can be done. As a simple example, I've programmed a realistic exercise schedule into my PDA, and I've been very consistent with my exercise because of that. The PDA imposes a discipline on me which I couldn't otherwise impose on myself (as I know from experience).

The book is also well written, and I would even say enjoyable to read. The many experiments described in the book are presented in a lively way which elicits interest, and Ariely goes into just the right amount of detail -- enough to convey the basic experimental designs, results, and plausible interpretations, without boring the reader by getting into esoteric points which are more appropriate for journal papers.

The one criticism I have of the book, which applies to most of Western pscyhology, is that most of the described experiments used US college students as subjects. That raises a serious question regarding the extent to which the results can be generalized to people of the same age who aren't college students, people of other ages, and people outside the US. Study of cultural psychology reveals that differences due to these factors can be profound, and Ariely himself notes a Korean study where such differences were observed, but he doesn't really elaborate on the point.

Despite this one criticism, I think this is an excellent and authoritative book, and among the better ones in the "why smart people do dumb things" genre, so I highly recommend it. The insights revealed are both fascinating and practical, if you can muster the discipline to apply them.

Brilliant look into behavioral economics
I enjoyed this book in much the same way I enjoyed Freakonomics. Whereas Freakonomics explores real-life examples of economics, Ariely's book discusses experiments that demonstrate principles of behavioral economics.

Ariely shows through a series of experiments that people are not the rational consumers of legend. People predictably overvalue things they already own, go after free things even if there's a better deal available, and do many other things that don't make sense. People's reactions are consistent, thus predictable, even if they're not optimal from a pure economic viewpoint - hence the title of "Predictably Irrational."

Throughout the book, Ariely discusses how the failure of many economists to consider behavioral economics has led companies and governments to bad decisions. Policies that seem appropriate if everyone were to make emotionless decisions fall apart when you consider that people are, well, human.

In Ariely's acknowledgments, he lists several people who helped him figure out how to write in "non-academese." Having read many books written by professors, I'd say he received excellent assistance in this area. His writing style is engaging and easy to follow.

This was one of the best books I read this year.

This was really an eye-opener
We like to believe that we are rational. Many investment philosophies are based on efficient market theory, which assumes that market participants are well-informed and act rationally. I always found efficient market theory to be flawed, because when I looked at individual investors, I would get surprised more and more every day by how irrational their behavior was. So how it is possible for markets to be efficient, when most investors I know are completely irrational? Well, this book has some really good explanations.

The author of this book shows us that even though we believe that we act in a rational way, in reality we act in predictably irrational way. As a result of this irrationality, we frequently make poor decisions with our money, life partners, and health. For example, we tend to overvalue things that we own. We might be made to believe that something works even when it doesn't. A placebo is perfect example.

This book was really an eye-opening experience. We all do the things the author talks about. As I read this book, I kept catching myself and saying, "Yes, I did this, too." I enjoyed reading this book, and I would recommend it.

- Mariusz Skonieczny, author of Why Are We So Clueless about the Stock Market? Learn how to invest your money, how to pick stocks, and how to make money in the stock market

Lots to think about
It is a fantastic read, some people have a problem with the authors' assumptions and methods but I think they are trying to dig too deep and they appear to have forgotten this is a new way of thinking. The only thing I would like to see different in the book is more detail on the experiments, some of them we read the results and their interpretation of the data, but it would be nice to see how the info was gleaned.

Phenomenal Book
Probably the best book I've read yet on behavioral economics. Each chapter is well organized around a specific topic and incredibly thought provoking. I highly recommend it. ... Read more

Editorial Review

This is by far the best thing I've ever read about negotiation. It is equally relevant for the individual who would like to keep his friends, property, and income and the statesman who would like to keep the peace. --John Kenneth Galbraith. ... Read more

Reviews

VERY BASIC INTRO TO NEGOTIATING
Getting to Yes started a revolution in negotiation, both by stressing principled negotiation and in making the material accessible to a very wide audience. It is still a good read, is still taught in universities and continuing education, and is an excellent starting point for people who are new to negotiation but intend a deep study because of its historical significance and its content.

