The Heart And Soul Of Change: What Works in Therapy

Customer Reviews:

Sadly misguided.......2007-07-22

It is wonderful that the authors are taking on a topic of real importance in the psychotherapy field. What is much less impressive is their approach, which basically harkens back to 30 years ago in the field of therapy research. The authors search for common factors in therapy (which is fine), but at the expense of recognizing the enormous value that evidence-based therapy models play. There is a reason that evidence-based models have taken the field by storm-- that is because they consistently outperform "treatment as usual" which is what most clinicians practice (i.e., making it up on the spot, depending on their whims and biases). The authors take a highly one-sided approach-- not valuing the enormous strides that have been made in the field by evidence-based treatments, and the advent of the empirical testing of them.

Scientific , useful, and readable.......2001-07-19

Based on the strong literature review, professionals in the human services field may well see an improvement in their clinical outcomes if they follow the suggestions in this book.

Not one that will you'll skip over and leave "un-read.".......2001-01-05

I found this text to be of great help. The contributing chapters and the topics covered are fantastic. The authors take therapy constructs that have always been detailed in writing styles far too thick and complex and now describes them in descriptions much easier to understand, all the better for the transfer from theory to practice. While certainly pointed at the field of therapy, this book speaks to many of the "helping" disciplines---more can be "therapeutic" by aligning with these "common factors." The authors give great review to the ingredients to effective interventions and behavior change. When I finished this book, I was left with the impression that although everyone may not be in the "therapy business" this book shows how many who "help" can now be far more involved in the positive behavior change business.

I read this with relish. A genuine "Thanks" to all those who contributed to this book. I can't say enough about it.

Challenge your thinking about doing therapy.......2000-05-25

This book challenged what I was taught to do when doing therapy. The book inspired me--made me think about new ways to view "stuck" cases. The case examples were powerful and the writing was excellent. A bit of interspersed humor made the reading interesting. I highly reccommend this book to anyone in the field of therapy. In fact, I suggest reading this book before going in to the field so that one can avoid becoming pigeon-holed into any certain formal, traditional model of therapy.

Human Interactions: The Heart And Soul Of Business Process Management: How People Reallly Work And How They Can Be Helped To Work Better

Average customer rating:

Putting humans at the heart of BPM. Inspired!
Worth the read for the chapter on RAD
Brilliant treatise for next generation BPM
A Refreshingly Different Persepective
Ahead of its time, but not for long.

Human Interactions: The Heart And Soul Of Business Process Management: How People Reallly Work And How They Can Be Helped To Work Better
Keith Harrison-Broninski
Manufacturer: Meghan-Kiffer Press
ProductGroup: Book
Binding: Paperback

General | Business & Investing | Subjects | Books

MIS | Industries & Professions | Business & Investing | Subjects | Books

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ASIN: 0929652444

Book Description

Despite advances in business automation over the past fifty years, the heart and soul of every organization is still its people--without whom the organization will stop dead in its tracks. Yet there is presently no complete way to manage the complex, continually changing work processes carried out by humans--and current work support technologies treat people as if they were cogs in a machine. Frankly, we need to do better.

This landmark book combines insights drawn from biology, psychology, social systems theory, and learning theory with a deep understanding of business process analysis to form a complete theory of human work. It's about how we really work, and provides management and information technology techniques that will help us to work better. The book shows how to deal properly with human issues in the workplace, transform the working relationships on which success is founded, and leverage intangible assets. Government agencies need this in order to meet the demands of citizens, and commercial companies need this if they are to survive. In today's world of globalization and extreme competition, it's not satisfied customers you are after--it's never-satisfied customers. In the networked future, repeat business from loyal customers is no longer just the best business; it's the only business. And to get it, you need Human Interaction Management--the breakthrough that changes the rules of business.

HUMAN INTERACTION: THE MISSING LINK IN BUSINESS PROCESS MANAGEMENT

There's a new breed of competitor on the block. In today's uncertain global business world, these fierce new competitors are dominating industries by leveraging the universal connectivity of the Internet with a new category of business technology, Business Process Management (BPM). But the BPM techniques currently available are suitable primarily for activities carried out by machines. What about the many processes centered on the very foundation of commercial success—human-driven processes?

After all processes don't do work, people do. Indeed, technology support for human interactions is the missing link in today's BPM systems. Even the early process-based competitors are eager to reinvigorate human-centered work processes, for they know that these are the heart and soul of performance improvement and innovation.

