Book Description
Churches have tried all kinds of ways to attract new and younger members - revised vision statements, hipper worship, contemporary music, livelier sermons, bigger and better auditoriums. But there are still so many people who aren't being reached, who don't want to come to church. And the truth is that attendance at church on Sundays does not necessarily transform lives; God's presence in our hearts is what changes us. Leaders and laypeople everywhere are realizing that they need new and more powerful ways to help them spread God's Word. According to international church starter and pastor Neil Cole, if we want to connect with young people and those who are not coming to church, we must go where people congregate. Cole shows readers how to plant the seeds of the Kingdom of God in the places where life happens and where culture is formed - restaurants, bars, coffeehouses, parks, locker rooms,and neighborhoods. Organic Church offers a hands-on guide for demystifying this new model of church and shows the practical aspects of implementing it.
Customer Reviews:
Superb Summary of "Missional Church".......2007-10-09
I've been looking for a great summary of the missional church concept -- here I've finally found it. Neil Cole calls the reader back to the Biblical roots of church, cutting through traditional paradigms and dated ecclesiology. While maintaining a fresh relevance to the 21st century, the author communicates a way of doing church that is so Scriptural it appears new.
This book is NOT another formula of how to organize, lead or manage a local church. Instead, it is a radical departure from a dying, dated ministry model to one that is Biblically sound yet culturally relevant. I recommend this book highly -- it's definitely a keeper for me!
Four star review.......2007-08-27
Haven't read the book yet but leafing through it it looks good and attention holding...
Really real - and really effective .......2007-07-23
I saw organic church on a bookshelf a couple of years ago. I avoided it because of the title (remember don't judge a book by it's cover?). It seemed a little trendy - maybe even too pop culture. I was looking for some good discipleship material when I came across another book that I had read by Neil Cole (author). When I discovered that this was the same author of Organic Church, I thought that I would give it a quick read.
Organic Church was maybe the best book that I have ever read! It connected the book of Acts with the 21st century. It was inspiring and innovative. And it has put me in a postition to reconsider what it means to be a disciple and to make disciples. It is a very honest and very realistic look at church as we know it. It exposes the weakness in the church, and doesn't hide it's own weaknesses. It is not theoretic, analytic, or synthetic - it's just real - natural. It ends up that being organic means being effective.
What makes a church?.......2007-05-18
I enjoyed Cole's thinking outside the pizza box, his passion for evangelism, and his rather sound explanations of new testament era churches. He does a good job in explaining the biblical idea about the priesthood of believers. I liked the critical thinking about engaging the culture.
But, What makes a church?
It didn't go into much detail about the individual churches themselves, how they are structured, or what makes them definably different than a traditional small group. It read as if any small group of people that organized themselves would have been called a church. Perhaps he lays out further development somewhere and I've not yet come across it.
I'm not sure what separates these little churches from small groups disconnected from a church. He doesn't interact with the rich theological history of the marks of a church, which in my confessional tradition (Presbyterian) are
1. The pure preaching of the Word of God as sound doctrine,
2. Administration of the sacraments,
3. The exercise of discipline
The point here is not to debate tradition, the validity of how many marks define the church visible or invisible, but rather how to blend the material in the book into the richness of good sound theological tradition.
Pastor Chris
Touching the Heart of the matter.......2007-05-12
This book is awesome. I am a connoisseur of faith in Jesus having started churches and or served in a variety of capacities for more years than I can remember. I've always puzzled over our present western practice of church and the visible practice of church in its origination. What we read in the New Testament is more like a release of a plague of God spreading eveywhere, delivered in power from believer to unbeliever in live demonstrations of the Ascended Jesus.
Finally - a 'go to'model of Jesus that is free to once again spread the life of Christ in a plague like viral fashion, unencumbered by grasps of men for control and power and to make a name for themselves - "Look at me, I'm king of the hill." Church as a business is one of the most foolish concepts we've ever adopted.
Read this book. It will ruin you if you let it. And then you can get on with serving Christ and not something else. It's possible if the western church doesn't go this way by choice, it may still end up going this way, but by some other means. Either way, the model may well be the most correct I've seen, and the most viral in bringing "the Cure" to our fellow diseased travelers here on planet earth.
Average customer rating:
- Has history been tampered with?
- Calculations are only as good as your numbers
- Pants on fire?
- Accepted History & Chronology Must Be Changed.
- Very Interesting
|
History: Fiction or Science? (Chronology, No. 1)
Anatoly Fomenko
Manufacturer: Mithec
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Similar Items:
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History: Fiction or Science? Chronology 2 (Chronology)
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History: Fiction or Science? Astronomical methods as applied to chronology. Ptolemy's Almagest. Chronology III
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They Cast No Shadows: A Collection of Essays on the Illuminati, Revisionist History, and Suppressed Technologies
ASIN: 2913621058 |
Book Description
Recorded history is a finely-woven magic fabric of intricate lies about events predating the sixteenth century. There is not a single piece of evidence that can be reliably and independently traced back earlier than the eleventh century. This book details events that are substantiated by hard facts and logic, and validated by new astronomical research and statistical analysis of ancient sources.
Customer Reviews:
Has history been tampered with?.......2007-10-23
Watch Video Here: http://www.amazon.com/review/RAZQNMXM4M9CL Has history been tampered with? Yes, it has! Did events and eras such as the crucifixion of Jesus Christ, the Roman Empire , the Dark Ages, and the Renaissance, actually occur within a very different chronology from what we've been told? Yes, they certainly did!
The history of humankind is both drastically shorter and dramatically different than generally presumed.
Why is it so? On one hand, it was usual custom to justify the claims to title and land by age and ancestry, and on the other the court historians knew only too well how to please their masters. The so called universal classic world history is a pack of intricate lies for all events prior to the 16th century. World history as we learn it today was entirely fabricated in the 16th-18th centuries. It's likely that nobody told you before, but
there is not a single piece of firm written evidence or artefact that is reliably and independently dated prior to the 11th century.