However, having taught Getting to Yes and having used principled bargaining in practice, I think there are a few shortcomings that are dealt with in other books. While Fischer and Ury do make the point that principled bargaining includes sticking to your priciples and not being a pushover, it is not emphasized enough. I have even found myself being too cooperative after reviewing this text because the emphasis is on being cooperative. I think this is a partcular danger for new/lay negotiators, especially if this is the first text they're exposed to or they intend to practice these concepts in daily life. The tone of the book is just a bit too friendly. As a result, there has been a backlash (wrongly, in my opinion) against this text in some quarters.

The verbal judo section at the end is excellent, giving techniques for dealing with unreasonable people that are great. I would've liked more of these very practical tips and examples to go along with them, but the book as a whole is already a lot to digest. Newer versions of GTY do add more material here.

Newer texts take these problems into account. The best, in my opinion, is the follow-on by Ury, "Getting Past No." It can be read without having read "Getting to Yes," although it is very interesting as a follow-on, too. In it, Ury is clearly taking into account the criticism that GTY was too soft and he presents a more robust vision of principled bargaining. ... Read more

Editorial Review

Foreword by Stephen R. Covey, Author of The 7 Habits of Highly Effective People

A PAPERBACK ORIGINAL

"Most books make promises. This one delivers. These skills have not only helped us to change the culture of our company, but have also generated new techniques for working together in ways that enabled us to win the largest contract in our industry's history."--Dain M. Hancock, President, Lockheed Martin Aeronautics

A powerful, seven-step approach to handling difficult conversations with confidence and skill

"Crucial" conversations are interpersonal exchanges at work or at home that we dread having but know we cannot avoid. How do you say what needs to be said while avoiding an argument with a boss, child, or relationship partner? Crucial Conversations offers readers a proven seven-point strategy for achieving their goals in all those emotionally, psychologically, or legally charged situations that can arise in their professional and personal lives. Based on the authors' highly popular DialogueSmart training seminars, the techniques are geared toward getting people to lower their defenses, creating mutual respect and understanding, increasing emotional safety, and encouraging freedom of expression. Among other things, readers also learn about the four main factors that characterize crucial conversations, and they get a powerful six-minute mastery technique that prepares them to work through any highimpact situation with confidence. ... Read more

Reviews

For when the going gets tough, November 30, 2010
We all face situations in life where things are tense and saying the right things is critical. This is what the authors call a "crucial conversation," as opposed to a casual discussion. Crucial conversations happen between two or more people when opinions vary, stakes are high, and emotions run strong. Whether you are approaching a boss who is breaking his or her own policies, critiquing a colleague's work, or talking to a team member who isn't keeping commitments, keeping the conversation productive can be very difficult.

The main technique the authors teach is the talent of dialogue. This is the free flow of meaning between two or more people. People who use this technique are able to find a way to get all relevant information from themselves and others out in the open and make it safe for everyone to add their meaning to the shared pool. These people try hard to ensure that all ideas find their way into the forum; and as this "pool of shared meaning" grows, it helps people by exposing them to more accurate and relevant information so they can make better decisions. This wise and witty guide gives you the tools you need to step up to life's most difficult and important conversations, say what's on your mind, and achieve positive outcomes. You'll learn how to:

* Prepare for high-impact situations with a six-minute mastery technique
* Make it safe to talk about almost anything
* Be persuasive, not abrasive
* Keep listening when others blow up or clam up
* Turn crucial conversations into the action and results you want

All in all, it's a great book for developing advanced "people skills" and I rank it right up there with Emotional Intelligence 2.0

Fluffy, but very good, April 23, 2007
This is kind of a fluffy business book... I generally hate these books, but this one has a creamy nougat center of knowledge that I've never encountered before. At 200 pages, its a must read. Please ignore the Franklin Covey vibe: the authors really have something important to say.

This book solidifies what many have said before: those who genuinely understand how to communicate have all the power in this world. It's not about knowledge, skills, manipulation, or strength... Those who can get groups of people who distrust each other to come to genuine consensus will always have power. Why? Because its so incredibly difficult... and its so incredibly important.

This book helps you identify the behaviors that help -- and the behaviors that hurt -- when building consensus. Make no mistake about it: human beings are poorly designed to get along with each other. Our brains are wired for competition. At most we co-operate with genetically similar groups. Evolution has wired us to not want to work together with people too different from ourselves, lest we threaten our own survival.

