SPIN Selling

Book Description

The international bestseller that revolutionized high-end selling!

Written by Neil Rackham, former president and founder of Huthwaite corporation, SPIN Selling is essential reading for anyone involved in selling or managing a sales force. Unquestionably the best-documented account of sales success ever collected and the result of the Huthwaite corporation's massive 12-year, $1-million dollar research into effective sales performance, this groundbreaking resource details the revolutionary SPIN (Situation, Problem, Implication, Need-payoff) strategy.

In SPIN Selling, Rackham, who has advised leading companies such as IBM and Honeywell delivers the first book to specifically examine selling high-value product and services. By following the simple, practical, and easy-to-apply techniques of SPIN, readers will be able to dramatically increase their sales volume from major accounts. Rackham answers key questions such as “What makes success in major sales” and “Why do techniques like closing work in small sales but fail in larger ones?”

You will learn why traditional sales methods which were developed for small consumer sales, just won't work for large sales and why conventional selling methods are doomed to fail in major sales. Packed with real-world examples, illuminating graphics, and informative case studies - and backed by hard research data - SPIN Selling is the million-dollar key to understanding and producing record-breaking high-end sales performance.

Customer Reviews:

Sales Dawgs------READ THIS BOOK .......2007-10-13

There are literally 1000's of sales books out there, but this is like no other. Its not so much a 'how to' book, but more like 'The Millionaire Next Door' for sales. Here is what the top producers do, here are the facts, do whatever you want, we don't care. Not fancy closes, secret words to put in your presentation, nothing like that. It truly is like no other sales book and I have listened to the audio version 3 times since I bought it and have picked up something new everytime.

A classic and one of the very best.......2007-09-02

SPIN is a classic, one of the books that revolutionized professional selling. It amazes me to read some of the negative reviews of this book posted here. Some of this I attribute to lack of knowledge of the history of our "profession," which bears few hallmarks of being a profession yet. Can you get a four year college degree in SELLING, the one thing every business must do well to survive, let alone prosper? Except for programs at a small handful of universities around the country, the answer is NO. Do we have peer-reviewed journals in our profession? NO. Do we have accepted standards and professional certification? NO.

What Neil Rackham, a behavioral researcher, did for selling was huge. He applied the techniques of research and analysis to our profession. Until then, no one could say definitively that "always be closing" was bad advice. But in business to business selling, in high-tech selling to educated professionals, the "ABC's of selling" is only one of many pieces of bad information that passed for "wisdom" before Rackham showed them up for what they were. Such sales tactics are the reason salespeople have been saddled with negative stereotypes.

Some reviewers condemn Rackham by saying that companies cited, such as Kodak, IBM, and Xerox have suffered business reversals since this book came out. Sorry folks, but good salespeople using good selling techniques will not, alone, save your company. MANY companies that were at the top of their industries in the 1970s and 1980s are either out of business or have suffered serious reversals in the years since. That is a different issue altogether, and if you are looking for explanations try STRATEGY books like "Good to Great" by Jim Collins or "Strategy" by Michael Porter. Someone on this site said that IBM's loss of computer business to other PC makers was evidence of the failure of SPIN...totally ridiculous. IBM passed on the operating system that became DOS, which in turn became the engine fueling MicroSoft's ascent to the heights. In hardware manufacturing IBM ignored lots of evidence that a paradigm shift was underway and PCs were becoming commodity items.

The negative reviewers are looking for a silver bullet in many cases: SPIN will not transform you into a president's club winner by reading it. It is how you apply and practice it that will enable your success. Becoming expert in the use of this simple framework requires work and thought. What Rackham showed us is that the WORDS we use are important, along with HOW WE USE THEM. We must understand THEIR goals and focus on being part of THEIR success if we are to be successful in a sustainable, long-term partnership. Also that we must not be manipulative or treat other people (aka "customers" or "prospects") in ways we would not want to be treated ourselves. The acronym "SPIN" was coined before Washington politicians gave the word the negatie connotation it now has.

SPIN is not the only good refenence book for salespeople, but it is a landmark book, the result of research that has not, to my knowlege, been replicated since. It should be a held in great esteem by any sales professional. Rackham's concept of an "Advance" as an objective way to measure the progress of a sales call is, alone, worth the price of this book.

By the way, I have been in sales for 30 years, as a salesperson, sales manager, and director of training for a Fortune 500 company. I still have a lot to learn. But one thing I do know: there is tremendous value in this book for any salesperson with an open mind and the desire to continue growing, learning and improving as a sales professional.

Highly effective technique in high-touch Sales.......2007-07-19

This book is a simple guide to improve your effectiveness as a sales professional in high-value direct enterprise sales situations. Regardless of culture and language, people on the other side of the table from a sales person have an instinctive judgment to mis-trust any characteristic that seems contrived or unnatural. Genuineness is a pre-requisite. Therefore, like with any sales theory, rote learning and implementation of the theory is futile. Having said that, internalizing the fundamental premise of this book in my everyday life as a sales-person has been rewarding over the years and across geographies, cultures, languages and types of product/service being sold.

SPIN selling goes well with approaches that talk about Values-Based Selling, Solution Selling and Rackham's own Major Account Sales Strategy.

Huthwaite (Rackham) has done a phenomenal job of monetizing this simple concept by way of selling sales training and books. However, you may find the book too "salesy" at times. It is common idiom with any good speech, presentation or book; first you tell them what you are going to tell them, then you tell them, then you tell them what you told them. The book does a great job of steps 1 and 3, but leaves you wanting more in step 2.

The basic concepts about stages of a sales call, focus on customer needs and benefits, situation-problem-implication-need-payoff line of questioning, objection handling/prevention, sound closing techniques and post-sales are well articulated. The promise of increasing effectiveness in "major sales" is largely fulfilled. However, the emphasis on "it's based on research" goes unsubstantiated for the most part. You find the author insisting that "it's based on research" and providing simplistic graphs "based on research" than actually providing rigorous insights into the research. It also does not help that business theory is presented as a first person narrative. Blurs that fine line between theory-based opinion and opinion-based theory.

All said, the technique is highly effective and serves as a great foundation for approaching sales calls at various stages in the cycle. I've found myself going back to this book multiple times over the years. Always a good sign for books that you want to own rather than just read once.

How to Ask the Questions that Lead to Sales Success.......2007-06-30

The sales guru Zig Ziglar once said "People don't care how much you know until they know how much you care." To me, that means that you've got to understand people before you can persuade them. If you're to understand someone, they have to talk to you. And the best way to get them to talk is to ask questions. But are there some questions that are more highly correlated with successful selling than others?

Published in 1988 and still one of the best researched sales books on the market, SPIN Selling by Neil Rackham has the answer: Yes, some questions do increase your chances of sales success more than others. More importantly, these client interviews- what SPIN Selling calls the Investigation stage- have the greatest effect on the outcome of the sale. The book outlines the four types of questions that salespeople ask during the Investigation stage:

Situation: What is going on here? How do things work?

Problem (Pain Points): What are the problems you are experiencing?

Implication (Implied Needs): What effect do these problems have on results (cost, quality, delivery, customer service)?

Need-Payoff (Explicit Needs): What improvement in results could you make by resolving these problems with these specific capabilities (perceived value)? Are there other benefits? How important are these benefits to you?

(From page 91) "The SPIN model taps into the psychology of the buying process: buyers' needs move from Implicit to Explicit. The questions provide a roadmap for the seller guiding the call through the steps of need development until Explicit Needs have been reached. The more Explicit Needs you can obtain from buyers, the more likely the call will succeed."

Following the model gets customers to tell you how what you're selling helps them. It makes you partners instead of opponents in the value discovery process. And by helping clients develop the benefits in their own words, you avoid objections and make it easier for clients to sell internally for you.

Ultimate Sales Model for Business to Business Selling.......2007-06-25

I speak around the world on lead generation and SPIN Selling" to give you a roadmap on how to master business to business selling.