So, what is work? What does an information worker actually do all day? Read and write emails, create documents, make phone calls, attend meetings, talk to people, research, think, decide, agree, reject, ... this is the process of work; it's how real work works. But because little of real work is augmented by modern computer systems, how can it be properly managed for greater effectiveness? The solution is not to try and find systems that replace humans--to automate people out of the picture. We are nowhere near the (perhaps mythical) stage at which humans have become irrelevant to the daily functioning of the enterprise. To the contrary, we need to make the best use of human skills by facilitating how work actually gets done, by real people. Amplifying the work carried out by people not only benefits the enterprise as a whole, but also improves job satisfaction of the individuals who are its life-blood.

To amplify human-driven processes, we need to first understand how to formally describe such work, and then capture this understanding in a computer system. This calls for a change in kind in both business process modeling, and the BPM systems being proffered by today's IT vendors. This book examines the true nature of work, and shows how it can be supported by the next generation of BPM systems. Drawn directly from first-hand experience, it's a practical guide, not an exposition of abstract theory. In this groundbreaking book, a high-level discussion, written for business people, is supplemented with a technology focused discussion for enterprise architects and developers, providing them with detailed guidelines for implementing computer support for human-driven processes.

Customer Reviews:

Putting humans at the heart of BPM. Inspired!.......2007-07-16

My perspective on and appreciation of this book may be different from the majority of its readers because my interest is not based on expertise in BPM, RAD, UML or even systems design. My comments are based only on an interest in how to optimise organisational performance from an organisation development perspective.

I found Harrison-Broninski's book, Human Interactions, to be both challenging and thought provoking. In it, he convincingly argues that the current state and direction of business process design, implementation and management is sub-optimal because it is based on a mechanistic perspective that sees humans as components within a larger machine. He gives this the label, `machine-driven'. His view is that in doing so it not only makes work more arduous and less engaging than it could be but that it fails to tap into the most valuable aspects of how humans interact to get work done.

He believes that in order to improve productivity and performance this perspective which dominates the world of work needs to be turned on its head. In his view, business processes should be designed, implemented and managed in a way that supports and fits around how humans work best not the other way around. He gives this the label, `human-driven'.

Based on my own experiences of collaborative work both as a participant and as an HR/Learning and Development consultant, I found Harrison-Broninski's analysis of `The Problem of Work' to be intellectually sound and his proposed resolutions to be intuitively convincing. Perhaps this is because in constructing his framework of concepts he draws up the ideas of creative leadership, `The Experience Economy', complexity science and social learning, all of which I regard as essential to the future development of organisational productivity and performance.

I can easily imagine that anyone who is comfortable with the conventional thinking of business processes design, implementation and management may well find Harrison-Broninski's views and proposed solutions distinctly unsettling because, in essence, he proposes a fundamental change in the power dynamic between those that design and manage business processes and those that implement or execute them. There are two elements that, in my view, are likely to be particularly challenging. Firstly, the idea of `Support for Mental Work', where he states, `A large part of what humans do has little concrete output'. Secondly, the idea that `Processes change processes', where he states, `Hence actions and interactions in human-driven processes must be able to affect continual change to the process itself.' Conversely, if one agrees with the direction Harrison-Broninski is taking, these may constitute his most valuable insights.

For those individuals convinced by the fundamentals and the workability of Harrison-Broninski's ideas, as I am, this represents a robust and much needed articulation of a perspective based on the belief that there is much human potential that goes untapped in organisations. And that the best way to tap this human potential is to start with how humans work best and to design, implement and manage business processes accordingly, using software systems to support, facilitate and empower.

I found Harrison-Broninski's book both fascinating and inspiring. I for one would be delighted to work in any organisation that took his ideas and concepts to heart.

Given the challenging nature of his ideas and the level of commitment required from senior management for their successful implementation, I suspect it will be some time before there is a critical mass in their uptake. It's the inevitable downside of thinking that proposes a sea change, no matter how valuable the potential benefits.

I wish him every once of luck and good fortune.

Worth the read for the chapter on RAD.......2006-12-15

I got what I wanted from this book, which was a convincing account of RAD and why it is so different from "mechanistic" process languages like BPMN and BPEL. Although RAD diagrams resemble BPMN and UML activity diagrams (roles look like swim lanes, refinement looks like parallel or conditional branching, and so on), RAD runs much differently. While reading, I thought of the business rules connection, and sure enough KHB mentioned it explicitly a few pages later. As for KHB's recommended changes on Ould's classic RAD, I like them so much I think we should call this new RAD "KHB RAD."