That may have been useful 2000 years ago in highly competitive tribal cultures, but in the modern world such prejudice is usually counterproductive.

This book helps you identify which behaviors may be hindering you. When confronted, a human's instinct is fight or flight. In a conversation, the fight instinct comes out in argument, sarcasm, or belittling. Likewise, the flight instinct comes out as keeping quiet and doing nothing, or totally ignoring what the other person said... typical passive-aggressive behavior.

This book also presents exercises to help you keep a cool head, communicate clearly, and get things done... despite your evolutionary wiring.

If you read this book, and practice their exercises a lot, you will slowly gain a reputation as somebody who can really make things happen.

Highly recommended!

Crucial Conversations, March 5, 2003
As an executive coach working in merger integration activity for many years I have found that the wisdom found in Crucial Conversations can be worth millions and even hundreds of millions of dollars to the clients I work with. Far too many mergers fail because executives avoid having crucial conversations. Finding an authentic path to work through tough issues and critical moments of truth while building long term relationships is a real art. Crucial conversations is filled with practical wisdom from individuals who have discovered "simplicity on the far side of complexity" as it relates to this most difficult and important subject. In my business and personal life, I have found the ideas in this book are invaluable in helping get to the root of difficult issues while maintaining and even enhancing relationships. Very insightful and brilliantly practical.

Insightful, practical, engaging--an exceptional book!, May 6, 2003
When I obtained a copy of Crucial Conversations, I had very high expectations of this book having read the authors' outstanding earlier work, The Balancing Act. I must say I wasn't disappointed; in fact, I was delighted! Crucial Conversations is an extremely insightful and very practical book. Indeed, it is a very rare combination to find a book that contains profound ideas as well as provides actionable tools and Crucial Conversations delivers both.

The book addresses a topic that is largely misunderstood and vastly underestimated: high stakes dialogue. The authors define crucial conversations as those where 1) stakes are high, 2) opinions vary, and 3) emotions run strong, or in other words, much of both our professional and personal lives. We're all involved in crucial conversations at home and at work but most of us are not very aware of the interpersonal dynamics at play and/or we're unskilled in how to respond differently. The book helps the reader first understand the principles involved in "crucial conversations" but then also helps the reader develop real skills and abilities to choose or change their communication patterns. The end result is remarkable. The book's impact is a much bigger idea than simple communication--it's all about effective human interaction and getting results with and through people.

The book is highly readable, extremely engaging and actually quite fun. It is filled with illustrations and stories from all walks of life: business examples, personal examples and family examples. The fact that the principles and skills the authors teach can be applied in all dimensions of life--work, home, personal--is very appealing to me and made the book extremely helpful on many fronts.

I benefitted most from this book from a business standpoint and have found that applying these skills has made a real difference at work. I'm more courageous and more considerate at the same time. I understand people better but I especially understand myself better. I'm far more conscious and aware of my dialogue with others and I've greatly improved my skills and abilities to lead effectively. The bottom line is, I'm helping my company get better results and I'm far more effective personally. If more people in business were to apply these principles and skills in the frequent crucial conversations they have at work, they would make better decisions, achieve better results and do it all in a way that would build the trust and strengthen relationships. I couldn't give a book higher marks. Outstanding!

worth listening to, May 9, 2007
I'm not a fan of self-help books or motivational speakers. Usually I'm driven off by the smarmy tone or self-serving verbal gimmicks. But that's not what you get with Crucial Conversations: Tools for Talking When Stakes are High.

The purpose of this book is to teach skills for managing verbal dialogue in the face of emotional conflict. The authors stay focused on this topic, teaching a series of behavioral, planning, and interpretive techniques for developing a more effective communication style. They are NOT selling happiness, fulfillment, total quality satisfaction, competitive transformation, etc.

Crucial Conversations uses a variety of instructional methods (examples, diagrams, memory devices, and repetition) to reinforce a modest set of techniques. It avoids gimmicks and hyperbole. The writing is smooth enough to be readable, without diluting the message with entertainment.

Probably I should wait a few months before writing this review. The authors point out that their dialogue skills can't be mastered without sustained practice and review. But already the book has made me more aware of my own conversational habits and responses. I've got some "crucial conversations" coming up and I'm looking forward to trying some techniques to ratchet down the emotion and cultivate information flow.

