Book Description
"At the very time the need for effective leadership is reaching critical proportions, Michael Fullan's Leading in a Culture of Change provides powerful insights for moving forward. We look forward to sharing it with our grantees."
--Tom Vander Ark, executive director, Education, Bill and Melinda Gates Foundation
"Fullan articulates clearly the core values and practices of leadership required at all levels of the organization. Using specific examples, he convinces us that the key change principles are equally critical for leadership in business and education organizations."
--John Evans, chairman, Torstar Corporation
"In Leading in a Culture of Change, Michael Fullan deftly combines his expertise in school reform with the latest insights in organizational change and leadership. The result is a compelling and insightful exposition on how leaders in any setting can bring about lasting, positive, systemic change in their organizations."
--John Alexander, president, Center for Creative Leadership
"Michael Fullan's work is remarkable. He masterfully captures how leaders can significantly improve their learning and performance, even in the uncontrollable, chaotic circumstances in which they practice. A tour de force."
--Anthony Alvarado, chancellor of instruction, San Diego City Schools
"Too often schools and businesses are seen as separate and foreign places. Michael Fullan blends the best of knowledge from each into an exemplary template for improving leadership in both."
--Terrence E. Deal, coauthor of Leading with Soul
Business, nonprofit, and public sector leaders are facing new and daunting challenges--rapid-paced developments in technology, sudden shifts in the marketplace, and crisis and contention in the public arena. If they are to survive in this chaotic environment, leaders must develop the skills they need to lead effectively no matter how fast the world around them is changing.
Leading in a Culture of Change offers new and seasoned leaders' insights into the dynamics of change and presents a unique and imaginative approach for navigating the intricacies of the change process. Michael Fullan--an internationally acclaimed expert in organizational change--shows how leaders in all types of organizations can accomplish their goals and become exceptional leaders. He draws on the most current ideas and theories on the topic of effective leadership, incorporates case examples of large scale transformation, and reveals a remarkable convergence of powerful themes or, as he calls them, the five core competencies.
By integrating the five core competencies--attending to a broader moral purpose, keeping on top of the change process, cultivating relationships, sharing knowledge, and setting a vision and context for creating coherence in organizations--leaders will be empowered to deal with complex change. They will be transformed into exceptional leaders who consistently mobilize their compatriots to do important and difficult work under conditions of constant change.
Customer Reviews:
Helpful.......2007-08-03
Leading in a culture of Change was very helpful. It showed a great comparison between leadership in the business world and leadership in the world of education. There were many ideas to ponder and consider implementing.
Great Read.......2007-07-03
Fullan's book is a good, straight to the point read. It is a very insightful, easy to follow guide on leadeship.
Leading in a Culture of Change.......2007-02-09
This book is very informative, but it is also extremely dry.
Useful and realistic take on leadership.......2007-01-13
This book by a prominent educator is readable. That may sound like faint praise, but it isn't at all. Michael Fullan is a university dean, and as such is a full-fledged member of the fraternity of educators. Yet he has not written in educator-ese, that impenetrable, opaque jargon familiar to anyone who has trudged through books on education. His approach to leadership is useful and realistic, with sections on moral purpose, relationships, knowledge sharing and change. Fullan does not set out to break new ground. Instead, he includes a good deal of information he has gathered from other researchers. Occasionally his compendium of useful ideas feels a tad disjointed, but generally, he presents his selections in a logical sequence that leads you to his main conclusion: business leaders have a lot to learn from pioneering school system managers. We recommend this book to school administrators, business executives and managers who are looking for guidance during organizational transitions.
Great resource tool!!!!.......2007-01-05
This book was easy to read and understand. It was extremely helpful and is a keeper. I will not get rid of it.
Book Description
Leading in a Culture of Change: Personal Action Guide and Workbook is an essential companion to Michael Fullan's bestselling book, Leading in a Culture of Change. This practical guide is designed to help leaders in all sectors (corporate, education, public, and nonprofit) manage and drive productive change within their organizations.
The workbook is filled with illustrative case examples, exercises, and resources that you can use with individuals or groups. It will help you (and any change agent) integrate the five core competencies—attending to a broader moral purpose, keeping on top of the change process, cultivating relationships, sharing knowledge, and setting a vision and context for creating coherence in organizations—and empower you to deal with the issues of complex change.