There is no other resource I can think of where you can "easily perfect" your selling approach and strategy.

Neil gives you step-by-step plan that anyone can follow in their quest to excel at selling their products or services.

The one caveat is I would adopt the "SPIN" Model to "SPAIN" with the "A" emphasizing "Agitate" to put more focus on what the problem is costing your prospect without your specific solution.

I would also add that the SPIN Field Book is a great resource.

Joe Heller, Trust Cycle Selling

Financial Management: Theory and Practice with Thomson ONE

Average customer rating:

First, they should learn to write sentences!
finance student
Not a good book to learn from
Marcel Douven Netherlands
Dissenting Opinion

Financial Management: Theory and Practice with Thomson ONE
Eugene F. Brigham , and Michael C. Ehrhardt
Manufacturer: South-Western College Pub
ProductGroup: Book
Binding: Hardcover

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Accessories:

A Guide to Using Thomson ONE - Business School Edition
Study Guide to accompany Financial Management: Theory and Practice

ASIN: 0324259689

Book Description

This text remains the only text in the market that presents a balance of financial theory and applications. The authors maintain the same four goals as with the first edition: helping learners to make good financial decisions, providing a solid text for the introductory MBA course, motivating learners by demonstrating finance is relevant and interesting, and presenting the material clearly.

Customer Reviews:

First, they should learn to write sentences!.......2007-08-22

This book falls into the category of professors who know the material, but just can't communicate it. I can tell it was written on a schedule...sloppy wording, confusing definitions, and unintuitive examples and explanations. This information isn't that tough to understand...poor writing makes it so.

Here's a paragraph defining WACC, p.11.
Financial managers also must make finance decisions relating to how to finance the firm. In particular, what mix of debt and equity should be used, and what specific types of debt and equity should be issued? Also, what percentage of current earnings should be retained and reinvested rather than paid out as dividends? Along with these financing decisions, the general level of interest rates in the economy, the risk of the firm's operations, and stock market investors' overall attitude toward risk determine the rate of return that is required to satisfy a firm's investors. This is a return from investors' perspectives, but it is a cost from the company's point of view. Therefore, it is called the weighted average cost of capital (WACC).

As in the rest of the book, too many words, no directness or clarity.

Don't buy this book for self-study; you'll spend most of your time trying to decipher the obfuscating sentences.

finance student.......2007-07-09

I felt that the book was good. Some of the concepts could have been explained in better detail. I notice that on a lot of the chapters the authors repeated some of the material more than once. Some chapters need more practice problems like in chapter 5. This book explains the basic and fundamental concepts good but does not explained the difficult concepts good. Overall, this book was good.

Not a good book to learn from.......2007-06-01

This book's explanations were poor at best. It utilized undefined terms, and had a weak glossary/index.
Explanations of financial formulas were sorely lacking, and the organization of these formulas so that one could ever find them wasn't even attempted.

Not recommended.

Marcel Douven Netherlands.......2007-04-15

We used this "Brigham" for the course financial management, MBA programm.
The book gives a good overview and analysis of the main issues and is rather easy to understand and pleasant to read. You sould be aware that some issues are seen through the American glasses. Very usefull, I warmly recommend it.

Dissenting Opinion.......2007-02-27

Like many of the other reviewers, this text was required for my MBA program. As intro books go, I think that this book is much more advanced then what many reviewers have indicated.

Plus, my terms are 8 weeks long and this textbook is way, way too long for such a short time period. My school should adopt a textbook that is shorter in length. The book has over 25 long chapters. We barely studied half that before the term came to an end.

I felt that the layout of the text was not great. By this I mean, it would have been very helpful if, like other textbooks, the publishers/authors defined terms and concepts in the margins. Often times, the authors failed to provide clear definitions in the narrative forcing you to go to the glossary.

Next point, the authors present the material in long dense paragraphs which can be a challenge to get through. They need to break things up a bit more and interject more solved problems and examples.

I found this text more "academic" in nature and not something I could use as a reference on the job. I am looking for the practical and not the theory.

Bottomline, I would rather use a textbook that gets to the point faster, has more worked out problems, and is more visually inviting so to speak. For example, I have an old edition of Gitman's "Financial Management" and I like it much better then this textbook. The study guide that goes with Gitman's book is really good as well.

Meanwhile, I am debating whether to keep this text as reference or not.

Good to Great and the Social Sectors: A Monograph to Accompany Good to Great

Average customer rating:

Super Social
Thought-provoking for non-profits
A must read for anyone in a leadership position
Great Principles make for Great Outcomes
Good to GREAT

Good to Great and the Social Sectors: A Monograph to Accompany Good to Great
Jim Collins
Manufacturer: HarperCollins
ProductGroup: Book
Binding: Paperback

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ASIN: 0977326403

Book Description

Jim Collins Answers the Social Sector with a Monograph to Accompany Good to Great. 30-50% of those who bought Good to Great work in the Social Sector.

This monograph is a response to questions raised by readers in the social sector. It is not a new book.
Jim Collins wants to avoid any confusion about the monograph being a book by limiting its distribution to online retailers.
Based on interviews and workshops with over 100 social sector leaders.

The difference between successful organizations is not between the business and the social sector, the difference is between good organizations and great ones.

Customer Reviews:

Super Social.......2007-10-22

In my own research on high performance I have found that there is indeed such a thing as a Superperforming nonprofit. The pattern is the same here as well - robust process wed to robust culture. The volunteer and fundraising nature of nonprofits seems to render culture and process a special case, but it does not seem so different to me then the PXC phenomenon in a profit-seeking enterprise. In fact, I have run across incredibly enlightened and spiritual for-profits, and astonishingly evil (yes that's right, and you know who you are) and destructive nonprofits, some even faith-based! The simple truth is still the simple truth - - - look to the tip top of the organization and there you will learn what kind of organization you are dealing with. BTW, this is a great 'monograph' Jim Collins is most definitely a "level 5" thought leader.

also read Superperformance

Thought-provoking for non-profits.......2007-09-06

A friend mentioned Good to Great in a sermon and I thought it might be a worthwhile read for me as the executive director of a non-profit association facing the challenge of how take the organization to the next level.

I found the book fascinating and will share it with my Board of Directors as a roadmap for how we will move our organization from good to great.

The monograph provides a great overview of the concepts developed in the book and is of a very manageable length.

I would strongly recommend it to leaders of non-profits as a basis for a conversation about their organization making the great leap forward.

A must read for anyone in a leadership position.......2007-09-05

This is a great companion for Jim Collins, Good to Great: Why Some Companies Make the Leap... and Others Don't for anyone that works in the social sector. As an assistant principal in a large, suburban high school, this book helped to bring into focus the principles reviewed in Good to Great.

Great Principles make for Great Outcomes.......2007-09-04

The social sector does not need to be more business like; it needs to implement more great business principles tailored for the social entities economic engine - so says Collins in this 35 page, add-on for a future "Good to Great" update. In addition to tailoring some of the Great principles
* Define Great by calibrating success without business (monetary) metrics
* Lead thru a blend of personal humility and professional will to get things done within a diffuse power structure
* Get high quality people with a personal commitment to the cause on-board the bus
* Find the intersection of the social entity's Passion, Best at, and its Resource Engine
* Build brand recognition
to the specifics of the social entity, Collins suggests that the leadership principle of managing within a diffuse power structure is something for the business sector to learn; as business executives do not have the same concentration of pure executive power they once enjoyed.

All in, a useful bit of thinking for those in a not-for-profit enterprise, as well as for business leaders who like to look at organizational effectiveness from different perspectives. Dennis DeWilde, author of The Performance Connection

Good to GREAT.......2007-08-10

Jim Collins is always spot on. The insights he presents are presented with such clarity and ease of reading that I look forward to anything he does. I use it as a key part of the extensive Strategic Visioning work I do. While I enjoy all of his work, being in the social service sector, I can personally and professionally validate this offering with enthusiasm.