Every adult and teenager should read this book!, February 24, 2006
Since most of my career has included public speaking I am rarely intimidated by confrontation. I have been the employee negotiating for my salary and a boss dealing with overworked, stressed employees. Even with years of experience, this book helped me to be more aware of how my own speech patterns may affect the people I deal with - on both sides of the fence.

After reading Crucial Conversations, I more easily recognize words that usually invoke an emotional response and avoid them.

This book makes a wonderful gift for employees, friends and family - all careers from CFO to Coffee Barista to Secretary. I highly recommend this book for seasoned professionals and college students.

Crucial Conversations - Crucial Results, March 4, 2003
I have read Crucial Conversations cover to cover 4 times now. The results in my business and my marriage have been amazing. The book is well written and easy to understand. It teaches step by step skills to help you master the content. Before reading this book, I thought influential people possessed a natural ability to effectively handle conflict. After reading the book, I now realize that there are specific skill sets that anyone can learn (and master) to effectively deal with these "High Stake," "Strong Emotions," and "Opposing Opinion" conversations.

My confidence and productivity has increased in every area of my life (My business has increased by 30%-50% since I read the book the first time) and I am now effectively handling conversations with my wife that once caused constant upset.

I would recommend this book for anyone 1) wanting increased results and 2) willing to have a profound breakthrough in how they communicate. It has made a profound difference for me.

Start now and change your life!, September 17, 2002
Too many of us never say what is really on our mind, that is until we let the pressure build and it escapes in a way we regret. This book will change your life. It provides the tools you need to commit to meaningful dialogue with those who matter most: family, co-workers and friends. You can have candor and respect at the same time.
The book is a delightful read, adding humor along the way. It is powerful in the examples taken from real life. It is meant to be read time and again. You will want to practice and perfect these skills, using the time-tested principles until they become a part of you.

It helped me immediately!, March 24, 2004
I see now why now why my principal gave others and me this book. Earlier today our committee of educators came up with a new program to replace a set of undefined steps that had us three months in arrears in our caseload. The unanimous and accepted consensus, I believe, only came about from applying the ideas in Crucial Conversations. Those that had disagreed with the new program did behave badly, but this did not side track the process. Applying the authors advice of keeping focused on what I want enabled me to avoid being sucked in.

I offer one snippet the books ideals. They say, If you behaved badly apologize but if your intentions have been misunderstood don't apologize do a clarifying "don't/do" statement: "Don't think I mean this awful thing you have been thinking. Do realize that I mean this." They indicate that such statements are just the beginning of repairing what they call safety. This repair was crucial to obtaining today's agreement. Try it!

Life-changing book, February 5, 2007
This book should be required reading for almost everyone! It describes how to initiate and carry through difficult conversations which effect everyone's lives. It teaches the reader how to examine his own motives and desires before attempting to share his ideas with someone else. It shows how to clarify issues and then present them openly and honestly without offending the other person in the conversation. Too often we resort to silence or violence when dealing with crucial conversations and the authors point out the futility of either position. This book is now being used in many businesses and is required reading for employees. Whether dealing with business or personal issues, this book is a superb resource. ... Read more

Editorial Review

Most business books give you the same old advice: Write a business plan, study the competition, seek investors, yadda yadda. If you're looking for a book like that, put this one back on the shelf.

Rework shows you a better, faster, easier way to succeed in business. Read it and you'll know why plans are actually harmful, why you don't need outside investors, and why you're better off ignoring the competition. The truth is, you need less than you think. You don't need to be a workaholic. You don't need to staff up. You don't need to waste time on paperwork or meetings. You don't even need an office. Those are all just excuses. 

What you really need to do is stop talking and start working. This book shows you the way. You'll learn how to be more productive, how to get exposure without breaking the bank, and tons more counterintuitive ideas that will inspire and provoke you.