Naturally, after what you've learned in school and university, you will not easily believe that the classical history of ancient Rome, Greece, Asia, Egypt, China, Japan, India, etc., is manifestly false.
You will point accusing finger to the pyramids in Egypt, to the Coliseum in Rome and Great Wall of China etc., and claim, aren't they really ancient, thousands of years ancient? Well, there is no valid scientific proof that they are older than 1000 years!
The oldest original written document that can be reliably dated belongs to the 11th century!
New research asserts that Homo sapiens invented writing (including hieroglyphics) only 1000 years ago. Once invented, writing skills were immediately and irreversibly put to the use of ruling powers and science.
The consensual chronology we live with was essentially crafted in the 16th century by the Jesuits.
The world history was compiled from contradictory mix of innumerable copies of ancient Latin and Greek manuscripts and other irrefutable proofs delivered by late mediaeval astronomers that were cemented by the authority of writings of the Church Fathers.
Early in life, we learn about ancient history. Children love the magical lessons of history - they are like fairy tales. Teachers recite breathtaking stories; very soon We learn by heart the names and deeds of brave warriors, wise philosophers, fabulous pharaohs, cunning high priests and greedy scribes.
We learn of gigantic pyramids and sinister castles, kings and queens, dukes and barons, powerful heroes and beautiful ladies, emaciated saints and low-life traitors.
Ancient history is based documents, manuscripts, printed books, paintings, monuments and artefacts - called primary sources.
The problem is that neither these ancient documents, nor events described therein can be irrefutably dated, moreover they contradict each other for the most part.
When a school textbook tells us that Genghis Khan in year X or Alexander in year Y, have each conquered half of the world, it means only that it is so said in some of the written sources.
There are no answers to simple questions:
When were these primary sources written?
Where and by whom were these sources found?
It is wrongly presumed that ancient and medieval chronicles, written by Genghis Khan's or Alexander the Great contemporaries and eyewitnesses, are readily available. Actually, only sources written hundreds or even thousands of years after the events are there, compiled mostly in the 16th 18th centuries, or even later.
As a rule, these sources suffered considerable multiple manipulations, falsifications and distortions by editing. At the same time,
innumerable originals of ancient documents under various pretexts were destroyed in Europe under various pretexts.
The names of persons and geographical sites often changed meaning and location during the course of the centuries.
Geographical locations became clearly defined on maps only with the advent of printing.
This made possible the circulation of identical copies of the same map for purposes of the military, navigation, education and governance tasks.
Historians from Oxford say: "hey, everybody knows that Julius Caesar lived in the first century B.C.
`Julius Caesar' statement is only a point of view as
there is simply no irrefutable documentary proof that Julius Caesar or any other great name of antiquity ever existed.
Better than that - extremely rare sources that can be reliably dated back to the 10th-14th centuries A D, do not show the polished picture of classical history.
They show a picture both contradictory and confusing.
All methods of dating of ancient sources and artefacts are erroneous:
Radio-carbon C14 method produces dating with exactitude of plus minus 1500 years, therefore it is too crude for dating of events in historical timeframe!
The Almagest tractate, which lies as corner stone contemporary chronology, compiled in the 2nd century A D by Ptolemy, the founding father of astronomy, contains astronomical data of 9th to 16th century!
The Bronze Age,that has supposedly began 5000 years ago. Bronze is made of 90% copper and 10% tin, but the technology for tin extraction dates back to 14th century A D!.
All eclipses contained in manuscripts, like Thucydides one, relating 'ancient' events have exclusively medieval dating. All horoscopes cut in stone or painted in Egyptian temples, like Dendera have exclusively early medieval dating solutions.
Not quite what you have learned in school? Open your eyes, and, you will find sufficient proof to reach step by step the inevitable conclusion that the classical chronology is false and therefore, that the history of ancient and medieval world universally accepted today, is also false. Have a fresh outlook on everything said or printed about "ancient" and "enigmatic" Roman, Greek and Egyptian, medieval as well as all other "lost and found" civilizations.
Antiquity and Dark Ages are phantoms invented in the 16th 18th and polished in 19th 20thcenturies. Human civilization is in fact barely 1000 years old!
This book will change your perception of History forever!
What if Ancient Rome, Greece and Egypt were invented during Renaissance?
What if The Old Testament was a rendition of events of the Middle Ages?
What if Jesus Christ was born in 1053 and crucified in 1086 AD?
Sounds Unbelievable?
Not after you've read "History: Fiction or Science?" by Anatoly Fomenko, the genius mathematician.
Armed with astronomy and computers Anatoly Fomenko turns History into a rocket science.
Calculations are only as good as your numbers.......2007-08-03
Yes, we can all agree that mainstream history is nearly 100% BS due to politics, economics, ego, problems with dating techniques, and various conspiracies. Agreed. But, I've been researching the distinct possibility that human history (in terms of civilizations) are much more ancient than we've been told, so coming across this book was very interesting to me. I wondered how Fomenko could be wrong (if at all) because he is very persuasive in his presentations. Then it dawned on me. If at previous times in prehistory, due to the various catastrophies that are well documented (comets, asteroids, planetary disruptions, plasma discharge, pole reversals, etc) the Earth was in a different position in relation to the sun, different tilt on its axis, different orbit, different rotation (in terms of velocity and DIRECTION), and the continents were in different positions, then would this not cause the ancients to see the sky (constellations) differently? In other words, is Fomenko making erronious assumptions about the physics of the Earth in pre-history, which then corrupt his data with regards to dating the relevant astrology? The last event to seriously disrupt our planet occured roughly 3500 years ago, according to other good researchers, so is it possible Fomenko has been confused by this? The vastly different physics of our planet in the not so distant past may explain this confusion, which is not to say the "mainstream" version of history is correct; on the contrary. I am not an expert in these fields, but wanted to see if this idea could spark discussion.