Average customer rating:

Effectively Managing Change
Wow - thoughtful AND useful
Amazing!!
Still the definitive work on Change
Envision, introduce, sustain change. or die.

Leading Change
John P Kotter
Manufacturer: Harvard Business School Press
ProductGroup: Book
Binding: Hardcover

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The Heart of Change: Real-Life Stories of How People Change Their Organizations
Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions
Managing Transitions: Making the Most of Change
The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization
Execution: The Discipline of Getting Things Done

ASIN: 0875847471

Book Description

In Leading Change, John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.

Customer Reviews:

Effectively Managing Change.......2007-08-17

In this book, Kotter methodically and carefully explains his eight-step process for creating major change in business organizations. He notes that the rate of organisational change has been increasing in recent years. The rapid and continual innovation in technology is driving changes to organisational systems and processes. There are also increased expectations of employees as they move more freely between organisations.

Kotter highlights the critical importance of leadership in any change programme. Strong, sustained leadership is crucial to changing deeply rooted corporate cultures and successfully implementing the change process.

John Kotter describes a helpful eight step model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to people's response and approach to change, in which people see, feel and then change.

In spite of the importance and permanence of organisational change, most change initiatives fail to deliver the expected organisational benefits. This book should help those involved in the change process to avoid the pitfalls and follow the eight steps that are explained in detail in the book.

Anyone planning or implementing a change programme will find the book useful, helpful and handy. The author presents the subject in a simple, concise, and easy to follow format.

Wow - thoughtful AND useful.......2007-06-28

Kotter's book is a roadmap of how to introduce a culture change effectively into an organization. Similar to "Good to Great" (Jim Collins), the book is much better organized and thorough.

Amazing!!.......2007-06-26

Have no further words to describe how increrable John Kotter brings in a easy way a subject so complex and important now-a-days. Indeed, it is recommend for all leaders who wants to take right decisions during turbulent times.

Still the definitive work on Change.......2007-06-13

I have been working in the change arena for the last 15 years and Kotter's book on Leading Change is still the definitive work. Based on his seminal 1994 HBR article "Leading Change: Why Transformations efforts fail" this is the best down-to-earth guide for both consultants and managers leading change. It has good practical examples and straightforward arguments - no psychological mumbo jumbo.

Envision, introduce, sustain change. or die........2007-05-09

Kotter gives us here a valuable handbook on how to visualize, introduce, and sustain change in an organization. Here are a few quotes:
"Handling new initiatives quickly is not an essential component of success in relatively stable or cartel-like environments. The problem for us today is that stability is no longer the norm. And most experts agree that over the next few decades the business environment will become only more volatile."
"Useful change tends to be associated with a multistep process that creates power and motivation sufficient to overwhelm all the sources of inertia."

Organizational Behavior & SAL CDROM Pkg (12th Edition)

Average customer rating:

Organizational Behavior
A classic reference for OB

Organizational Behavior & SAL CDROM Pkg (12th Edition)
Stephen P. Robbins , and Tim A. Judge
Manufacturer: Prentice Hall
ProductGroup: Book
Binding: Hardcover

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ASIN: 0131890956

Book Description

With its conversational writing style, cutting-edge content, current examples, the three-level integrative model, dialogues, and technological learning tools, Organizational Behavior remains the global book, used by more readers interested in the topic than any other since 1979. The 12th edition retains all of the best features of the previous editions, yet adds much more: contemporary issues and research have been included into a seamless, whole, and comprehensive tome. Many topics are comprehensively covered, but on the whole, this book is written in a conversational, easy to read style. Topics include: management functions; the social sciences; helping employees balance work and other responsibilities; improving people skills; improving customer service; motivational concepts; communication; power and politics; conflict and negotiation; culture; and stress management. Globally accepted and written by one of the most foremost authors in the field, this is a necessary read for all managers, human resource workers, and anyone needing to understand and improve their people skills.

Customer Reviews:

Organizational Behavior.......2007-09-30

This was my first experience ordering a College Textbook on Amazon. I ordered a brand new book and CD and was very pleased to receive my order in time for my class. Most important I was able buy a brand new textbook at a used textbook price. I liked being able to provide my credit card information to an Amazon rep by phone rather than send it over the Internet. I plan to use Amazon again for my future requirements.

A classic reference for OB.......2007-07-01

Recently I took a course about Organizational Behavior & this was the course textbook. It's a reasonable choice for an introductory course. I found it easy to read & informative. However, the accompanying SAL CD-ROM was disappointing - I didn't think it was worth the effort.

Bottom line - I would recommend it.

FEMININE MISTAKE, THE: ARE WE GIVING UP TOO MUCH?

Average customer rating:

The Straw Mom
Please read this book
Use of Ancedotal Evidence Left Me Frustrated and Confused
SAHMs Beware
Wise Counter Argument to Stay at Home Mom Phenom

FEMININE MISTAKE, THE: ARE WE GIVING UP TOO MUCH?
Leslie Bennetts
Manufacturer: Voice
ProductGroup: Book
Binding: Hardcover

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Get to Work: A Manifesto for Women of the World

ASIN: 1401303064
Release Date: 2007-03-28

Book Description

Women are constantly being told that it's simply too difficult to balance work and family, so if they don't really "have to" work, it's better for their families if they stay home. Not only is this untrue, Leslie Bennetts says, but the arguments in favor of stay-at-home motherhood fail to consider the surprising benefits of work and the unexpected toll of giving it up. It's time, she says, to get the message across -- combining work and family really is the best choice for most women, and it's eminently doable.Bennetts and millions of other working women provide ample proof that there are many different ways to have kids, maintain a challenging career, and have a richly rewarding life as a result. Earning money and being successful not only make women feel great, but when women sacrifice their financial autonomy by quitting their jobs, they become vulnerable to divorce as well as the potential illness, death, or unemployment of their breadwinner husbands. Further, they forfeit the intellectual, emotional, psychological, and even medical benefits of self-sufficiency.The truth is that when women gamble on dependancy, most eventually end up on the wrong side of the odds. In riveting interviews with women from a wide range of backgrounds, Bennetts tells their dramatic stories -- some triumphant, others heartbreaking.The Feminine Mistake will inspire women to accept the challenge of figuring out who they are and what they want to do with their lives in addition to raising children. Not since Betty Friedan has anyone offered such an eye-opening and persuasive argument for why women can -- and should -- embrace the joyously complex lives they deserve.

Customer Reviews:

The Straw Mom.......2007-10-23

The idea that mothers who forego paid work are taking an economic risk is a simplistic premise for a 300+ page book, but Bennetts delves into many other aspects of women's' lives including job satisfaction, housework and divorce. She did not give much attention to the similarities between the "dependent wives" and the "partners in egalitarian relationships" that she profiled in her book. These commonalities ran the gamut from cajoling partners for help around the house to suffering from stress, anxiety, guilt and depression. The parallels that I noticed in the area of financial decision making and career sacrifices offer opportunities to develop meaningful programs and policies that empower women both at home and on the job. Bennetts addresses a small minority of elite women for whom the idea of optional employment is even a remote possibility. This limited audience is further reduced by Bennetts tendency to scold and denigrate the "stay-at-home wives" in her book.

Dan Baker, the founding director of behavioral medicine at Canyon Ranch, describes a "syndrome" that he calls the Gold Rule: "He who has the gold rules." (p. 213) Sociologist Barbara Kisman's "data has suggested that women without their own source of income have less power in the marriage." (p. 207) As Bennett reports, this holds true in financial matters even for women with their own source of income. She cites a Money Magazine survey which found that 80% of women, who earn less than their partners, do not take the lead in investment decisions for their families. Surprisingly, 60% of women, who are the primary earners in their households, also fail to take the lead in investing. (p. 213) It appears that Baker's rule could be amended to "He who has the XY chromosome rules."