With its straightforward language and easy-is-better approach, Rework is the perfect playbook for anyone who’s ever dreamed of doing it on their own. Hardcore entrepreneurs, small-business owners, people stuck in day jobs they hate, victims of "downsizing," and artists who don’t want to starve anymore will all find valuable guidance in these pages. ... Read more

Reviews

Refreshing
This book is unlike most business books, both in its brevity and message. Many of the ideas are common sense, but a lot of the business books out there, especially when it comes to startups, stray pretty far from the tenets advocated here. Notable ones include:

- Don't take outside investment
- Don't try to grow indefinitely
- Don't always listen to your customers
- Scratch your own itch

Recently, I've read a lot of business books focused at starting a small business, but this is the first one that really strives to keep you honest, not just feed you hype. Business books, schools and people themselves like to over-complicate business and I'm planning to keep Rework on my desk as a reality check for myself and my business.

I also truly appreciate the brevity. Way too many business (and technical) books are padded with reiteration of a few key points just to get to a respectable page count. Jason and David respect our time enough to keep it short and to the point. If you need reiteration, read it again; I know that's what I plan on doing! ... Read more

Editorial Review

In The Five Dysfunctions of a Team Patrick Lencioni once again offers a leadership fable that is as enthralling and instructive as his first two best-selling books, The Five Temptations of a CEO and The Four Obsessions of an Extraordinary Executive. This time, he turns his keen intellect and storytelling power to the fascinating, complex world of teams.

Kathryn Petersen, Decision Tech's CEO, faces the ultimate leadership crisis: Uniting a team in such disarray that it threatens to bring down the entire company. Will she succeed? Will she be fired? Will the company fail? Lencioni's utterly gripping tale serves as a timeless reminder that leadership requires as much courage as it does insight.

Throughout the story, Lencioni reveals the five dysfunctions which go to the very heart of why teams even the best ones-often struggle. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team. Just as with his other books, Lencioni has written a compelling fable with a powerful yet deceptively simple message for all those who strive to be exceptional team leaders. ... Read more

Reviews

So glad I came across this!
Emotional Intelligence 2.0 is a book I enjoyed which Pat Lencioni wrote the foreword for. I found Lencioni's foreword intriguing (apparently I was the one person who hadn't heard of him). So, I decided to check The Five Dysfunctions out, and am so glad that I did.

This book explores the fundamental causes of organizational politics and team failure. Lencioni does an outstanding job showing a team that's going through some typical, real-world sticking points, yet is able to maneuver through them successfully. The central premise is that any team can work together effectively once they understand and overcome the five dysfunctions.

The Five Dysfunctions are:

* Absence of Trust,
* Fear of Conflict,
* Lack of Commitment,
* Avoidance of Accountability, and
* Inattention to Results

I'm now using The Five Dysfunctions with my work group with great success. They were already reading the EI 2.0 book, and didn't skip a beat when I threw this one into the mix. Highly recommended.

Finally! Another VERY helful and applicable management book!
By dedicating 90% of his book to a so-called leadership fable, Patrick Lencioni very effectively conveys the very essence of the model he proposes in order to deal with dysfunctional teams. Though the story he presents is that of a hypothetical newly appointed CEO of a distressed start-up and (in the beginning of the story) her highly dysfunctional executive team, the model is perfectly applicable to any team throughout most organizations.

The model consists of a pyramid with the five dysfunctions of a team (from the bottom, up):
1) Absence of trust: stemming from an unwillingness in the team members to be vulnerable and genuinely open up with one another about their mistakes and weaknesses.
2) Fear of conflict: inability to engage in unfiltered, passionate (yet constructive, though it may strike you as odd) debate.
3) Lack of commitment: no buy in and commitment can be expected when ideas and opinions have not been aired and genuinely taken into consideration prior to a decision.
4) Avoidance of accountability: without commitment to a clearly defined set of goals, team members will hesitate to call their colleagues on their actions and behaviors that are counterproductive for the team.
5) Inattention to results: Lencioni brings it all home through the realization that avoidance of accountability leads to a state where team members tend to put their individual needs above the team's collective goals.

Throughout the last leg of his book, Lencioni contrasts how dysfunctional teams behave by comparing them to a cohesive team in the case of each of the five dysfunctions. He also provides suggestions on overcoming each of the dysfunctions and insights into the role of the leader in this process, all in a very structured and to-the-point way. Complementing this, he provides a Team Assessment tool to help determine where your team is at in terms of each of the five elements of the model.