Pants on fire?.......2007-07-19
Will people ever read before spamming? Yes, Jesuits could not rewrite world history alone, they had help. Anyway, Dr Prof Acad A.Fomenko does not point to jesuits as the driving force of world wide history manipulation in published volumes 1,2,3;, actually he barely mentions the poor devils. Check it with 'Search inside' feature, please. China is rarely mentioned either, in fact, Dr Fomenko is completely eurocentric. Right, his theory contradicts all mainstream schools of history, because in their actual state they are all built on blatantly erroneus chronology. You don't need a mysterious cabal (conspiracy) to falsify history, the falsification is its modus operandi. It is inherent to history(ians) to falsify (distort) events, as it is inherent to humans to boast as it is inherent to power (authority) to legimize itself by referrring to glorious past made to its own order. Dr Prof Fomenko and team have identified scores of instances of such manipulation in Russian, European, etc.. history, and delivered valid statistical proof thereof. His own 'reconstruction' is completely another story. Forget c14 as a valid method of dating. W.Libby has initially discovered a brilliant method of INDEPENDENT dating. Too bad, c14 method has become a joke after a forced marrige with dendrochronology with consensual chronological scale inbuilt. Radiocarbon method can't stand blind tests, but is so very productive as a rubberstamp.
Accepted History & Chronology Must Be Changed. .......2007-04-09
There is no doubt that history as most know it is a sham, & institution's version of History both University & Church is fradulent & inaccurate. Everything was established with an agenda, The real "Dark Ages" are now when we have access to incredible amounts of information past authorities & more important 'common folk' didn't have but our institutions & educators are slow to evolve because of what has ignorantly & arrogantly been taught for too long. This is on many subjects not just Chronology.
For anyone to question "Why would a Mathematician have anything credible to say of History?" The answer is from Dr. Fomenko's preface in the book: "It would be worthwhile to remind the reader that in the XVI-XVII century Chronology was considered to be a subdivision of Mathematics." These volumes could possibly be some of the most important works to date & should be read by everyone with an interest in History, especially professors & educators who have a duty to the public. I have read both books & must say that 'Chronology 1' has some very eye opening & revolutionary information. Even if these volumes are part true the implications are profound & opens the doors to further investigations & questions which must be done. I speak several different lanquages & must say the logic Dr. Fomenko uses with "inflection" of words & words being read from left to right in one region & right to left in another then written backwards, the removal of vowels & get down to basics of words, or different cities & locations having the same name etc. is correct. Vowel usage has always been optional & varied, actually complicating linquistics & study. The first thing one has to understand is that words never had a fixed spelling in history like we do now, the spelling of words was mutable & regional, as well as names & titles of people were vast, varied & changed, NOTHING WAS FIXED or understood linear. Matters of Life & Death as well as financial profiteering yesterday & today were & are made with ignorant, illogical & conspiratorial views of history & reality, it's time people get closer to the Truth & society collectively grow up.
Very Interesting.......2007-03-07
It is a good proposal and I believe it will mature into something even better in the future. I think it deserves to be read.
Average customer rating:
- Beware books that come with a money back guarantee
- Missing the point is right...
- It's an Adventure!
- Very thought provoking!
- Twin Sons of Different Mothers
|
Adventures in Missing the Point: How the Culture-Controlled Church Neutered the Gospel
Brian D. McLaren , and
Tony Campolo
Manufacturer: Zondervan/Youth Specialties
ProductGroup: Book
Binding: Paperback
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ASIN: 0310267137 |
Book Description
There is a stirring among churchgoers. Many are looking at how the Christian faith is being played out, wondering if somehow we’re missing the point. What if there is more to our faith than just getting our souls into heaven? What if there is a power in the gospel that’s been kept under lock and key because of our culture-controlled church? If we placed our beliefs and their origins under the microscope, what would we see?
Customer Reviews:
Beware books that come with a money back guarantee .......2007-05-10
It is interesting to me that a book criticizing evangelicalism would fall into the same faults as the very groups it is criticizing. Much like any pop press publication you would find at your neighborhood Christian Book Store, this book lacks scholarship, style, and depth. This book makes many claims that may very well be valid, but no one would ever know since they use no citation to back up what few sources they do give. At one point they needlessly quote anonymous sources to make a point that many notable scholars have made better and who wouldn't need their identities hidden. The only explanation I can think of for this is that they did not research the subject enough to find better sources or they wanted to make this "controversial" issue seem more sordid than it is. Quite often the authors just make blanket statements with no support at all except maybe a flimsy metaphor.
McLaren and Campolo may have some good idea, but delivering them in such a format does nothing but harm their case. The concepts in this book come off looking half baked and rely too heavily on straw man arguments to be taken seriously.
What I found most discouraging about this book is that it is proof either that (a) McLaren and Campolo's abilities in no way warrant their following or (b) McLaren and Compolo seriously underestimate the intelligence of their readership. I would advice each of them to take note of authors such as Mark A. Noll whose book The Scandal of the Evangelical Mind shows how a criticism of modern evangelicalism (from an Evangelical point of view none the less) can be poignant, honest, compassionate, and scholarly.
If you still feel compelled for some reason to purchase this book, I would suggest you keep the receipt.
Missing the point is right..........2007-03-04
These two guys are experts at missing the point of the gospel. They are more concerned with social issues than they are with saving souls and bringing people to a saving knowledge of Jesus Christ.
It's an Adventure!.......2007-01-03
I bought this book while preparing to teach a class on the Emerging Church for my seminary. While I am still adapting to Brian McLaren's style, I share a denominational identity with Tony Campolo, so I was happy to find a book that featured both people in dialog.
Having established that I'm already biased in favor of the writers, I was extremely happy with the book, both in terms of the positions they took and the general "give and take" between the writers on the various issues. There are a lot of people who are going to take issue with this book, but it tackles things that the rest of the world thinks the church has become blind to, and does it very well. The fact that they could differ from time to time, usually with well-reasoned positions, was very helpful.