Book Description
Leading Innovation presents a unique, holistic approach to creating innovation at all levels of your organization. Authors Jeff DeGraff and Shawn Quinn have created a real-world, how-to playbook of integrated creativity tools and techniques for understanding where innovation comes from and harnessing its power to create a culture where real growth happens on a constant basis.
Based on DeGraff's proven methods-which he teaches in his innovation program at the University of Michigan Ross School of Business and has applied at Fortune 500 companies around the world-this breakthrough guide focuses on systematically integrating business practices and connecting them to the value propositions they produce. You'll discover how to diagnose obstacles to innovation, realistically assess your options, and develop an integrated program of action that can be adjusted to meet the needs of any group, department, or business unit throughout your organization.
You'll learn the 7 key steps to double-digit growth, sparking innovation in your:
- Leadership-teams, development, and behavior
- Strategic planning-identifying emerging opportunities
- Organizational culture and competency development
- Performance management processes-resource allocation, portfolio management
- Innovation incubation processes-stage-gate development processes, innovation networks
- Human resource management-staffing, team building, organizational learning
Throughout, insightful case studies demonstrate how these results-driven methods are supported by senior leadership at GE, Reuters, Coca-Cola, Pfizer, Johnson & Johnson, Eaton, and other leading innovators.
Customer Reviews:
Useful Guide for Transforming Organizations from Within.......2006-10-21
This is a comprehensive guide to assessing the strengths and weakness of organizations, and how that analysis is critical to utilizing the strengths to create innovative products and business practices. I found the case studies, of GM, Pixar, and Time Inc.'s Real Simple magazine, to be particularly valuable. Jeff DeGraff and Shawn E. Quinn present a seven point plan that is scalable to any size organization, and that can be used in part or in whole.
The fact is that innovative leaders are lurking in every organization, doing their magic by flying under the radar and need to be elevated into prominence and acceptability. The world is littered with the ghosts of companies that were incapable of change. Innovation only pays in the future, and this book is chock full of charts, exercises and checkpoints to take your company there!
Unique Paradigm for Growth.......2006-10-18
With its variety of insightful cases and stories, 'Leading Innovation'
delivers on its promise of helping readers understand the tensions
within organizations that hinder growth and change. A number of useful tools are included which can be readily applied to most organizations.
As a physician and administrative leader within a major health system, DeGraff and Quinn's words are on point with the demands we face regularly as we continue to grow as an innovative health care organization.
Practical and Refreshingly New Ideas.......2006-10-05
This book gives resourceful, stimulating, and yet practical and attainable possibities to an often problematic issue. The artful solutions proposed are set in a nice paradigm to illustrate the seven steps in a condensed version, the reader can see the quantum result prior to the detailed interpreation of the process. A delightful read for anyone looking to stretch their creative legs.
Book Description
Millions of people are frustrated by the lack of innovation and accountability undertaken by the government and other organizations, but they don’t know where or how to begin making changes. Paradigm Found is a primer for creating or reshaping institutions and businesses to be run on principles often voiced but rarely followed: learning, equality, tolerance, consensus, empowerment, generosity, and hearing and acknowledging all voices. Providing examples from her own rich experience, Murray shows readers what one individual can do to implement change from within, and how to do it. She encourages others to take risks, start organizations, and judge when it is time, and how, to move on. Full of practical suggestions for giving life to values and engaging stories of what works and what doesn't, Paradigm Found demonstrates that it is possible to walk the talk, even when it isn’t easy.
Customer Reviews:
This book is more than meets the eye..........2007-07-12
On one level, Paradigm Found (great title) is a how-to book for those with interest in organizing for global social justice through small NGOs. On a deeper level, it's a how-to book for living a life with meaning. Written in a clear and consistent voice.
Prepare to be exposed to new, exciting concepts by an amazing author!.......2006-11-11
Is this a "follow that dream" book? A "find a need and fill it" book? I suppose you could say it's both but "Paradigm Found" is far more than that. It is a well written and richly rewarding story by an amazing woman, Anne Murray who founded a not-for-profit organization called the Global Fund for Women. Although I found the entire book interesting, two areas particularly piqued my interest: the `care and feeding' of a non-profit corporation's board of directors and the entire concept of "giving." The author's experience coupled with her clarity of thought and writing gave me new insight into both these areas with which I'm involved in pro-bono board and fund raising work. The concept of "micro-financing" of projects was unheard of in foundations when the Global Fund for Women started it many years ago. They trusted people of few means in far away places to spend small grants as they saw fit to benefit their projects, and it worked with amazing success. The GFW was daring in being exclusively international and not making grants within the U.S. There were so many new and innovative things that Anne did in her journey. Paradigm Found makes for reading that's hard to put down.
