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Organizations, institutions, and individuals get stuck in spite of their innovative ideas and ambitious agendas.Never has the timing been better for a book that cuts through the theoretical jargon and delineates the exact political and managerial skills leaders need to move agendas forward.Whether you're a team leader trying to lead change and innovation in a large corporation, an entrepreneur trying to gain support, a politician trying to expand your coalition, or an individual trying to advance your career and build networks, The Agenda Mover will give you the political and managerial leadership skills necessary to achieve results.Based on the premise that leadership competencies and skills can be learned, The Agenda Mover is the inaugural volume of the practitioner-oriented BLG Pragmatic Leadership Series published in association with Cornell University Press. Each volume emphasizes specific skills of execution that leaders at all levels need to master.Learn more about The Agenda Mover and the BLG Pragmatic Leadership Series at theagendamover.com and pragmaticleadershipseries.com.
What can we learn from looking at married partners who live apart? In Commuter Spouses, Danielle Lindemann explores how couples cope when they live apart to meet the demands of their dual professional careers. Based on the personal stories of almost one-hundred commuter spouses, Lindemann shows how these atypical relationships embody (and sometimes disrupt!) gendered constructions of marriage in the United States. These narratives of couples who physically separate to maintain their professional lives reveal the ways in which traditional dynamics within a marriage are highlighted even as they are turned on their heads. Commuter Spouses follows the journeys of these couples as they adapt to change and shed light on the durability of some cultural ideals, all while working to maintain intimacy in a non-normative relationship. Lindemann suggests that everything we know about marriage, and relationships in general, promotes the idea that couples are focusing more and more on their individual and personal betterment and less on their marriage. Commuter spouses, she argues, might be expected to exemplify in an extreme manner that kind of self-prioritization. Yet, as this book details, commuter spouses actually maintain a strong commitment to their marriage. These partners illustrate the stickiness of traditional marriage ideals while simultaneously subverting expectations.
In Confronting Dystopia, a distinguished group of scholars analyze the implications of the ongoing technological revolution for jobs, working conditions, and income. Focusing on the economic and political implications of AI, digital connectivity, and robotics for both the Global North and the Global South, they move beyond diagnostics to seek solutions that offer better lives for all. Their analyses of the challenges of technology are placed against the backdrop of three decades of rapid economic globalization. The two in tandem are producing the daunting challenges that analysts and policymakers must now confront. The conjuncture of recent advances in AI, machine learning, and robotization portends a vast displacement of human labor, argues the editor, Eva Paus. As Confronting Dystopia shows, we are on the eve of--indeed we are already amid--a technological revolution that will impact profoundly the livelihoods of people everywhere in the world. Across a broad and deep set of topics, the contributors explore whether the need for labor will inexorably shrink in the coming decades, how pressure on employment will impact human well-being, and what new institutional arrangements--a new social contract, for example, will be needed to sustain livelihoods. They evaluate such proposals as a basic income, universal social services, and investments that address key global challenges and create new jobs. Contributors: Vandana Chandra, Mignon Duffy, Dieter Ernst, Vincent Ferraro, Martin Ford, Juliana Martinez Franzoni, Irmgard Nubler, Robert Pollin, David Rueda, Diego Sanchez-Ancochea, Guy Standing, Stefan Thewissen
"The first component of intelligence involves effective adaptation to an environment. In order to adapt effectively, organizations require resources, capabilities at using them, knowledge about the worlds in which they exist, good fortune, and good decisions. They typically face competition for resources and uncertainties about the future. Many, but possibly not all, of the factors determining their fates are outside their control. Populations of organizations and individual organizations survive, in part, presumably because they possess adaptive intelligence; but survival is by no means assured. The second component of intelligence involves the elegance of interpretations of the experiences of life. Such interpretations encompass both theories of history and philosophies of meaning, but they go beyond such things to comprehend the grubby details of daily existence. Interpretations decorate human existence. They make a claim to significance that is independent of their contribution to effective action. Such intelligence glories in the contemplation, comprehension, and appreciation of life, not just the control of it."--from The Ambiguities of Experience In The Ambiguities of Experience, James G. March asks a deceptively simple question: What is, or should be, the role of experience in creating intelligence, particularly in organizations? Folk wisdom both trumpets the significance of experience and warns of its inadequacies. On one hand, experience is described as the best teacher. On the other hand, experience is described as the teacher of fools, of those unable or unwilling to learn from accumulated knowledge or the teaching of experts. The disagreement between those folk aphorisms reflects profound questions about the human pursuit of intelligence through learning from experience that have long confronted philosophers and social scientists. This book considers the unexpected problems organizations (and the individuals in them) face when they rely on experience to adapt, improve, and survive. While acknowledging the power of learning from experience and the extensive use of experience as a basis for adaptation and for constructing stories and models of history, this book examines the problems with such learning. March argues that although individuals and organizations are eager to derive intelligence from experience, the inferences stemming from that eagerness are often misguided. The problems lie partly in errors in how people think, but even more so in properties of experience that confound learning from it. "Experience," March concludes, "may possibly be the best teacher, but it is not a particularly good teacher."