So here's what I am taking from this book: It's a good starting place for exposing people to some of the dialog that is going on in the Emerging Church; It helped me get some better insight into Brian McLaren's thought by standing him alongside someone I already deeply respect; and it discussed some issues that churches need to stop running from and start talking about. In the process, it might offend a lot of people, but if it gets them talking, it has achieved its objective.
Very thought provoking!.......2006-12-28
I have to agree that the book is mistitled but is nevertheless a good read. Throughout the book, McLaren and Tony Campolo gave their opinions on issues, but never really explained how the point was being missed (maybe they missed the point? haha). I thought it was going to be a book that explained how we as Christians get so caught up in proving A point to people (especially to each other), that we forget THE point, and that is to draw people closer to Christ.
It was nothing like that. Campolo and McLaren did touch on that here and there, but mostly focused on presenting their ideas on how to live Christian lives and deal with issues in our present culture. Their ideas fall mostly on the moderate side of things, which I like. But if you are a fundamentalist, you will definitely disagree with at least most of it (although I would still recommend it to you because it should make you think, and I personally like books that make me think, whether I agree with them or not).
The language is easy to understand and interesting. I enjoyed the format, because McLaren and Campolo each write their thoughts on the issue, and occasionally they disagree. I like that you get two perspectives on issues, such as media. A couple times, I was thinking "yes, yes, I totally agree!" during the chapter. Then, at the end of the chapter where the other one responds, I would say, "oh. That's a good point, too. Hmm." It really made me think.
For me, a 23 year old who is still figuring out her belief system and is getting out of the conservative side into the moderate side, this book became a GREAT resource in figuring out what I believe and giving me good arguments as to why.
Twin Sons of Different Mothers.......2006-12-19
Brian McLaren and Tony Compolo share the same space in different generations as Christian ministers/writers. Both are iconoclastic, yet have a boundless love for God and a deep but qualified love for God's church. In this book they carry on a conversation-a series of essays followed by a response that help the reader understand their theological views, and at the same time hear the critique of those who might be of a different generation.
The authors break the discussion down into three general areas-God, World and Soul. Included as topics are issues such as salvation, theology, Kingdom of God, End Times, the Bible and particularly running thru many of them the role of culture in shaping our theology and practice. The essays are short and the give and take is enlightening.
I found this to be a stimulating read, and as I suspect the authors wished, I found myself wanting to read more of their work. Good book, highly recommend
Book Description
2nd Edition/ Social Welfare
Customer Reviews:
New therapy for young people with social problems.......2005-07-22
I have a teen age grandson who was getting into drugs and dropping out of junior high school but otherwise very bright and into music, piano and guitar, and lots of curosities about social problems and medical problems, a voracious reader. He is now in an alternative school and the methods used are those described in this book, and after six months is appearing to be straightened out and may be able to rejoin the "normal" outside world
Caring For Kids & Empowering Kids to Care.......2002-01-07
Positive Peer Culture is an indispensable asset to all those committed to helping young people reach their full potential as individuals and members of their communities. Vorranth's and Brendtro's writing is the result of a fruitful dialectic of theory and praxis; Positive Peer Culture is a model for youth treatment and empowerment grounded in effective practice. I know of no other approach that so effectively challenges young people to assume the task of caring, helping, changing, and living responsibly (and I've experiences several approaches).
The authors include the vital information necessary for both youth workers and adolescents to effectively implement Positive Peer Culture in residential and school-based programs. This volume also contains insights gained from the practice of Positive Peer Culture not available in the first edition, including discussion of common mistakes staff make during the implementation process and a chapter on evaluating programs based on PPC.
I have seen PPC empower many young people to live responsible and meaningful lives-young people who where labeled hopeless and unreachable. I first read the volume, "Positive Peer Culture," at age thirteen while attending a PPC based residential treatment program. At age twenty-three, I find the authors' concepts and methods as inspiring and compelling as when I first discovered them; they are set forth in simple and straightforward terms easily understood by professionals, laymen and youth alike.
Although PPC has been used primarily to empower adolescent offenders, the ideas in this book, if applied, are helpful for working with young people from a variety of backgrounds in a variety of settings-from community based programs, to public schools, to juvenile detention facalities. In addition to professional youth workers, teachers, ministers, parents, and youth themselves can benefit greatly from reading "Positive Peer Culture."
People who believed in empowering young people asked me to read this book and practice the principles it sets forth so that I might understand the power of caring. If you care about kids, I hope you will buy and read this book so that you may be better equipped to empower them to become the great men and women they have the potential to be.
Excellent Training Manual for Youth Workers.......2000-03-17
Positive Peer Culture is an excellent resource for youth workers working with young offenders in a residential custody setting. Ten years of using the principals, which are so clearly explained in the manual, to create a climate of caring and trust with young offenders, has convinced me that Brendtro and Vorrath have got it right. There is no better system of behaviour management and cognitive restucturing in existence that I know of!
Excellent methodology for working with troubled youth.......1998-12-02
This book is the foundation for Positive Peer Culture; a very powerful treatment approach that mobilizes the natural and dynamic potential of adolescent peer groups. Working with delinquent and emotially disturbed youth in residential treatment for over 25 years I have found this to be an outstanding process for staff and youth alike and have utilzed it as our primary treatment approach at the Connecticut Junior Republic.
Book Description
Today's workforce is experiencing job burnout in epidemic proportions. Workers at all levels, both white- and blue-collar, feel stressed out, insecure, misunderstood, undervalued, and alienated at their workplace. This original and important book debunks the common myth that when workers suffer job burnout they are solely responsible for their fatigue, anger, and don't give a damn attitude. The book clearly shows where the accountability often belongs. . . .squarely on the shoulders of the organization.
Customer Reviews:
A useful framework to address burnout........2006-11-06
"The Truth about Burnout" was written a decade ago, but its analysis and recommendations may be more valid today than they were when the book was published. The first couple of chapters are a bit tedious, but the book takes off once the authors start digging into causes of burnout and laying out ways to overcome burnout.