Packed with management tips.......2006-09-24
PARADIGM FOUND: LEADING AND MANAGING FOR POSITIVE CHANGE blends women's issues and business, and comes from a woman whose idea of funding grassroots women's organizations around the world grew to the successful Global Fund for Women, today a major force of change. First-person chapters recounts her journeys to villages where such changes are taking place, her business perspective, and tips on how to create, encourage and build a dream based on business principles. From how to expand a program or organization to watching for roadblocks along the way, PARADIGM FOUND comes packed with management tips and insights particular to nonprofit work.
Diane C. Donovan
California Bookwatch
Paradigm Found Indeed!.......2006-08-10
Anne Firth Murray has written a truly marvelous and thought-provoking book, straight from the heart. It is hard to classify in one particular genre or another. Rather it is written in a unique style as a combination of a memoir, a good story, a motivational/inspirational book, and a manual. I really enjoyed not only learning about the history of the Global Fund for Women and all the wonderful, dedicated people that made it happen, but also learning more about Anne Firth Murray's life and the ideals she describes in her book.
It satisfies those who love good autobiographies and inspirational stories. And it also satisfies those who seek to learn about how one builds a strong organization from the roots up, from meaningful ideals to meaningful change. For me, this book was rejuvenating and energizing to read. It gave me new ideas and has inspired me all over again. I would think that each new reader who flips through its pages will experience similar self-reflection and inspiration in her or his own way.
This is a treasure of a book. I think it is a great book for all to read--young and old, women and men, and people working in all capacities. Students and young people are who starting out in pursuit of careers in human rights or in non-profit work will benefit in particular from the inspirational guidance that this book offers.
Social Change Dynamism.......2006-08-09
I found this book to be an inspiring in-depth look into not only THE GLOBAL FUND FOR WOMEN but into how to merge your walk with your talk especially when you are running the company or the department. May everyone have the opportunity to work with such an enlightened organization....or to create one!
Average customer rating:
- Practical Ideas to Stimulate Discussion & Get Results
- Best practices that work!
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Leading Culture Change in Your Software Organization: Delivering Results Early
Rita Chao Hadden
Manufacturer: Management Concepts
ProductGroup: Book
Binding: Paperback
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Product Description
The Effective Way to Produce Improvements for Project Management and Software Engineering! Leading Culture Change in Your Software Organization: Delivering Results Early is the first industry-specific guide to managing change. You ll find today s best strategies for quick wins and long-term gains when managing Software Process Improvement (SPI) and culture change. You ll: Learn how to deliver successful outcomes, using a targeted set of recommended actions, effective leadership, and social and psychological drivers Get first-hand knowledge from organizations that have successfully transformed the work habits and practices of their software professionals Discover techniques that you can apply immediately to maximize project success regardless of your organization s infrastructure or level of technical sophistication.
Customer Reviews:
Practical Ideas to Stimulate Discussion & Get Results.......2006-07-15
I conducted a survey in our organization based on the material from the "Barriers" chapter of "Leading Culture Change ...". We found barriers and a few "breaches" between the barriers. We presented the book's ideas about dealing with the barriers to our steering committee. It sparked a lively and continuing discussion. It brought problems out on the table, got some senior people to acknowledge the issues and is helping us with solutions. This got us to engage and address some deep misunderstandings (quality and business processes aren't disjoint; planning is more than requirements and a schedule) that might not have come out earlier. Having the material in the book made it easy to create the survey and to focus the resulting discussion.
Best practices that work!.......2003-11-01
If you're involved in any aspect of software implementations, and you desire to improve your product delivery for your user community, then this book is a must have. It offers practical approaches along with useful examples.
What I particularly like is the incremental approach using the five best practices in Chapter 2. The big-bang hammer approaches, which I have lived through and can, relate to in Chapter 4, just don't work!
I have used the author's best practices for my last three projects and the results were very successful: Project 1 - no major bugs found during end user acceptance testing, implemented three days early; Project 2 - implemented on-time with a satisfied user community; Project 3 - again, no showstopper issues during user acceptance resulting in a product that was delivered as expected by the user community. The suggested best practices do in fact work.