Bennetts made professional sacrifices in order to juggle family and career. She believes that she could have been more successful in her writing career if she had not opted to devote time to raising healthy, well-adjusted children. However, she believes in tomorrow, and she's confident that with luck her new book-writing career will continue for years to come. (p. 136) One of Bennetts' sources was an article by Sylvia Ann Hewlett and Carolyn Buck Luce, which appeared in the March 2005 issue of the Harvard Business Review under the title "Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success". Hewlett and Luce reported that 38% of highly qualified women have deliberately chosen a position with fewer responsibilities and lower compensation than they were qualified for in order to fulfill responsibilities at home. 36% say that they worked part time, and 16% have declined promotions. (Hewlett & Luce, p. 46) Among women who opt out of careers to attend to family matters, an overwhelming majority have every intention of tackling the difficult task of returning to the work force. (p. 77) On average, women lose 18% of their earning power when they take an "off-ramp". This loss is even higher in the business sector, and higher still if the absence from the labor market continues for more than three years. (p. 79) But, the HBR article has some good news for women who are interested in opting in to paid positions. "As we write this, market and economic factors, both cyclic and structural, are aligned in ways that guarantee to make the constraints and skill shortages huge issues again." (Hewlett and Luce, p. 49) CEO's are wondering how they will find enough high caliber talent to drive growth. Current strategies revolve around the retention and reattachment of highly qualified women on nonlinear career paths. (Hewlett and Luce, pp. 49-50)

In the final chapter of the book, Bennetts writes that her heart aches for the women who are unprepared for the challenges they will likely face in the devastation following unexpected events. She is dismayed by the stubborn defensiveness of women who will not admit to the pitfalls of their reliance on blind faith to safeguard their futures. However, she seems blissfully unaware that her decision to depict the stay-at-home mothers in her book as blithe, disapproving, parasitic Scarlet O'Hara's makes her claim of deep regard for these women seem slightly less than genuine. It is unlikely that a professional journalist does not understand that words matter. If the unvarnished economic facts do not convince the current generation of highly qualified professional women of the importance of financial independence, maybe the specter of Bennetts' straw mom will.

Please read this book.......2007-10-03

I am a female attorney who has been practising family law for 26 years.
When I first started out, I represented many women who were married in the 1940's, 50's and 60's, when society felt that every woman's place was in the home. As a result, many "displaced homemakers" suddenly found themselves facing poverty in their old age. My own generation (the baby-boomers) all seemed to gravitate towards careers, so the displaced, poverty-stricken homemakers would be a thing of the past, right?
Wrong.
I am stunned to discover how many women in their 20's and 30's (the so-called post-feminist generation) are opting to become stay-at-home moms.
What is the problem, you ask?
In one word - DIVORCE.
And don't say it'll never happen to you. After all, I'm sure you buy smoke detectors, don't leave matches within your children's reach, don't leave candles or a stovetop unattended - but I'll also bet you also have homeowner's insurance, in case the unthinkable happened and your house caught on fire.
I've known so many women who tried so hard to be terrific wives, great mothers - and still found themselves divorced. Making sure you always have marketable skills so that you are able to support yourself and your children is like buying homeowner's insurance.
Of all the divorced SAHM's I've known, very very few are able to return to the workforce and earn enough money to support their families in the same lifestyle they enjoyed during the marriage. Sure, you can always get a minimum-wage job as a sales clerk or a waitress, but it will not buy you a middle-class lifestyle. Well-paying jobs will go to either a) recent college graduates, with newly-learned marketable skills or b) people who have spent the last 5, 10 or 15 years working their way up the ladder.
This book is a must-read, especially for young SAHM's who are confident that their marriage will last forever and that they will have no trouble re-entering the workforce any time they choose. I do have two criticisms, though: one, it is repetitive (one needn't repeat the same thing over and over to make a point) and it focuses almost exclusively on upper-middle class women, who are only a minority of the population.
Actually, upper-middle class SAHM's often suffer the worst, financially and emotionally, from a divorce, since they tend to have the most unrealistic expectations about the workplace (especially those who never worked outside the home at all) and they experience the biggest drop in lifestyle.
The men, on the other hand, tend to do very well after the divorce, simply because they have always had a well-paying career, without interruption, and after the initial financial hit (splitting the assets and paying child support) they keep on earning a high income, year after year.

Use of Ancedotal Evidence Left Me Frustrated and Confused.......2007-09-27

I would not recommend this book. It's a shame really, b/c I think Ms. Bennetts has a good message. Unfortunately she seems to base many of her points on ancedotal evidence. The writing style was a bit choppy and I couldn't figure out if Ms. Bennetts simply chose the wrong ancedote each time or if she truly wants women to not only support themselves, but to drive fancy cars and live in fancy houses.

Her apparent emphasis on material wealth repeatedly seemed to undermine her intentions. And the use of ancedotal evidence just compromised her authority. Perhaps I should have been tipped off at the start of the book when she used her mother as an example of a woman that was able to balance family and work successfully without reprocussions. (Too bad she doesn't emphasize the fact that her grandmother provided the childcare.)

Another example is when she put down a stay-at-home mom for driving old cars in order to live in a wealthy neighborhood with a good school system. Ms. Bennetts seemed to imply that the mother should go back to work so her family could afford new cars and other such luxuries. Surely this wasn't her point, or was it?

I was looking for a book that would support my decision to remain a working mom; however, examples like these throughout the book left me questioning the true message of the book and left me frustrated.

SAHMs Beware.......2007-09-27

Women do bash each other too much, but that's probably because we are all trying to be good at so many contradictory things -- and are afraid we're failing at all of them.

This book has jumped right into the "mommy wars," and been bashed accordingly.

Even though young women want to do life differently than their mothers did (who - trust me - wanted to do life even more differently than THEIR mothers did), we all keep circling around the same problem: We want our families to flourish. We just don't want to become penniless and futureless doing it.

This highly readable book argues that combining work and motherhood is tough but possible and even rewarding. Bennetts contends that depending on husbands to earn all the family money is very risky, and she is quite believable when she describes the many ways that this way of life can go wrong.

Bennetts is also not buying many of the "reasons" that have become fashionable for mom's total surrender of jobs, money, and benefits. She is at her most entertaining when she dissects today's version of the weary cult of motherhood, in which only mom's incessant hands-on attention is presumed to create conditions in which an infant can even survive.

Entertaining and thought-provoking.

Wise Counter Argument to Stay at Home Mom Phenom.......2007-09-10

As far as this topic goes, I've always been a live and let live kind of woman, although I would personally not be comfortable totally relying on a man to support me financially. All the women in my family have worked. I grew up with a working mom, who was a stay at home mom, until she found herself widowed with an 11 month old daughter. When I would hear those "I didn't even know where the checkbook was" stories from women who had either been abandoned or did the abandoning, I always thought...where the heck was your brain? Even if you are a housewife/full time mother, you are and ADULT in your home and should share in the responsibility of guiding your family's financial future. I have a very dear friend who is a stay at home mother and home schools her children. She does part time sales, but guess what..she does the books! Her husband wouldn't dare make a financial move without her and it works for them. Conversely, I have friends who also have husbands who earn a good living, but they work, because they feel they are able to contribute more. As a single woman, it is sometimes daunting to think that I am fully responsible for my financial future..but after reading this book, it reminded me that even if I were married, I would still be fully responsible. I'm also a fairly conservative person, but I have to say, I've seen the church and conservative politicians try to hammer home that the BEST solution for families is to have the mother at home while the father worked. But even GOD allows for personal choice, and if I remember my Bible correctly, the Proverbs 31 woman worked both inside and outside of her household. To me the best solution is to do what works for you. If you feel that you should stay home, then stay home. If you feel that you should work, then work. Each choice, like most choices, comes with its pros and cons. However, whatever your choice, in life, you should always make it a priority to educate yourself and develop a skill.