The authors describe the causes of burnout in terms of six mismatches between people and their jobs: "work overload, lack of control, insufficient reward, breakdown in community, absence of fairness, and conflicting values." These six mismatches provide a framework for developing interventions to address burnout and build employee engagement.
For me, the most encouraging feature of the book is the authors' suggestion that the intervention can be bottom up as well as top down. The authors provide roadmaps for both kinds of intervention.
One of the Best Books on a Pervasive Problem.......2006-02-21
Christina Maslach is well-known in psychology as the person who has championed the problem of burnout over more than two decades. For quite a time she was something of a lone voice.
Burnout is a prolonged response to chronic physical, emotional and interpersonal stressors at work, leading to exhaustion, cynicism and inefficacy. In a memorable term the authors describe it as erosion of the soul.
Burnout has to be seen in the larger organizational context of people's relationship with their work: it's usually the job and the organization rather than the individual, although there are clearly differences in individuals' resilience to burnout.
There are many symptoms of burnout, including trouble sleeping, constantly worrying, feeling unappreciated or "used" at work and feeling less effective or competent. Many people find that they easily becoming angry or irritated and altogether too many start drinking or abusing other substances.
Burnout is immensly costly, not just for individuals, but also for organizations. I agree with another reviewer who lamented the paucity of data on just how costly burnout is to a company's bottom line. But judging by the number of corporations now asking epxerts to go in and help them deal with the burnout problem, I think that the message is getting through.
This is an excellent overview of the problem nearly ten years ago. If anything, the situation is becoming worse, and Maslach, and now an expanding band of other psychologists has continued to do empirical research on the problem, and have been coming up with ever more sophisticated solutions.
But even with the passage of time, this book remains highly recommended.
VERY VALIDATING.......2005-10-04
tretise on what most of us already know about bureauracracies. I've not finished reading the "what to do about it." yet, but already know my first questions when contemplating a new job will be "How many people were fired or quit in the past 6-9 months?"
A Good Read!.......2004-03-02
Christina Maslach and Michael P. Leiter's groundbreaking book debunks myths about burnout and holds organizations accountable for this epidemic, which has swept the work world. The authors detail how organizations can treat and prevent burnout, and take a critical look at its deep-rooted causes, including lack of engagement and conflict between employees' values and their jobs. Conversationally and with great impact, the authors support their points and suggestions. We recommend this book to executives, managers and employees. Now go home and get some rest.
A REAL CURE FOR A MODERN DAY PYCHOLOGICAL EPEDEMIC.......2003-06-02
In the Truth About Burnout Drs. Maslach and Leiter propose the first real cure for burnout and the key to releasing peak potential in the workforce.
Much of the past advice on the topic of burnout focuses on how to help people cope with burnout. These techniques are useful and come in handy, but unfortunately they do not position or fortify people to reach higher levels of performance. Simply treating the symptoms of burnout is like giving someone a medicine that provides temporary relief from external signs that they have a cold. After the medication wears off, they still have a virus raging through their body that's slowing them down. Likewise the "virus" that causes burnout is disengagement with work and no matter what temporary relief solution we provide to ease the pain, in the form of workshops on how to cope and "employee assistance programs" at the end of the day the "virus of disengagement" is still alive and well and impairing performance.
This book is for anyone manager or individual contributor who has decided to stop coping and "sugar-coating" and instead seek a real and practical solution to burnout. I highly recommend it.
Joe Santana,
Co-author Manage IT
Book Description
The authors combine their key areas of interest, industrial sociology, occupations, and professions, to present a unified view of the sociology of work. The text's analytical approach to the study of work not only identifies and discusses substantive issues, but also allows students the opportunity to better develop analysis, reasoning, and argumentative skills. Chapter topics are discussed within the framework of the text's key five themes: technology; global perspectives; class relations; gender; and race. The world of work, how it is changing, and the implications of these changes for individuals and families is thoroughly explored in this contemporary and student relevant text.
Customer Reviews:
Not a fun read........2007-04-05
This book is very detailed in studying the level of organizations in the work setting. Must chapters seem like they take forever to read and get a grasp on. When I was finished reading it I found the information to be very overwhelming and hard to remember. It might be a good book solely to use as a reference. I would not recommend it to anyone.
Amazon.com
Dennis and Michelle Reina, principals in an organization-development firm, believe more productive and rewarding work environments will emerge if relationships that define them are truly built on trust. The problem they see is years of "downsizing, restructuring, and reengineering or of upsizing, mergers, and growth" that frequently result in minor misreadings of intention along with major breaches of promise--followed all too often by seriously diminished employee performance. The solution they propose in Trust & Betrayal in the Workplace is that leaders must develop a full understanding of the complex dynamics involved, and commit to practices that support building trust with employees. The book addresses the aspects of betrayal and trust, the bulk of it focused on "transactional trust" (which they define as "managing expectations, establishing boundaries, delegating appropriately, encouraging mutually serving intentions, keeping agreements, and being congruent in our behavior") and ways to build it among teams and groups as well as entire organizations. The authors conclude with a section on "transformational trust," the ultimate stage attained when trust within these levels "reaches a critical point and increases exponentially, becoming self-generating and synergistic." This is smart food for thought, supported by tools and techniques that can put it into practice. --Howard Rothman
Book Description
In today's competitive global economy, organizations sometimes must make difficult, even distressing changes. For them to be successful, trust is vital. After all, business is conducted via relationships, and trust is the foundation to effective relationships. This book is about trust; the power when it exists, the problems when it doesn't, the pain when it is betrayed, and how to restore it. Drawing on years of research and experience with organizations worldwide, the authors provide a simple yet comprehensive approach to trust that shows how to discuss it constructively, identifies behaviors that build or break trust, and describes steps to rebuild trust and sustain it even through periods of change. This revised, expanded edition features new examples and practical tips, tools, quizzes, and exercises to help readers create work environments where trust grows so that people feel good about what they do, relationships are energized, and productivity and profits accelerate.