As much as the book can be digested without too much trouble in 2-3 straight hours, it is inevitable (unless you are fooling yourself or you operate in a very healthy team) to have your managerial wheels in your mind turning at full speed by the time you are done with it. As a manager and an avid reader, I welcomed this book with open arms because I found it to be very useful and readily applicable. Now comes my challenge in putting it to use.

Chief Innovation Officer, SmartLeadership.com
This book is helpful to anyone who serves on a team and specifically helpful for team leaders. You will see yourself and your team in this book. More than that, you will find specific steps you can take to make your team better. Through a real life fable, Pat leads you through the steps you need to take to move a team from dysfunction to health. You will find a clear model as well as examples that are as relevant as your last meeting.

As I read this book I discovered:

1. A vocabulary I can use with my team to discuss dysfunction.
2. A self-analysis that will get the discussion started.
3. A clear model for implementation.

As a team leader, this book challenged me to:

1) Lead selflessly
2) Take risks
3) Encourage conflict
4) Embrace the power of meetings
4) Direct my team around a common theme

This book is simple, practical and filled with wisdom. Highly recommended.

Excellent book
The Five Dysfunctions of a Team is an interesting, easy to read fictional story about a Silicon Valley company in a turnaround situation. Lencioni did a really good job of creating characters that everybody can relate to.

The one theme that I took from this book is the importance of open, frank communication between team members. That is the core of the five dysfunctions. Most of the time when people are in a group setting, their primary goal is not to get the job done right, but instead it is to not offend other members of the group. This leads to some terrible decision making since nobody ever objects to bad ideas for fear of making another co-worker look bad. This book drives home the important point that conflict in groups is good as long as it is respectful because it leads to much better decision making.

In addition, as another reviewer mentioned, one of the most impressive parts of the book is that the author doesn't shield you from the fact that there is going to be some pain and struggle when working through problems. As a reader, there are a few times when I genuinely wondered: "Are they going to make it?" This is important since in real life you will probably wonder the same thing when you hit some obstacles along the way.

I highly recommend this book.

Greg Blencoe
Author, The Ten Commandments for Managers

Very practical and insightful!
This is a genuinely significant book for anyone who works in a team environment, whether at work, in sports, in the community, at home, etc. Of all the business books I have read on team building, "Five Dysfunctions" stands at the top of the pack. The strength of this book lies in the fact that it gets at the ROOTS of team failure. Anyone who has been forced to go through corporate "team building" sessions and sing with their fellow co-workers knows that it is an approach that doesn't work! The principles presented in "Five Dysfunctions" are solid and will get results.

The organization of "Five Dysfunctions" is as follows. The bulk of the book comprises of an extended fictitious example of a dysfunctional group, and slowly works through the underlying principles. These principles are then succinctly presented in the last few pages of the book, along with further analysis and suggestions on implementation. This organization allows the principles to slowly sink in through the book, but then gives the reader a very focused section the use for later reference and review.

A great strength of the book is that it avoids the all-too-frequent tendency of creating tension and then resolving it more quickly than would happen in real life. Reading the story gives you a sense of the effort needed to work through the dysfunctions of a team. The tools are presented to the reader, but without the illusion of a quick fix. Rather, "Five Dysfunctions" gives a simple message that inspires, energizes, and creates a vision of hope for how thing could be in a team.

One "a-ha" experience I had while reading this book is that some of the teams I have been on - teams where we all got along just fine - shared at least some of the five dysfunctions which made them less than effective. While these teams were quite accomplished at the superficial types of team building activities that are so popular, we avoided the core issues that Lencioni discusses in his book.

This book is one that I will review often, and recommend to anyone.

You gotta read "The Five Dysfunctions of a Team"
Before I read "The Five Dysfunctions of a Team" by Patrick Lencioni, I was unaware that professionals who work together in groups and teams face the same problems as teenagers in high school. Lencioni disscusses the five dysfunctions that teams face. He uses a spectacular model to explain them.... a story line about a major company facing troubles because the survival of the company depends on a team of about 7 people who are in such a disarray and "just can't get along." Lencioni told the story in the point of view of a new CEO of the company, who was challenged to piece the team and the company back together.