Human Side of Organizations, The (9th Edition)

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Good Service
Exceeded Expectations

Human Side of Organizations, The (9th Edition)
Michael Drafke
Manufacturer: Prentice Hall
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Binding: Paperback

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ASIN: 0131183842

Book Description

"The Human Side of Organizations" delivers complete, up-to-date, practical information on how people behave in organizations presented in a readable, easy to understand form. The vital information can be used to understand managers, peers or workers. If you work, you need this information to thrive and survive. FOCUS BOXES/Reality Checks - Bring the work world as it really is into every chapter./Question of Ethics - Presents ethical questions related to the particular chapters' material./A Global Glance - A look at an international aspect of a chapters' concepts./FYI - A new focus box for the 9e./Presents useful hints readers can apply in their daily lives. Anyone who wishes to better understand managers, peers, or workers can benefit from this book as it covers the vital skills needed to survive and thrive in an organization.

Customer Reviews:

Good Service.......2007-02-24

Received Book in about 2 weeks after purchase. Book was in excellent condition. Good Service.

Exceeded Expectations.......2005-09-30

My textbook came sooner than expected and it was in great condition! The savings were unbelievable and I actually recommended using this seller to everyone in my class.

Managing Transitions: Making the Most of Change

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Excellent book
High rating for a textbook, but it deserves it.
great results from this book
great, short, valuable
Managing Transitions by William Bridges

Managing Transitions: Making the Most of Change
William Bridges
Manufacturer: Perseus Publishing
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Release Date: 2003-05-27

Book Description

From the most trusted voice on transition, a revised edition of the classic practical guide to dealing with the human side of organizational change.

The business world is a place of constant change, with stories of corporate mergers, layoffs, bankruptcy, and restructuring hitting the news every day. Yet as veteran consultant William Bridges maintains, the situational changes are not as difficult for companies to make as the psychological transitions. In the best-selling Managing Transitions, Bridges provides a clear understanding of what change does to employees and what employees in transition can do to an organization.

Directed at managers and employees in today's corporations, Bridges shows how to minimize the distress and disruptions caused by change. Managing Transitions addresses the fact that it is people who have to carry out the change. When the book was originally published a decade ago, Bridges was the first to provide any real sense of the emotional impact of change and what can be done to keep it from disrupting the entire organization. With new information and commentary on layoffs, corporate suspicion, and the increasing tumult in the business world, Managing Transitions remains the definitive guide to dealing with change.

Customer Reviews:

Excellent book.......2007-10-17

Change and transition are an important issue in our professional lives, going trough the book allowed me to realize the diferent stages and process involved and there for be in a better position the next challenge.

the use of examples en refrences is very well managed, language is easy

High rating for a textbook, but it deserves it........2007-08-11

I have had several textbooks in Management between an Undergraduate, Graduate and Business itself. This was no different in that I expected the same old stuff, but was very pleasantly surprised at the authors candor about our perceptions of business practices. It didn't mince words on several tactics used by management and explained why so much doesn't work. It got my attention and I continued my reading with far more interest. There really isn't anything more complimentary I can say than I intend to sell all other books to new students, excect this one which I will hang on to and reference.

great results from this book.......2007-07-06

This is a wonderful book. If you deal with people who need to change how they do their work you must read this book.

great, short, valuable.......2007-07-04

This is a great book for all people who deal with people that are dealing with change. I have found this book useful when being a change agent for a company, or just for management in my own company. Part of the value of this book is it describes the emotional aspect of change. People are not always (usually) logical. Emotions play a large part. Knowing how to deal with the emotional aspect of change is essential. This book gives you great insights in this area.

Managing Transitions by William Bridges.......2007-05-13

This book is great! I was/am dealing with some pretty significant transitions -- the sudden death of my 21 year-old daughter, and a major division re-org at an S&P 500 company. Several months earlier, my VP had mentioned the book and suggested that all of his direct reports to read it. I did and it really hit home.

The author does an excellent job of describing the emotional and organizational impact of change and the mechanics of the process we use to get through it. We use the same basic process to deal with all change -- personal and professional -- and it has been very helpful to understand how it works. There is also a section in the book about the life cycle of an organization and that was illuminating. The book provided some tools to help me make critical decisions.

I bought six copies of the book and have given them out to friends and co-workers.

The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations

Average customer rating:

Very enjoyable read
Seek not stardom, just starfishdom
Peter NYC
Useful introduction, but there's more ...
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The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations
Ori Brafman , and Rod Beckstrom
Manufacturer: Portfolio Hardcover
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Binding: Hardcover

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Book Description

Understanding the amazing force that links some of today's most successful companies

If you cut off a spider's leg, it's crippled; if you cut off its head, it dies. But if you cut off a starfish's leg it grows a new one, and the old leg can grow into an entirely new starfish.

What's the hidden power behind the success of Wikipedia, craigslist, and Skype? What do eBay and General Electric have in common with the abolitionist and women's rights movements? What fundamental choice put General Motors and Toyota on vastly different paths? How could winning a Supreme Court case be the biggest mistake MGM could have made?

After five years of ground-breaking research, Ori Brafman and Rod Beckstrom share some unexpected answers, gripping stories, and a tapestry of unlikely connections. The Starfish and the Spider argues that organizations fall into two categories: traditional “spiders,” which have a rigid hierarchy and top-down leadership, and revolutionary “starfish,” which rely on the power of peer relationships.

The Starfish and the Spider explores what happens when starfish take on spiders (such as the music industry vs. Napster, Kazaa, and the P2P services that followed). It reveals how established companies and institutions, from IBM to Intuit to the US government, are also learning how to incorporate starfish principles to achieve success. The book explores:
* How the Apaches fended off the powerful Spanish army for 200 years
* The power of a simple circle
* The importance of catalysts who have an uncanny ability to bring people together
* How the Internet has become a breeding ground for leaderless organizations
* How Alcoholics Anonymous has reached untold millions with only a shared ideology and without a leader

The Starfish and the Spider is the rare book that will change how you understand the world around you. BACKCOVER: Advance praise for The Starfish and the Spider
“The Starfish and the Spider is a compelling and important book.”
—Pierre Omidyar, CEO, Omidyar Network and Founder and Chairman, eBay Inc.

“The Starfish and the Spider, like Blink, The Tipping Point, and The Wisdom of Crowds before it, showed me a provocative new way to look at the world and at business. It's also fun to read!”
—Robin Wolaner, founder, Parenting Magazine and author, Naked in the Boardroom

“A fantastic read. Constantly weaving stories and connections. You'll never see the world the same way again.”
—Nicholas J. Nicholas Jr., former Co-CEO, Time Warner

“A must-read. Starfish are changing the face of business and society. This page-turner is provocative and compelling.”

—David Martin, CEO, Young Presidents' Organization
“The Starfish and the Spider provides a powerful prism for understanding the patterns and potential of self-organizing systems.”
—Steve Jurvetson, Partner, Draper Fisher Jurvetson
“The Starfish and the Spider lifts the lid on a massive revolution in the making, a revolution certain to reshape every organization on the planet from bridge clubs to global governments. Brafman and Beckstrom elegantly describe what is afoot and offer a wealth of insights that will be invaluable to anyone starting something new—or rescuing something old—amidst this vast shift.”
—Paul Saffo, Director, Institute for the Future

“The Starfish and the Spider is great reading. [It has] not only stimulated my thinking, but as a result of the reading, I proposed ten action points for my own organization."
—Professor Klaus Schwab, Executive Chairman, World Economic Forum

Customer Reviews:

Very enjoyable read.......2007-10-19

The title of the book comes from the analogous use of the starfish and the spider. A spider has eight legs coming out of a central body. It has a tiny head and eight eyes. If you cut off the spider's head, it dies. It may survive without a leg or two or even stand to lose a couple of eyes, but it certainly can't live without its head.

On the other hand, while a starfish may appear to be similar to the central body and multiple legs of the spider, it is really quite different. The starfish doesn't have a head. Its central body isn't even in charge. In fact, the major organs are replicated throughout each and every arm. If you cut the starfish in half, the animal won't die and pretty soon you'll have two starfish.