This book is my guide and reference for managing software implementations. I highly recommend it!
Amazon.com
In today's fast-changing marketplace, a business can't expect to thrive by just making products and selling them, argues Stephan H. Haeckel in Adaptive Enterprise. "It does not matter how good you are at making widgets if the market for widgets disappears or if your competitors offer dramatically new and improved widgets faster than you can," writes Haeckel, director of strategic studies at IBM's Advanced Business Institute. Instead, for a company to succeed nowadays, says Haeckel, it needs to know how to adapt to customers--even before they themselves know what they want. Haeckel lays out a strategy to create such a "sense-and-respond" approach that will allow companies to move quickly amid change. Among the key steps: companies must use innovative ways to gather information about customer needs. For instance, car manufacturers used video cameras in airport parking lots to discover that people often struggle to lift heavy suitcases over the high lower edges of trunks. In mall parking areas, the cameras revealed that shoppers had nowhere to put soft drinks they just bought. Now, low trunk edges and cupholders are standard features in almost every car. Because "sense-and-respond" is a relatively new business model formulated by Haeckel, the book is heavy on theory and slim on concrete examples. Nevertheless, Adaptive Enterprise has some good ideas for business leaders looking for an edge in a world where rapid change is the norm. --Dan Ring
Book Description
Unpredictable, discontinuous change is an unavoidable consequence of doing business in the Information Age. Because this intense turbulence demands fast - even instantaneous - response, many large companies are fragmenting themselves into smaller, quick-response units. But in doing so, they relinquish important advantages of scale and scope. Is it possible to have it both ways? Can large, complex firms adapt successfully and systematically to unexpected change?
Yes, says Stephan Haeckel, but only if leaders learn how to manage their organizations as adaptive systems. In
Adaptive Enterprise, Haeckel updates the concept of the corporation for the Information Age with a radical and comprehensive rethinking of organizational strategy, structure, and leadership. He outlines the new sense-and-respond business model that is helping companies systematically cope with the unexpected.
Haeckel argues that when unpredictability is a given, the only strategy that makes sense is a strategy to become adaptive - to sense early and respond quickly to abrupt changes in individual customer needs. As a result, a firm's operations must be driven by current customer requests - implicit as well as articulated - rather than by plans to make and sell what customers are forecasted to want in the future.
Here, for the first time, is a clear and comprehensive strategy for transforming firms into adaptive systems.
Adaptive Enterprise is both a new way of thinking about business and a handbook for leadership of postindustrial organizations. It maps out, with examples and illustrations, a step-by-step plan that companies can use to transform themselves into a new type of organization - one in which change is not a problem to be solved, but rather an indispensable source of energy, growth, and value.
Customer Reviews:
A new vision.......2007-08-27
The book talks about creating Sense and Respond organisations and adopting operational strategies similar to the approaches taken by the German 'Mass-Customisation' school of thought, i.e. using technology to create an information factory then combining it with granular modular production techniques to deliver on-demand services. To my mind this solution falls well short of the Sense and Respond Vision the author expertly outlines. But don't let the wrong solution prevent you from adopting the right vision. This book and the vision it outlines is very important for the world of work today, where old buiness models have reached the end of their useful life.
While the technology theme is very strong in the book,(as you would expect from a stategy school based at IBM) its underlying message is the need to deconstruct the very fabric of the organisation and introduce structures that can close the duration between 'sensing' and 'responding' to a level that establishes a truly on-demand capability. Their analogy of obtaining the responsiveness of 'Fly-by-Wire' systems in aircraft works well in this respect
More space might have been given to the approaches required to change the management mindsets and behaviours.
I would caution companies not to think of this solely as a technology solution otherwise they may be in danger of simply creating a more sophisticated form of make and sell with the technology solution providing a disappointing response to sensing the wrong needs.
The book outlines a brilliant strategic case for the adoption of Sense and Respond principles.
Stephan has brought the term 'Sense and Respond' to the attention of a very large audience and has since this book developed it into a fully fledged post-industrial managerial model.
A great read for people who are passionate about creating breakthrough organisations.