Customer Reviews:
Trust & Betrayal in the Workplace: Building Effective Relationships in Your Organization.......2007-07-17
We've probably all experienced that really bad job that drained every bit of creativity, energy, and enthusiasm we had. Perhaps you had that overbearing boss who had unrealistic expectations or that supervisor who wouldn't just trust you do your work. Maybe you worked in a place where suggestions or attempts to solve problems were quickly quashed or met with anger.
Trust and Betrayal in the Workplace unequivocally illustrates that such situations not only make the job a hassle but also inhibit the potential productivity of all employees. Basically, as the employee realizes that he or she (or others around them) is being devalued, he or she becomes less committed to doing the best job possible.
Dealing with the resulting morale issue is extremely challenging. Even if the actual problem is addressed, often lost trust is difficult to repair. For instance, if the company attempts to encourage employees to report potential problems, few will likely come forward because they can't possibly believe that they won't get yelled at or have their issues ignored once again. Trust and Betrayal in the Workplace explains that this situation need not be futile. There are ways to rebuild trust and address past issues to create a stronger, more productive business.
A TOP-NOTCH BOOK...TERRIFIC FOR PRACTITIONERS!.......2006-09-22
This is an excellent work that cuts through the typical babble that fills many pages of others books on the subject of trust. The content is exceeding meaty. The organization of the material is first-rate. One of the very best books on the subject. Highly recommended!
Trust as the Foundation.......2003-03-06
The Reina's develop understandable definitions and offer a well researched and thought out framework for both the development and practice of trust. They also offer practical and accessible vignettes and case studies illustrating the 'trust behaviors' that are so crucial to effective organizations and relationships.
Probably the most powerful part of the book is the section on Betrayal. Betrayal is a huge factor in our lives and we rarely talk about it. This book offers a language, method, and solution for both talking about betrayal and beginning the process of healing from it.
This is an important book for people interested in getting to the root of systemic problems in institutions, families, and relationships.
I highly recommend it!
Best of its kind!.......2002-05-23
Blown away! A huge help to solving workplace problems..help that carries over into all parts of life. The Reinas
have a great thing going. I would like to take their course and meet them in person!
A Solid Effort!.......2001-06-02
Dennis S. Reina and Michelle L. Reina discuss the importance of having a strong sense of trust in the workplace. They advocate avoiding both the major and minor betrayals that undermine trust. Creating an environment that promotes trust contributes to effectiveness in the workplace, especially during times of rapid change. The book discusses the nature and effect of trust. It is enhanced with a variety of exercises that promote workplace dialogues and help people think through the issue of trust. Many of these exercises are especially suited for teams, work groups and divisions. The exercises facilitate discussing and resolving problems in a more trusting atmosphere. This well-written, easy-to-read book is directed to front-line supervisors and unit mangers, although it will also interest top management and company owners. We [...] recommend this book to team builders in organizations of all sizes.
Book Description
Knowledge has always resided in organizations-but it wasn't until the Information Age put a premium on ideas that intellectual capital was recognized as a critical resource. Now, forces like technology, globalization, and the rise of free agency and virtual workplaces are bringing another form of "hidden" capital to the forefront.
In Good Company is the first book to examine the role that social capital-a company's "stock" of human connections such as trust, personal networks, and a sense of community-plays in thriving organizations. Written by leading knowledge management experts Don Cohen and Laurence Prusak, this groundbreaking book argues that social capital is so integral to business life that without it, cooperative action-and consequently productive work-isn't possible. The authors help today's leaders understand the nature and value of social capital, suggest ways they can encourage and enhance it, and explore how they can protect this vital but increasingly vulnerable resource in a volatile, virtual world.
Drawing on major social and economic theories, and the experiences of organizations including the World Bank, Aventis Pharma, Alcoa, Russell Reynolds, and UPS,
In Good Company identifies the social elements that contribute to knowledge sharing, innovation, and high productivity. The authors convincingly show how almost every managerial decision-from hiring, firing, and promotion to implementing new technologies to designing office space-is an opportunity for social capital investment or loss. They also reveal the benefits that derive from investments in social capital, such as greater commitment and cooperation, increased talent retention, and more intelligent responses to customer needs.
A landmark book on the critical role that relationships play in organizational success,
In Good Company helps employees at all levels recognize the power of social capital to help people work better, and make organizations better places to work.
Don Cohen is a writer, consultant, and the editor of Knowledge Directions. Laurence Prusak is Executive Director of the IBM Institute for Knowledge Management and co-author of Working Knowledge: How Organizations Manage What They Know.
Download Description
In Good Company is the first book to examine and explain the role that social capital--the value inherent in human connections, including trust, personal networks, and a sense of community--plays in the successful running of organizations. Knowledge management experts Don Cohen and Laurence Prusak identify the social elements that contribute to knowledge sharing, innovation, and high productivity--and show how nearly every managerial action can enhance or diminish an organization's social capital. Drawing on the social sciences, economics, and engaging stories from organizations including the World Bank, IBM, the New York City Diamond Trade, and UPS, this book offers practical advice on how to recognize and develop this hidden resource for employee fulfillment and economic gain.
Customer Reviews:
Social Capital is the leading edge for HR measurement- pay attention.......2006-02-16
The Information Age has put a premium on ideas and intellectual capital is more valuable today than ever. Knowledge has always resided within organizations, therefore the very sought after intellectual capital is a critical resource that resides within the employees of a company. Although these employees possess intellectual capital, with the emergence of technology, globalization, and the rise of free agency, another resource has emerged: social capital. This social capital is made-up of human connections, such as trust, networks, and a sense of community. In this book the authors share how to:
· Recognize social capital for what it is and what it is not. Understand that social capital is not about everyone liking everyone else, nor accepting everyone. It is not about being nice, or being forced to share tales of their personal lives. It is important to stay focused on what is truly social capital.
· Develop a sense of trust among employees and build trust between the employees and the firm. Learn how all social capital starts from a sense of trust.