The authors provide an entertaining description of the starfish system:

"Starfish have an incredible quality to them: If you cut an arm off, most of these animals grow a new arm. And with some varieties, such as the Linckia, or long-armed starfish, the animal can replicate itself from just a single piece of an arm. You can cut the Linckia into a bunch of pieces, and each one will regenerate into a whole new starfish. They can achieve this magical regeneration because in reality a starfish is a neural network - basically a network of cells. Instead of having a head, like a spider, the starfish functions as a decentralized network. Get this: for the starfish to move, one of the arms must convince the other arms that it's a good idea to do so. The arm starts moving and then - in a process that no one fully understands - the other arms cooperate and move as well. The brain doesn't "yea" or "nay" the decision. In truth, there isn't even a brain to declare a "yea" or "nay." The starfish doesn't have a brain. There is no central command. Biologists are still scratching their heads over how this creature operates."

With the analogy firmly in place the authors precede to illustrate the power of decentralized organizations in today's internet savvy world (using examples as varied as eBay, al Qaeda, eMule, Craigslist, AA, and Wikipedia) with those that are much more centralized. In the midst of this discussion they offer six principles of decentralization:

1. When attacked, a decentralized organization tends to become even more open and decentralized.

2. It's easy to mistake starfish for spiders.

3. An open system doesn't have central intelligence; the intelligence is spread throughout the system.

4. Open systems can easily mutate.

5. The decentralized organization sneaks up on you.

6. As industries become decentralized, overall profits decrease.

But how does one go about identifying a Starfish organization? The answer is found in asking the right questions:

1. Is there a person in charge?

2. Are there headquarters?

3. If you thump it on the head, will it die?

4. Is there a clear division of roles?

5. If you take out a unit, is the organization harmed?

6. Are knowledge & power concentrated or distributed?

7. Is the organization flexible or rigid?

8. Can you count the employees or participants?

9. Are working groupls funded by the organization, or are they self-funding?

10. Do working groups communicate directly or through intermediaries?

The authors contend that a decentralized organization stands on five legs. As with the starfish, it can lose a leg or two and still survive. But when you have all the legs working together, a decentralized organization can really take off. These "legs" include:

Leg 1. Circles. Small, nonhierarchical groups of people with each group maintaining its own particular habits and norms.

Leg 2. The Catalyst. The person who initiates a circle and then fades away into the background.

Leg 3. Ideology. The glue that holds decentralized organizations together.

Leg 4. A Preexisting Network. Infrastructure or preexisting platform to launch from.

Leg 5. A Champion. A relentless promoter of the new idea.

One of the most helpful aspects of this portion of the book comes in a chapter titled "The Hidden Power of the Catalyst." The following chart summarizes the different tools that the CEO and catalysts type of leader draws upon:

CEO vs. Catalyst

The Boss -- A Peer
Command & Control -- Trust
Powerful -- Inspirational
Directive -- Collaborative
In the Spotlight -- Behind the Scenes
Order -- Ambiguity
Organizing -- Connecting

The authors conclude this chapter by stating:

"This type of leadership isn't ideal for all situations. Catalysts are bound to rock the boat. They are much better at being agents of change than guardians of tradition. Catalysts do well in situations that call for radical change and creative thinking. They bring innovation, but they're also likely to create a certain amount of chaos and ambiguity. Put them into a structured environment, and they might suffocate. But let them dream and they'll thrive." (can anyone say "church planter")

In the final chapter the authors offer what they perceive to be the "new rules to the game" in regards to understanding and capitalizing on the power of decentralized organizations:

Rule 1: Dis-economies of Scale

Traditionally, the bigger the company or institution the greater the power. However, as counterintuitive as this sounds, it can be better to be small. . . . We have entered a new world where being small can provide a fundamental economic advantage.

Rule 2: The Network Effect

The network effect is the increase in the overall value of the network with the addition of each new member. "Often without spending a dime, starfish organizations create communities where each new member adds value to the larger network. . . . Companies like eBay have used the network effect not only to survive but to thrive: buyers and sellers have stayed loyal to the site because of the value of network.

Rule 3: The Power of Chaos

Starfish systems are wonderful incubators for creative, destructive, innovative, or crazy ideas. Anything goes. Good ideas will attract more people, and in a circle they'll execute the plan. Institute order and rigid structure, and while you may achieve standardization, you'll also squelch creativity. Where creativity is valuable, learning to accept chaos is a must.

Rule 4: Knowledge at the Edge

In starfish organizations, knowledge is spread throughout the organization. Wikipedia may be the best example of this rule.

Rule 5: Everyone Wants to Contribute

Not only do people throughout a starfish have knowledge, but they also have a fundamental desire to share and to contribute. Once again is the example of Wikipedia or free book reviews on Amazon.

Rule 6: Beware the Hydra Response

Attack a decentralized organization and you'll soon be reminded of Hydra, the many-headed beast of Greek mythology. If you cut off one head, two more will grow in its place.

Rule 7: Catalysts Rule

Catalysts are crucial to decentralized organizations! But it is not because they are in control but because they inspire people to action.

Rule 8: The Values are the Organization

Idology is the fuel that drives the decentralized organization. Most successful starfish organizations were started with what seemed at the time to be a radical ideology.

Rule 9: Measure, Monitor, and Manage

Just because starfish organizations tend to be ambiguous and chaotic doesn't mean that their results can't be measured. But when measuring a decentralized network, it's better to "be vaguely right than precisely wrong." Even if we could, it wouldn't really matter if we were able to get a precise count of how many members are in a network. What matters more is looking at circles. How active are they? How distributed is the network?

Rule 10: Flatten or Be Flattened

There are ways to fight a decentralized organization. We can change members' ideology or try to centralize the organization. But often the best hope for survival if we can't beat them is to join them.

Seek not stardom, just starfishdom.......2007-09-06

Whether or not you care about leaderless, borderless and/or decentralized organizations, labeled as starfish organizations, they probably affect your life in some way or another whether you have downloaded music or avoided it, dealt with PETA, looked up something in Wikipedia, had actions of al-Qaeda affect your life in some way like stricter restrictions at the airports, etc. In that sense, you might as well get to know something about them to make better use of them or be prepared to deal with them effectively when you have to. If you read this book, you will likely not just want to know or know more about them, but get involved to see what they're all about or get more involved.

Written from both an overview and hands-on approach, this book is not only useful as a reference but also as a manual on the issue. The book identified the qualities of starfish organizations and what makes them effective, how anyone and everyone could start, sustain and/or get involved in these organizations, the types of people key to such organizations and how to combat them if you're on the other side. The book also warns about the constant change involved with maintaining starfish organizations and how to deal with them. Guidelines are offered and useful real life examples illustrate them to bring to life what otherwise be just concepts.

I had two small criticisms about the book, but nothing major enough to deter it from getting the five star rating I felt it deserved. First was that a few more real life examples of starfish organizations and/or their actions could have been chosen to illustrate some of the points made. There were plenty of diverse examples, but so many more abound as I read and thought about traits and qualities of starfish organizations that if mentioned, readers would realize even more influence starfish organizations have had in their lives. Second was that it did not address how government could use this book to decentralize since decentralization could be so powerful but yet government is the epitomy of centralization. I work for government, and felt government badly needed this, but had to think it through myself to come up with uses for attracting colleagues to my Starfish and Spider for Lunch (and Learn) voluntary book review session. When I did, though, not only was I excited at the possibilities, but also at the challenge to try to convince senior management of this, although that will take time. I will contact the authors to address this issue in a follow-up companion, perhaps, as they are the experts on this, but if nothing else, my ability to customize an application to government should tell you something about the book's effectiveness as a manual.

Overall, for the excellent writing style, clarity, impact and general application to the masses, five starfish!

Peter NYC.......2007-09-06

This book is great. A must read for those interested in being flexible and evolving. Has important applications across multiple work environments.