Looking for Guidance in eCommerce - its not here.......2000-06-27
Adaptive Enterprises, the title holds the promise of long term sustainable advantage. Unfortunately the book reads like an extended IBM consulting sales pitch. The central case study (Westpac) is over 10 years old. Surly if this was a break through the book would talk about long term results and how they were able to take over their market by being adaptive. There is little evidence of this. Other examples are internally focused about how IBM's training and education have become more adaptive.
Not enough detail to warrant the read or to get a real idea of how you would implement the concepts.
If you are looking for guidance on eCommerce and competing in hyper competition. It is not here.
The Future of Service Industries.......1999-12-22
Adaptive Enterprise covers two separate but related topics - mass customisation (customisation at mass production costs) and agility (capability to deal with changes in the business environment and the associated high levels of uncertainty). The book is primarily focused on service industries, where services can often be customised through organisational (re)configuration (hence the agility dimension). Most importantly, the book covers the difficulties of moving from make and sell to sense and respond - difficulties often ignored in cookbook style business books. The book also addresses application of systems thinking to enterprise design - an important topic that is not covered enough in business books. Those interested in agility will also find Appendix B useful. Here one finds a decision process to use when one is faced with significant uncertainty. Overall the book is refreshing in its honesty. After reading this book you might also want to read some follow-ups: Mass Customisation (Joseph Pine); Agile Virtual Enterprise (Ted Goranson) and Agile Manufacturing (Paul T. Kidd).
Paul T. Kidd
Command and control in complex adaptive systems.......1999-12-07
If you are ready to accept the notion that complexity governs your external markets, but are not yet ready to accept that the same rules may apply inside your organisation, you may find comfort in this prescription. It purports to be about the distinction between a 'make-and-sell' organisation and a 'sense-and-respond' organisation. The first is production efficiency focused and second is focused on customer satisfaction. (What the author calls 'sense-and-respond' is in fact an unacknowledged version of the Kolb cycle or cycle of organisational learning cycle, so well examined by Nancy Dixon. It is essential to all forms of learning, whether that is applied to providing customer satisfaction or to playing a musical instrument)
Overtly he argues that the shift from a make-and-sell orientation to a sense-and-respond orientation is a major piece of unfinished business for organisations. The reason that he can argue this is that he 'bundles' the issue of customer responsiveness with the much wider issue of complexity and unpredictability in the environment - in other words, he argues that it is not possible to be truly customer responsive if you do not also recognise complexity in markets.
Beneath this surface argument that the new complexity requires new approaches and its characterisation as a move to 'sense-and-respond', lies the real issue, which is the defence of command-and-control from devolution of control, which the author characterises dismissively as 'communicate-and-hope'. The author develops a framework which is designed to retain the essential features of command-and -control, while building flexibility and responsiveness. He argues that forms of governance that challenge command-and-control have only been effective in smaller and simpler organisations than the giants with which he is primarily concerned. By extension, he argues that they can not work in such organisations.
The core of his prescription is the ability of central management to provide central direction to the organisation by the use of an analogy to 'fly by wire' technology. In other words, he advocates the use of modern technology to keep central management informed of unpredictable change so fast that they can respond appropriately within tight time deadlines. When a 'modular' approach to structuring organisations is added, he argues that they can respond effectively not only to the generality of customers but to particular customers. However, the question of relationships with internal stakeholders - employees - does not figure in his schematic, nor does the issue of external alliances and partnerships. Both (separately and together) challenge the capacity of command and control: it is not just customers and markets.
A book full of really wonderful gems.......1999-11-16
As I am quoted as saying elsewhere "I wish I had had this book years ago!" In 1994 when Steve first introduced me to these principles, now so clearly set out in the book, I intuitively recognised their brilliance, and usefulness. The problem came in trying to implement a process that was itself in the throes of development. There is many a slip between "grasping the concept" and "making money from it."
In one sense, there is little that is completely new in this book. But, what a gem, where else have all the essential pieces been put together in such a logical and user friendly fashion?
I note that reviewers have not yet reached the Annexures. Using the "Adaptive Decision Process" resulted in the most exciting and valuable discussion of high level business strategy that I have ever been involved with. Debating with my management team the many strategic choices that were available to us in about 35 areas was a time consuming exercise. It took all of a day! As we progressed we found that we had developed about five possible strategies for the future. We were rather confused as to how we would make the many choices. Then came the enlightenment from modeling the financial impacts of each. We discovered that there were only a few choices that had significant financial impacts. And for once the entire management team was agreed on what these few vital choices involved. Talk about a powerful management process! This very powerful approach is hidden in an Annexure. Readers be warned, there is gold in the pages of this book, but there is so much that it is easy to miss much of it.