This book is about the employment of people with disabilities in the United States and the important role of employer practices. Nearly one in five people report some form of disability, and they are only half as likely to be employed as those without disabilities. With the aging workforce and returning military veterans both contributing to increasing number of disabilities in the workplace, there is an urgent need for better ways to address continuing employment disparities for people with disabilities. Examining employer behaviors is critical to changing this trend. It is essential to understand the factors that motivate employers to engage this workforce and which specific practices are most effective. Disability and Employer Practices features research-based documentation of workplace policies and practices that result in the successful recruitment, retention, advancement, and inclusion of individuals with disabilities. The Cornell team whose work is featured in this book drew from multiple disciplines, data sources, and methodologies to learn where employment disparities for people with disabilities occur and to identify workplace policies and practices that might remediate them. The contributors include individuals with expertise in the fields of business, economics, education, environmental design and analysis, human resources, management, industrial/organizational psychology, public health, rehabilitation psychology, research methods, survey design, educational measurement, statistics, and vocational rehabilitation counseling.
In High Tech and High Touch, James E. Coverdill and William Finlay invite readers into the dynamic world of headhunters, personnel professionals who acquire talent for businesses and other organizations on a contingent-fee basis. In a high-tech world where social media platforms have simplified direct contact between employers and job seekers, Coverdill and Finlay acknowledge, it is relatively easy to find large numbers of apparently qualified candidates. However, the authors demonstrate that headhunters serve a valuable purpose in bringing high-touch search into the labor market: they help parties on both sides of the transaction to define their needs and articulate what they have to offer. As well as providing valuable information for sociologists and economists, High Tech and High Touch demonstrates how headhunters approach practical issues such as identifying and attracting candidates; how they solicit, secure, and evaluate search assignments from client companies; and how they strive to broker interactions between candidates and clients to maximize the likelihood that the right people land in the right jobs.
Every day, people around the world make financial decisions. They choose to invest in a stock, sell their holdings in a mutual fund or buy a condominium. These decisions are complex and financially tricky--even for financial professionals. But the literature available on financial research is dated and narrowly focused without any real practical application. Until now there's been a gap in the literature: a book that shows you how to conduct a step by step comprehensive financial investigation that ends in a decision. This book gives you that how. Investing in Financial Research is a guidebook for conducting financial investigations and lays out Cheryl Strauss Einhorn's AREA Method--a research and decision-making system that uniquely controls for bias, focuses on the incentives of others and expands knowledge while improving judgement--and applies it to investigating financial situations. AREA is applicable to all sorts of financial sleuthing, whether for investment analysis or investigative journalism. It allows you to be the expert in your own life. The AREA Method provides you with: *Defined tasks that guide and focus your research on your vision of success; *A structure that isolates your sources, giving you insight into their perspectives, biases and incentives; *Investigative resources, tips and techniques to upgrade your research and analysis beyond document-based sources; *Exercises to foster creativity and originality in your thinking; *A sequence and framework that brings your disparate pieces of research together to build your confidence and conviction about your financial decision.
Organizations, like people, get stuck! They get ensnared in routines and processes, and they fall back into old habits. This is the dangerous period of inertia, the period that precedes failure, when organizations show signs of sluggishness. In Transforming the Clunky Organization Samuel B. Bacharach specifies why organizations fall into patterns of inertia and details the critical pragmatic leadership skills leaders need to regain organizational momentum. From Alfred Sloan, to Lee Iacocca, to Lou Gerstner, to Indra Nooyi, to Steve Jobs, to Jeff Bezos, Bacharach argues that their pragmatic leadership skills assured that their organization did not get trapped by the doldrums of inertia. He employs case illustrations to identify clunky tendencies and inertia within organizations across a wide range of business sectors including technology, finance, banking, home entertainment, and retail. Illustrations are drawn from organizations such as Amazon, Apple, Borders, Merrill Lynch, Nintendo, Starbucks, and Unilever, among many others. Bacharach argues that in order to achieve their potential, organizations need to be perpetually involved in two activities. The first is discovery--organizational leaders need to continuously explore new opportunities and transfer new insights into new products, processes, and directions. The second is delivery--organizational leaders need to be able to mobilize support for ideas, sustain and drive these ideas forward, and achieve results. Successful discovery and delivery allows organizations to truly thrive and continuously meet their potential. Expanding on The Agenda Mover, the first book in the BLG Pragmatic Leadership Series, this book offers a roadmap for individual leaders at all levels to create the agility and synergy needed for the continuous organized flow of information and the movement of ideas. Clunky organizations need leaders that are explorers and innovators in the discovery phase and mobilizers and sustainers to deliver solutions. Transforming the Clunky Organization provides the keys for necessary behaviors that allow leaders to successfully break inertia and foster agility. This book will appeal to leaders at all levels within organizations, change-management consultants, and business-school professors.