There were pros and cons to this book, although I really really enjoyed it. The discussions among the CEO and group about why they are failing as a team and at succeeding (i.e. lack of trust, avoidance of conflict/accountability) were so general and so obvious, but at the same time so necessary. I believe that people can relate to some of the characters on the team. It will help you to understand your team members, it allows other teams members to understand you, and it allows everyone to be able to relate to each other. Because I guarantee, if you are in a team, you have experienced much of what was discussed and experienced in the story. This book will allow you to overcome those obstacles and hopefully work towards a better work atmosphere and create healthier, more understanding relationships with your co-workers.

Another positive aspect of "The Five Dysfunctions of a Team" is that the story is told through the narrations of the CEO. This allows people to get a closer sense of what she is dealing with and how she is feeling at the time.

However, the story is a bit long, and if you are reading the story and trying to apply it at the same time, it would not be much help right away. Also, the story sometimes went off on tangents when in the group discussions, which caused them to get off of the subject at task. There could have been more stress on how the teams overcame their hurdles, instead of elaborating so much on explaining each dysfunction. Because the dysfunctions were the obvious part, it was the overcoming part of it that is important in guiding readers to overcome the same hurdles.

Overall, I really believe that this book is really effective in teaching a lesson, guiding readers to success, and even giving people a reality check as to why they may be hurting their own team. I would definitely recommend this book to CEO's and team leaders/members. If you are in a dysfunctional team and wonder why, I guarantee this book can explain it and guide you to success, also!

Really understands team dynamics
This book does 3 things that really hit home for me and justify the 5 star rating I gave it: it's completely in touch with REALITY, it's brilliantly SIMPLE in it's presentation of both the problem and the diagnosis and it's 100% APPLICABLE to every management situation I've ever been part of. Too many times, I've encountered management books or consultants who will assemble a list of things to do that's too long to act upon, out of touch with the reality of working on the planet earth or narrow in their application (eg - how to lead teams to develop better software). Lencioni takes the universe of issues that prevent apparently smart managment teams from succeeding and distills it to the most important 5. As you read this book, I can guarantee you'll have that "I've been in this situation before" feeling. The characters are people I've seen repeatedly in my business career, the situations so familiar they made me laugh. The best aspect of Lencioni's analysis of the dysfunctions is that he takes you materially beyond the diagnosis and offers a real world approach to treating the problem.

A Project Management Professional
One of the most difficult challenges when starting a new project is forming a team ready to row in the same direction to achieve project objectives. I have long searched for a tool to overcome this challenge and have found just what I need in Patrick Lencioni's new book, The Five Dysfunctions of a Team. His easy to read style of writing allows readers to grasp the material quickly. The story of a new CEO unfolds in the first five minutes and keeps unfolding until one is finished with the book at around ninety minutes. I found my answers in "The Model" which follows the fable. This book will be on my desk for easy reference every time a new project is started, for this book is an absolute must for project managers as well as CEO's.

There is No Better Book About Managing Teams
I have to admit that I had somewhat limited expectations for this book. I was worried that this book would simply be a re-hash of the same material written in the first two books by this author. So often, it seems that the creator of a very successful and revolutionary paradigm (and Pat Lencioni's first books were certainly both of those) will put out a whole series of books that explain the same concept with a slightly different spin. Fortunately, that isn't the case here - - This is one of the most powerful business books I've ever read.

While the themes in this book are very consistent with the author's first book, the approach is completely different. The first book forced me to constantly look inward and ask myself what I could be doing better as a CEO. This book was much more team oriented, helping me to guide everyone of my direct reports in how they could be better managers and how we can function more cohesively as a team. I can't say enough about how eye opening the book was in terms of my ability to instantly improve the effectiveness of my entire team. I'm going to give this book to everyone on my team and plan to have a group discussion of what each of us learned from the book.

The book is a VERY quick read (probably an hour cover to cover) and will make a thoughtful manager completely re-think whether his or her team is optimally managed. The book allows you to quickly diagnose the area where your team has weakness and almost instantly chart a well defined course for a much more productive team.

I sincerely believe I'm a much better manager after reading this book and my approach to guiding my team is much more enlightened. For those with the courage to truly examine the way they manage and the commitment to seek out a better way, you won't find a better investment of 60 minutes of your time. ... Read more