Another gem is the Commitment Management Protocol. My dream is to computerise this in such a manner that my email in box becomes my "promise" list showing what I owe to whom when, and what who owes to me when. Performance management becomes quite simple. This is despite the fact that we are now in an era when jobs can no longer be planned, scheduled and delivered according to schedule because those troublesome folk, our customers, do not want the standard services or products our assembly lines are designed to deliver. They want something almost unique to them.
The idea of "negotiating" conditions of satisfaction makes so much sense that I cannot believe it has taken so long for someone to write about it.
My congratulations to Steve Haeckel on a great addition to "wisdom literature".
Customer Reviews:
Cultural Matters.......2006-05-11
In this book the authors explore the position that systemic reform requires addressing the culture of individual schools, and that various reform efforts address school culture in different ways. The chapters advocate that the key to success is the match between the strategy in use and the setting. In the chapters, reforms and their interactions with particular school cultures are explored through fieldwork. They cleaarly illustrate that when accountability policy has run its course, there is a need to re-engage systemic reform. Such dramatic change requires schools to be both restructured and recultured.
The reader can learn from the cases what it takes to mount and sustain a systemic reform initiative at the school level. The book is intended for teachers, principals, parents, and others as a window into how to think about reform in schools, even as they must comply with the demands of accountability policy.
--- from book's back cover
Average customer rating:
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Leading In High Growth Asia: Managing Relationship For Teamwork And Change
Manufacturer: World Scientific Publishing Company
ProductGroup: Book
Binding: Hardcover
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ASIN: 9812388699 |
Book Description
Confronted with rapid changes and market-place pressures, managers throughout Asia are questioning their leadership. This book will help them integrate their traditions with modern practices to forge approaches suitable for their cultures and effective for today's global market demands. It also help Western managers adapt their methods so that they can lead successfully in Asia-Pacific.
To be successful, Asia-Pacific leaders must work to develop effective, close relationships with their employees and among their employees. Chapters written by scholars from ten Asia-Pacific countries highlight this common theme and also describe the expectations and orientations which managers can expect in a particular country.
Book Description
This digital document is an article from School Administrator, published by Thomson Gale on November 1, 2006. The length of the article is 3139 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: Leading professional learning: think 'system' and not 'individual school' if the goal is to fundamentally change the culture of schools.(professional learning communities)(Cover story)
Author: Michael Fullan
Publication:
School Administrator (Magazine/Journal)
Date: November 1, 2006
Publisher: Thomson Gale
Volume: 63
Issue: 10
Page: 10(5)
Article Type: Cover story
Distributed by Thomson Gale
Book Description
This digital document is an article from Defense AT & L, published by Thomson Gale on May 1, 2006. The length of the article is 1326 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: Medical Situational Awareness Advanced Concept Technology Demonstration: leading the acquisition culture change.(In the News)
Author: Nicole Kratzer
Publication:
Defense AT & L (Magazine/Journal)
Date: May 1, 2006
Publisher: Thomson Gale
Volume: 35
Issue: 3
Page: 64(2)
Distributed by Thomson Gale
Books:
- Light in the Shadow of Jihad: The Struggle for Truth
- Linear Models with R (Texts in Statistical Science Series (Chapman and Hall))
- Marketing Management (12th Edition) (Marketing Management)
- More Than You Know: Finding Financial Wisdom in Unconventional Places
- News That Matters: Television and American Opinion (American Politics and Political Economy Series)
- Operations Management with Student CD-ROM
- Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
- Patent It Yourself
- Pilots Choice
- Product Strategy for High Technology Companies
Books Index
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- Accounting: Themes, Keys, Formulas, Glossary of Accounting Terms for Your Introductory College Cour
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Leading in a Culture of Change Personal Action Guide and Workbook
What's Worth Fighting for in the Principalship? (What's Worth Fighting for)
Leadership & Sustainability: System Thinkers in Action
Zapp! In Education: How Empowerment Can Improve the Quality of Instruction, and Student and Teacher Satisfaction
SCHOOL LEADERSHIP THAT WORKS: From Research to Results