· Allow networks and communities to develop naturally. Within networks, the authors show that social capital is strongest. Allow employees the space and time to connect.
· Encourage talk and storytelling. This is the voice of social capital. The art of conversation is discussed at some length by the authors.
· Meet the challenge of an increasing virtual world. The authors stress the importance of balancing both the virtual and real world experiences.
Work as Social Process.......2002-08-03
Why do new CEOs staff the company with their men?
Why are women under-represented un the business world?
Why could some succeed in launching and establishing new enterprises while other couldn¡¯t manage do so?
Why are the MBA degree craved, while there is no link between MBA results and future salary?
Social capital is supposed to be the answer to these questions. Social capital is widely exploited to emphasize the social nature of work: the work is the social process. Previously, corporate culture is used to point out such a nature. Organization¡¯s culture means the set of rites and rituals that give it its unique character. Culture is the ¡®way things are done around here.¡¯ The HP way, for example, the open-plan, walkabout management style laid down in the 1950s, by Bill Hewlett and Dave Packard, a style that still imbues the company today. But culture is a elusive concept. It¡¯s too soft to be managed. One executive asserted that ¡®the only culture round here is in the yoghurts in the canteen.¡¯ Nevertheless, though too soft to grasp, it¡¯s very real one. So many M&As have been botched for clashes between corporate cultures. It¡¯s real but too elusive to manage and grasp. Social capital is introduced to ground it on tangible material base. Then what is social capital? Social capital refers attributes like trust, commitment, attachment and so forth which belongs to active connections among people, in other word, network and community.
When the God decided to put a stop to human-being¡¯s first great collective enterprise, he confused their language so they could no longer understand one another, and could not carry out the joint project, Tower of Babel. Carry a heavy stone could be done without words. The real problem was the loss of understanding that cannot be mimed or diagrammed. Without common speech, the tower¡¯s planners could not have inspired others to join the project, workers could not have learned to trust each other¡¯s judgment, resolve unexpected problems together, or count on each other¡¯s help in dangerous situations. In other words, what they lost was not just common language, but the social capital which was probably more critical than the failure of information exchange.
Some schools in economics of organization characterized the firm as the flow of information. It¡¯s hard to deny. In this regard, however, corporate culture is no more than each company¡¯s idiosyncratic frame to each processing info: the firm is no more than a cybernetic system. But the firm is a social process built on community and network. Culture is what resides in community and network within personnel.
Moreover, organization¡¯s knowledge and capabilities lies not in official hierarchy but in unofficial community of practice. Most job training occurs after workers join a firm. They learn by dong on the shop floor. There is always a manual that describes how to operate a particular machine or conduct a job. As times passes, however, workers are apt to devise better ways to do the job and surpass the manual. And this is the collective process. As they work together, knowledge slowly moves from person to person. Network and community are not only the repository of corporate knowledge and capacities, but also the incubator of collaboration, especially voluntary collaboration that does not rely on external incentives. They help create and sustain our personal identities, the intrinsic satisfactions of praise, respect, and gratitude from fellow members. Those have more meaning and power than little prizes or even monetary rewards.
Now, I think, you¡¯ve got what is social capital. Above, I followed the style of the book which does not burden the reader with abstract concepts, but illustrate the picture of social capital with real world examples, to enlighten readers to the practical meaning of social capital in their own workplace. With closing the last page. I bet you get the crux and import of social capital.
I was glad someone noticed!.......2002-06-19
This is a good and helpful read. While Cohen and Prusak do tend to say a lot of things that one has a gut feeling of but has never read or heard someone say aloud about working relationships, some of it was really fascinating. They have a particularly interesting chapter on chat and storytelling and the functions those activities serve at work. The theme of the book is that organizations should invest in social capital the way they invest in other kinds of capital, but that such investments can't be faked. Workers know when the love is real, so to speak.
The writers address particularly cogent trends of telecommuting and volatile industries and how those can cause stress in organizations because they lower social capital. They had some interesting points. One thing I particularly responded to was the chapter on trust. They wrote that when someone says their organization is particularly political, what they are saying is
that there is very low trust. Another thing they wrote that really interested me is that the virtual office isn't going to succeed - and hasn't as predicted - because work is an inherently social activity. That's one of the reasons people like it and are dedicated to it. Not that many people are ever going to want to work at home in their pajamas - every single day. They also suggest that money isn't the only effective lure for new talent or retainer of current employees. They write that if talent can just be bought, it will be, but if you create high social capital in your organizations, money alone won't be able to suck the talented people from your offices.
[The book made me want to read more by Chris Argyris, who is an organizational pyschologist at Harvard, and the book "The Social Life of Information."]
Pointing Out the Intangible Values of Positive Connection.......2001-09-25
"Social capital consists of the stock of active connections among people, the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible." What is new about this book is that it applies this sociological concept to business enterprises.
As the authors point out, having more social capital inside an organization is good, but it is not sufficient to create a successful enterprise. Digital Equipment is used as an example of this point. Also, organizations can have social capital and be serving harmful ends (the Nazis are used as an example).
The authors feel that there are important limits to what free agency, telecommuting, virtual organizations, and hoteling offices can accomplish because their basis in social capital will be weaker.
On the positive side, they argue for hiring and encouraging people who fit the values and culture of the organization, and creating an environment in which social capital will build. To do this, companies should actively take steps that build trust, networks and communication through making appropriate spaces and time available, and help people learn through effective story telling.
The benefits of this approach will be better knowledge sharing, lower transaction costs, lower turnover of key employees, better coherence of action due to organizational stability and more shared understanding. You may also see more creativity if people are allowed to experience the intrinsic pleasures of making the future.
I thought that the best part of this book was in the detailed look at the various kinds of stories that organizations tell and what their purposes are. This book extended my understanding of that subject, which is an important one for communications.