Useful introduction, but there's more ... .......2007-08-29

It took me some time to warm to this book. Nothing much happens in the initial 80 pages. The first chapter develops two fairly tortuous case studies - the vicissitudes of fortune in the recording industry in the last decade and the struggle of the Apaches against the Spanish invaders - to introduce the theme of the book. Then follows a discussion of the morphology of decentralised organisations (in terms of power distribution, funding, etc). Chapter 3 illustrates these formal characteristics with a series of examples, ranging from Skype over Wikipedia to Burning Man. There is honestly not a lot of meat to chew on in these first chapters and some patience is required from the reader.

It becomes more interesting in Chapter 4 where Brafman and Beckstrom discuss operational principles behind decentralised organisations (the need for pre-existing networks as a substrate, the role of catalysts and champions to activate leaderless organisation, "circles" as their chief co-ordination mechanism, and "ideology" as the glue holding everything more or less together). The role of the catalyst as a "servant leader" (term, however, not used by the authors) is further elaborated in the fifth chapter.

In chapter 6, the discussion turns to the question "What do you do, as an incumbent, when you are under fire from a starfish?" It transpires that there is not an awful lot to be done: you can try to morph them into a spider by activating internal cancer cells (greed and competition), you can try to dissolve or change the glue, the ideology that keeps the structure together or you can join them and become decentralised too (then it's starfish against starfish).

Brafman and Beckstrom maintain that it is not always necessary to go all the way and radically decentralise. There is such thing as a "hybrid" organisation (Chapter 7), which mixes principles of centralisation and decentralisation. Here the discussion suddenly gets denser and this is a part of the book that warrants repeated reading. A distinction is made between centralised organisations that give customers a voice (eBay with its peer-to-peer feedback is an example), those that put their customers to work (IBM developing open source applications) and those that decentralise parts of their internal structure. Towards the end of the chapter, however, the discussion peters out. "Appreciative Enquiry" is invoked as an approach to bring a whiff of decentralisation into companies who want to hang on to their centralised bureaucracies. It's a dangerous example that may tempt people into crass opportunism (that is, however, bound to backfire on them).

Finally, the authors hypothesise that in a given ecosystem there is no static equilibrium in terms of right mix of centralised/decentralised characteristics ("right" in terms of securing survival and the ability to extract economic rent). The "sweet spot" changes as a function of time, sometimes dramatically so. The desire for anonymity and the free flow of information are forces that push towards the decentralisation end, whilst the desire for security and accountability pull the system back to a more centralised mode of operation.

The book closes with a short epilogue that lists 10 simple guiding principles to make the most out of decentralised organisations or to defend yourself from their attacks.

On the whole, I enjoyed this book. It provides an intelligent and accessible discussion of a complex issue. With respect to the latter, the authors do a laudable job in keeping thing simple, but sometimes it's over the top. Particularly in the first halve of the book, their penchant for telling anecdotes and stories makes them err on the side of the trivial (a discussion on Wikipedia starts with "we all remember doing school reports in the sixth grade. Back then, research meant going to the library and hoping the that the Encyclopaedia Brittanica wasn't checked out ... and so on, and so on.) I was irked more than once by the patronising and befuddling prose of Brafman & Beckstrom. Admittedly, sometimes they hit it right. The title of the book, for example, is a very strong and aptly chosen metaphor for decentralised and centralised organisations, respectively.

Also I believe this book does not exhaust the potential of this fascinating subject matter. I think the discussion would have gained significantly in clarity and power if only a number of well known systems science principles (such as Ashby's Law of Requisity Variety, see Introduction to Cybernetics (University Paperbacks)) had been invoked to give the whole discussion a rock solid footing. I also missed a solid link to the burgeoning literature on the P2P movement. It is clear that the issue of property rights in central in making leaderless organisations work (Brafman discusses this as a way to sabotage starfish only) and people like Lawrence Lessig ("Free Culture: The Nature and Future of Creativity) and Yochai Benkler ("The Wealth of Networks: How Social Production Transforms Markets and Freedom") have a lot to say about these issues.

A small point, but a fairly irritating one, is the use of the word "ideology" in the book. The authors ostensibly use this to refer to any set of beliefs that underpin a decentralised organisation. From my point of view, the word "ideology" refers to a more elaborate and closed system of abstract thought (and as such has a pejorative tinge to it). Many starfish (also amongst those mentioned in the book) thrive on a much more vague and fluid set of beliefs, norms and values. It's worthwhile to be more nuanced about this.

Morally speaking, the book leaves the reader in suspension. From an internal point of view, leaderless organisations are unquestionably superior - morally and aesthetically - to centralised organisations, not only because of their structural simplicity and elegance, but also because they rely so openly on trust (in my opinion THE key word in the book), on the belief that man is fundamentally good and ultimately because they are capable of drawing the best from people and providing them with truthfulness, meaning and purpose in their life. Problem is that not only Alcoholics Anonymous operates as a decentralised organisation, but Al Qaeda does too. So starfish can server all kinds of purposes, some more constructive than others. It all depends which side you're on.

Starfish is a mind-game.......2007-08-07

Have you wondered why decentralized organizations are growing like wildfire? Starfish and Spider will tell you why. I work in a starfish organization and it is not for the faint-hearted or the one focused on structure and procedure.

This book is an excellent story about centralized, decentralized and hybrid organizations. If you want to kill a spider, cut off its head. You cannot cut off the head of a starfish as it does not have one. If cut off the leg of an starfish, it will grow another.......starfish. This shows how decentralized organizations have always been around and take after the way that our brain's function. Once thought to operate in a hierarchy, latest research shows the opposite. Brafman and Beckstrom are great storytellers and weave the Internet with Al Qadea

This book gives examples of the characteristics of decentralized organizations such as flexibility, shared power and ambiguity and how the Internet has spawned a new generation of decentralized organizations. It is a fascinating book.

Some principles of decentralized organizations;
1. when attacked, they become even more open and decentralized.
2. it is easy to mistake starfish for spiders.
3. an open system doesn't have central intelligence, the intelligence is spread throughout the system.
4. open systems can easily mutate.
5. the decentralized organization sneaks up on you.
6. as industries become decentralized, overall profits decrease.

They stand on 5 legs;
1. Circles
2. the Catalyst
3. Ideology
4. the pre-existing network
5. the Champion

If you want to learn more about community, trust and openness in the 21st century, this is a must read. If you are interested in how organizations like Al Qaeda can thrive with many in the world looking for them, read this book.

The Black Swan: The Impact of the Highly Improbable

Average customer rating:

Black Swan CEOs
Expect the Unexpected...
The Black Swan - An Epistemic Fowl
A Distortion of History
knowing you can't knnow the unknowable

The Black Swan: The Impact of the Highly Improbable
Nassim Nicholas Taleb
Manufacturer: Random House
ProductGroup: Book
Binding: Hardcover

General | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books

Epistemology | Philosophy | Nonfiction | Subjects | Books

General | Philosophy | Nonfiction | Subjects | Books

Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets
The Age of Turbulence: Adventures in a New World
The 4-Hour Workweek: Escape 9-5, Live Anywhere, and Join the New Rich
Way of the Turtle: The Secret Methods that Turned Ordinary People into Legendary Traders
A Demon of Our Own Design: Markets, Hedge Funds, and the Perils of Financial Innovation

ASIN: 1400063515
Release Date: 2007-04-17

Amazon.com

Bestselling author Nassim Nicholas Taleb continues his exploration of randomness in his fascinating new book, The Black Swan, in which he examines the influence of highly improbable and unpredictable events that have massive impact. Engaging and enlightening, The Black Swan is a book that may change the way you think about the world, a book that Chris Anderson calls, "a delightful romp through history, economics, and the frailties of human nature." See Anderson's entire guest review below.

Guest Reviewer: Chris Anderson

Chris Anderson is editor-in-chief of Wired magazine and the author of The Long Tail: Why the Future of Business Is Selling Less of More.