Interesting take on Petri Nets and the Pi Calculus is too. It's different from what I had thought, but I buy it.

The more business-oriental material on how people work didn't strike me as something I would want to present in front of clients. Is everyone such a prima donna at work? How are REACT and AIM supposed to guide them? The discussion is generally long-winded, anemic, and poorly edited. As a management book, "Human Interactions" is abysmal. The RAD coverage saves the day.

Brilliant treatise for next generation BPM.......2005-11-24

With the current business climate asking if IT really matters anymore (as a differentiator) and reduced spending on new systems while trying to get the most from existing ones, Harrison-Broninski steps into the breech with some truly original analysis. His book essentially forces us to consider the question: "What should we change if people really are the most valuable asset in business?"

The author's answer is both profound and feasible. While he does not discard the current generation of workflow and BPM systems, he finds their value only in a limited range of processes that can be described mechanistically. Today's systems force workers to be in lockstep with machines and the timing those machines (software) assume. As an alternative, Harrison-Broninski offers us an in depth look at how people actually work (based upon over a decade of his research and that of other experts) and proposes a new type of BPM solution he calls a Human Interaction Management System (HIMS). In fact, he has built a HIMS called RADRunner, which you can download, and use, free of charge. There is a technical section in chapter six, which briefly explains the main considerations for building or including a HIMS in commercial solutions, which the author fully expects in the future. RADRunner is the author's attempt to prove his theory with something that can be implemented with users today - and it has been. This book is not about his trying to sell software, but rather to give rise to a new breed of more effective BPM solutions. Harrison-Broninski seems to be more of a researcher than an entrepreneur, though he has qualities from both.

A HIMS is a combination of existing, proven technologies and the author's careful thinking about how people really function as knowledge workers. With many economies shifting to collaborative knowledge workers (interaction worker) and away from heads-down assembly line type workers (independent worker), the need for systems that make the most of human efficiencies seems natural. But this is easier said than done; this book takes a big step in the right direction. Harrison-Broninski's analysis observes human work occurring in five main stages - Research, Evaluate, Analyze, Constrain and Task (REACT). Most systems today only account for the Task portion of this overall process, but a HIMS tries to facilitate (or at least not interfere) with all of them.

REACT, as described in the book, can be readily observed in all sorts of human activity - whether ordering food in the drive-through, building a back deck, hunting or implementing a new system in the office. One interesting point is that when humans work, we literally decide how to work first. Then as the work proceeds, new information arrives that transforms the process a team or individual will follow. The "process" of human projects is not a static entity defined up front and a HIMS is perfectly aware of this and even encourages the change to happen naturally. This kind of dynamic process change is not easily facilitated in today's workflow or groupware. The author relies upon Role Activity Diagrams (RAD) to describe processes accounting for human factors. The notion of a role(s) for each user is taken to a new level with HIMS.

I could go on and on about how much I like the book, its topic and the writing of its author. But, like many great ideas, HIMS probably face an uphill battle against tradition. This is not to fault the idea itself, but just to note that even less ambitious BPM solutions run into cultural trouble (perhaps because they don't take a HIMS approach, it could be argued). The following points are some specifics on this overall concern. First, the Role Activity Diagrams are somewhat intuitive but also challenge long-standing training about how diagrams are interpreted (timing is not prescribed). The thinking behind HIMS RAD is great, but for now, as the author concedes, it cuts against the grain of training. Second, as with all BPM, a HIMS requires extensive integration, especially to realize the human benefits it aims for. The author does not stress this point, but it is clear from the books' goals and looking at the documentation/features of RADRunner that integration costs can run deep with a HIMS (both good and bad). Third, there may be an issue related to a gradual rollout (small pilot) of a HIMS. A HIMS delivers value only to the extent it is in sync with real-life work of people in the organization, but the less it is deployed, the less in sync it will be. Because the HIMS seeks to model human patterns so accurately (more so than other types of systems) it would seem to be an acute problem to not get a complete population of workers involved at once. Fourth, on a technical note, the HIMS transaction model seems to require ACID behavior (specifically rollback) for any enterprise interface since a large rollback may be required when a task finishes in a state that contradicts business rules (postconditions). Databases and queuing systems typically have rollback, but many other enterprise interfaces like ad-hoc web services, file transfers and e-mail do not provide this behavior, yet these may well be systems the user is affecting during their work.