The main drawback of the book is that it does not address social capital in terms of the connections between the individuals in the organization and most stakeholders (like customers, suppliers, partners, owners, lenders, and the communities the company serves). These connections are more important in those dimensions discussed in the book than the equivalent connections within the company. So this omission is a pretty significant limitation of the book.
The major secondary drawback of the book is that those who work in organizations like the ones described here with lots of social capital (UPS, SAS Institute, and J & J) will probably find little that is new. For those who are insensitive to the importance of social connections, this book will seem too amorphous and nonquantitative to change minds. If the target is to make those with low emotional intelligence become more effective and supportive, this book won't make the grade. It's preaching to the choir, without enough discipline in defining its prescriptions. For example, the book argues that cubicles with lots of sight lines are great for improving communications. But those who need quiet time and places to work for extended periods will tell you that cubicles drive them up the wall and reduce certain kinds of productivity. What's the best way to encourage both more communications and quiet thinking time when it's needed?
If you are interested in seeing lots of case histories on these subjects, you would probably enjoy the parts of The Dance of Change that focus on improving communication, trust, and connection.
After you finish this book, think about where your organization needs more trust, where you need more connections within and without the company, and how you can create a more cohesive creativity on the significant opportunities that face you.
Be open to the positive potential of the new, and help others to see it also!
Common sense, uncommon insight.......2001-05-01
If I could inflict one book on business executives this year, this would be it. In arguing that social capital within organisations has a value, and that there are ways to encourage it, the authors will not surprise most corporate infantry. But they draw together the human strands of this topic - trust, networking, the office environment, gossip - in an elegant and compelling way, and turn an insightful lens towards everyday facets of employee interaction. While the approach is scholarly, there's enough case study and anecdote to give their case a grounded authenticity. It's extremely well written, and the ideas it brings together beg for enlargement and further research.
Book Description
Evaluation in departments is widespread but often fails to spark positive change. Based on his extensive work with academic departments across the country, Wergin explains that successful department evaluation exists only when faculty and departments have a strong influence on the purposes, processes, and methods of evaluation. The central purpose of Departments That Work is how academic programs can make evaluation more useful and critical reflection more likely.
Topics include:
- How quality has become confused with such concepts as effectiveness, productivity, and marketability and how it might more constructively be conceived as focusing on the engagement of the department with its constituencies
- An examination of both intrinsic and extrinsic motivators of faculty work, the concept of organizational motivation, and the factors influencing identification with the institution and motivation to contribute to it
- The three critical factors of effective department evaluation
- How academic leaders can create a culture of engagement
- How to define and negotiate academic values with diverse stakeholders
- How to ask the right questions and collect the right idea
- How to determine standards and make meaning of evaluation data
- An overall summary of specific recommendations for academic leaders and departmental faculty, including an appendix of the constructs presented in each chapter
Customer Reviews:
interesting suggestions for moving forward.......2007-07-05
How to evaluate and improve a university department? That has been a perennial and contentious topic in many universities. Wergin weighs in with several observations and suggestions.
The basic idea for moving forward is simple. The faculty should be closely involved in defining and promoting a department's mission and focus. This takes advantage of a desire amongst many academics for a sense of community and purpose within their department. The biggest problem is simply that, once tenured, individuals are largely autonomous. Plus, in order to get tenure, researchers often have to be very competitive within their fields. Wergin offers ways to counteract these tendencies. Appealing in part to that sense of community. Along with the notion that faculty working together often have greater political clout within a university.
Book Description
For many years, scholars aligned with mainstream research paradigms that make up organizational behavior (OB) have been leaning toward the more positive depiction of organizational reality. To better understand people's behavior in the workplace, they must also explore misbehavior. Organizational Misbehavior (OMB) is a term that was coined by Yaov Vardi about 10 years ago when he found out there were no models for how to predict "misconduct" at work. Thus, the purpose of this book is to delineate a new agenda for organizational behavior theory and research.
Devoted to the study and management of misbehavior in work organizations, this volume is divided into three parts. Part I discusses the prevalence of these phenomena. It searches for typologies and definitions for misbehavior in the management literature using a historical perspective and proposes a general framework of OMB. Part II explores some important manifestations and antecedents of OMB at different levels of analysis--the person, the job, and the organization. Finally, Part III presents practical and methodological implications for managers and researchers. The authors offer a comprehensive and systematically developed framework for the development and management of misbehavior in organizations.
The book is intended for students, scholars, and practitioners who manage OB.
Customer Reviews:
highly recommended.......2004-02-05
Highly recommended text book for organizational misbehavior.
The authors present a systematic and comprehensive analysis of the topic. They present a typology of misbehaviors, thier antecedents and correlates. They also present the contexts of organizational misbehavior and methods of research in a very clear and easy to read style.
The book is recommended for OB students, researcher of OB and OMB, and managers who wish to better anderstand people behavior in the workplace.
Books:
- Organizational Behavior & SAL CDROM Pkg (12th Edition)
- Paradoxes of Group Life: Understanding Conflict, Paralysis, and Movement in Group Dynamics (New Lexington Press Organization Sciences Series)
- Process Improvement Essentials: CMMI, Six Sigma, and ISO 9001
- Public Administration: Understanding Management, Politics, and Law in the Public Sector
- Rendezvous with Rama
- Right Projects Done Right: From Business Strategy to Successful Project Implementation (Jossey Bass Business and Management Series)
- School and Society: Historical and Contemporary Perspectives with PowerWeb and Timeline
- Secrets of the Millionaire Mind: Mastering the Inner Game of Wealth
- Selling 101: What Every Successful Sales Professional Needs to Know
- SPIN Selling
Books Index
Books Home
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- Computer Accounting with Microsoft Great Plains 8.0 w/ Software CD
- Handbook of Environmental Economics, Volume 2: Valuing Environmental Changes
- Let There Be Blood
The Shaping of Things to Come: Innovation and Mission for the 21 Century Church
Revolution
The Forgotten Ways: Reactivating the Missional Church
Simple Church: Returning to God's Process for Making Disciples
The Present Future: Six Tough Questions for the Church