Four hundred years ago, Francis Bacon warned that our minds are wired to deceive us. "Beware the fallacies into which undisciplined thinkers most easily fall--they are the real distorting prisms of human nature." Chief among them: "Assuming more order than exists in chaotic nature." Now consider the typical stock market report: "Today investors bid shares down out of concern over Iranian oil production." Sigh. We're still doing it.

Our brains are wired for narrative, not statistical uncertainty. And so we tell ourselves simple stories to explain complex thing we don't--and, most importantly, can't--know. The truth is that we have no idea why stock markets go up or down on any given day, and whatever reason we give is sure to be grossly simplified, if not flat out wrong.

Nassim Nicholas Taleb first made this argument in Fooled by Randomness, an engaging look at the history and reasons for our predilection for self-deception when it comes to statistics. Now, in The Black Swan: the Impact of the Highly Improbable, he focuses on that most dismal of sciences, predicting the future. Forecasting is not just at the heart of Wall Street, but it's something each of us does every time we make an insurance payment or strap on a seat belt.

The problem, Nassim explains, is that we place too much weight on the odds that past events will repeat (diligently trying to follow the path of the "millionaire next door," when unrepeatable chance is a better explanation). Instead, the really important events are rare and unpredictable. He calls them Black Swans, which is a reference to a 17th century philosophical thought experiment. In Europe all anyone had ever seen were white swans; indeed, "all swans are white" had long been used as the standard example of a scientific truth. So what was the chance of seeing a black one? Impossible to calculate, or at least they were until 1697, when explorers found Cygnus atratus in Australia.

Nassim argues that most of the really big events in our world are rare and unpredictable, and thus trying to extract generalizable stories to explain them may be emotionally satisfying, but it's practically useless. September 11th is one such example, and stock market crashes are another. Or, as he puts it, "History does not crawl, it jumps." Our assumptions grow out of the bell-curve predictability of what he calls "Mediocristan," while our world is really shaped by the wild powerlaw swings of "Extremistan."

In full disclosure, I'm a long admirer of Taleb's work and a few of my comments on drafts found their way into the book. I, too, look at the world through the powerlaw lens, and I too find that it reveals how many of our assumptions are wrong. But Taleb takes this to a new level with a delightful romp through history, economics, and the frailties of human nature. --Chris Anderson

Book Description

A black swan is a highly improbable event with three principal characteristics: It is unpredictable; it carries a massive impact; and, after the fact, we concoct an explanation that makes it appear less random, and more predictable, than it was. The astonishing success of Google was a black swan; so was 9/11. For Nassim Nicholas Taleb, black swans underlie almost everything about our world, from the rise of religions to events in our own personal lives.

Why do we not acknowledge the phenomenon of black swans until after they occur? Part of the answer, according to Taleb, is that humans are hardwired to learn specifics when they should be focused on generalities. We concentrate on things we already know and time and time again fail to take into consideration what we don’t know. We are, therefore, unable to truly estimate opportunities, too vulnerable to the impulse to simplify, narrate, and categorize, and not open enough to rewarding those who can imagine the “impossible.”

For years, Taleb has studied how we fool ourselves into thinking we know more than we actually do. We restrict our thinking to the irrelevant and inconsequential, while large events continue to surprise us and shape our world. Now, in this revelatory book, Taleb explains everything we know about what we don’t know. He offers surprisingly simple tricks for dealing with black swans and benefiting from them.

Elegant, startling, and universal in its applications The Black Swan will change the way you look at the world. Taleb is a vastly entertaining writer, with wit, irreverence, and unusual stories to tell. He has a polymathic command of subjects ranging from cognitive science to business to probability theory. The Black Swan is a landmark book–itself a black swan.

Customer Reviews:

Black Swan CEOs.......2007-10-23

This book really helped me to understand why some companies and some CEOs are not only outliers, but SPECIAL CAUSE outliers. It explains Google, Warren Buffett, and other superperforming phenomenon. Black Swan CEOs are rare, have tremendous impact, and their astonishingly successful companies always seem predictable when you look back. Makes a great case for change if you are stuck in "Mediocristan"

also read Superperformance

Expect the Unexpected..........2007-10-23

Taleb takes aim at those (especially in the financial markets) who predict the likely outcome and how we in society rarely examine the unpredicted. He argues that knowing the future is unknowable. He has covered this topic before in his 2001 best-seller, "Fooled by Randomness." Overall an interesting book.

I also highly recommend the book Understanding: Train of Thought; you won't be disappointed.

The Black Swan - An Epistemic Fowl.......2007-10-22

The Black Swan - The Impact of the Highly Improbable could have been titled The Black Swan - An Epistemic Fowl, but this might have impaired sales. Nassim Nicholas Taleb arrives at his erudite but not arrogant story after a childhood in war torn Lebanon, obtaining a Wharton MBA and years trading on Wall Street. He makes abundant use of these experiences as he weaves a complex story about the importance of these inadequately appreciated rare events to our increasingly quantified and specialized world.

His journey takes us from Plato to Popper, from Gauss to Mandelbrot and from errors of induction to errors of confirmation. An appreciation of epistemology (the philosophy of knowledge) is not required but will make the journey more enjoyable. He sets up a straw horse by showing the inadequacy of the Gaussian distribution to account for events which are several standard deviations from the mean and, therefore, are the events in which we have the least confidence. He offers some hope by using a fractal (power series) model which allows him to transform some of his black swan intractable problems to tractable gray swan problems. However, his analysis is non exhaustive and he does not consider non Gaussian models or discontinuous distributions.

We are left with an adequate argument against Gaussian quantitative models but with no replacement except the traditional qualitative narrative of boom and bust, creation and destruction which has been part of human culture for thousands of years.

A Distortion of History.......2007-10-22

Mr. Taleb's book is quite entertaining with the wealth of anecdotal situations he addresses. He focuses his analysis on particular examples that confirm the theory that random events control the course of history. Nevertheless, the little history he quotes is his autobiographical reference is inaccurate. On page four he states, "Both sides of my family came from the Greco-Syrian community, the last Byzantine outpost in northern Syria, which is now called Lebanon...We originate from the olive-growing area at the base of Mount Lebanon--we chased the Maronite Christians into the mountains in the famous battle of Amioun, my ancestral village." All historical records, including one written by a man from Amioun, Mr. Chedid Al-Azar, describe the battle of Amioun as a victory of the Maronites over the Byzantine troops in which the two Byzantine generals, Murik and Murikian, were killed. How did this battle become a chase of the Maronites into the mountains? Mr. Taleb is not doing himself or the reader a favor by bringing to historical facts his tortured soul about his identity. Lebanon has been a country since 1943, and Mr. Taleb, who was born in it and educated by it, seems not to accept its presence. If similar distortions run into his chosen arguments and quotes from authorities, I have trouble believing the veracity of his conclusions. It is also disconcerting to observe his incessant bashing of the French education he received in a French lycee which has been the foundation for his erudition. This would certainly fit into the paragraph, "A New Kind of Ingratitude" prominently displayed in the prologue. Is Mr. Taleb arrogant, ungrateful, and also deceitful?

knowing you can't knnow the unknowable.......2007-10-21

Ultimately, deep down inside us all, we know that we are only human and that some events only serve to highlight our flawed understanding of our time here on Earth.

In daily life however, we rarely are able to reflect on the uncertainty of existence because we have agendas to meet, people to reassure or please, responsibilties and all sorts of pressure to deliver the daily bread, not to mention our grand design to achieve our desires which causes us to look in to the future with anticipation of the realisation of our dreams. None of this is a recipe to help us anticipate the unexpected or highly improbable.

This is why a book like Black Swan is a vital tool to anybody searching for greater understanding. This is a book that will challenge you to re-appraise your paradigm and demonstrate some of the many ways in which we drift away from the reality of life as it is, as opposed the the life we imagine.

A great tool for the sceptical empiricist!

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