All new ideas have unanswered questions and I offer mine in the spirit of advancement more than criticism. I love this book. It has caused me to think and learn about processes in a healthy way. The author is a hard-working genius and I truly hope his ideas see the fruition they deserve. It seems inevitable to me, just a question of time. Buy this brilliant book if you are deeply interested in the interaction of people and computers, especially in the not too distant future.

A Refreshingly Different Persepective.......2005-10-07

This book offers a refreshingly different perspective on BPM. Instead of the thinly veiled system approach of many other books Keith reminds us that managing and controlling processes is what we are ultimately trying to achieve. He also reminds us that whatever people may say or think the fact is that most work processes (and the hardest ones to control) occur between people (rather than between computer systems). The book puts forward some very powerful ideas to support these new ways of thinking about processes and the systems that support them. These suggestions and arguments are supported by a great deal of thought and theory.

If Geary Rummler is to be remembered for "Managing the White Space" on the organization chart then surely Keith will hope to become known as the man who set forward the agenda for "Managing the White Space" in the process map!

The central idea of the book is that the issue is less to do with understanding and automating individual processes and more to do with managing and controlling the literally thousands of processes that go to make up an organisation. This of course cannot be carried out effectively without fully understanding and managing the Human Interactions of which most work is comprised. As Keith points out "Many organizations have yet to realize that they are sleepwalking into a world where we simply move from a set of legacy applications to a set of legacy processes and swap a set of functional silos for a set of process silos." In that respect this book is a must read for Process Professionals and Systems Analysts alike.

In essence the book has four elements to it - and they do not necessarily appear in order - they are;

a) That Human Interactions form the basis of most of the work in an organisation.
b) An explanation of the science and psychology behind how such interactions take place.
c) The argument that current approaches to capturing and modelling these interactions are unsuitable.
d) That there are lessons to be gained from Role Activity Theory that may help.

Items a) and b) are very well covered (although it might have been nicer if they had been specifically separated out), whilst items c) and d) are a matter of perspective.

In his arguments on modelling Keith quite rightly asserts that for most business users current notations and tools are hard to follow and onerous in use. However from a personal perspective I suspect the alternative modelling approach suggested in the book may suffer from the same fate. But, as Keith points out, the issue is not about which notation one uses to model the interactions - it is more about the fact that they need to be captured and managed in a structured way. As ever the challenge is that almost any kind of model suitable for constructing a system will be constructed by specialists using some kind of specialist notation. Whereas business people are actually quite comfortable with the concept of flow charts to describe what they do (and because they use them for illustrative purposes they are not overly concerned by rigour and detail either.)

The great thing about this book is that instead of suggesting that all previous approaches to process were wrong and offering a new panacea, it tries to borrow and build from what has gone before. In this way hopefully a larger audience should be able to engage with the ideas and theories presented. In particular he suggests that a blend of both Petri nets and pi-calculus be used in order to provide a formal underpinning to process management and permit its potential systemisation. This approach is sure to cause great debate among purists and Keith has certainly positioned himself well for debates with just about everybody!

As with many other books by technologists or vendors, this one too concludes with detailed advice on how to develop and deliver better systems for the business, which whilst it may be useful, is a shame. I say this because the book provides much good information around the theory of how people work together and if that was blended with the desire of businesses to focus on successful customer outcomes, then I think the message could be even more powerful.

In summary I would suggest that this is a great book for Process Specialists and those wishing to gain deeper insight into why in many cases the current technological approaches fail to catch the imagination of business people. It may also appeal to some Business Managers and Business Analysts, as the theory presented in the first three chapters is sure to be of interest, but the technical nature of latter parts of the book may prove to be a slight struggle for some such readers. I also hope that Keith is able to continue to build upon this initial work as I believe that the essence of what he is trying to achieve here is extremely important, and in the world of process truly new ideas are hard to come by.

Ahead of its time, but not for long........2005-07-12

For the past few years, companies have turned to Business Process Management (BPM) in pursuit of major operational improvements. Most IT vendors now have BPM offerings ... but something is missing. Most BPM systems deal quite well with system-to-system interactions, but fall short in providing support for human-to-human interactions (the way work really gets done!).This book breaks new ground by providing a complete and rigorous framework for human interactions, and is a must read for those companies considering or already deploying BPM systems.

In addtition, the concepts explained in the first part of the book will help any company, regardless of its use of technology, to better understand how people really work, and, as the authors says, how they can be helped to work better. From the technology savvy to the technology challenged, I highly recommend "Human Interactions" for anyone wanting to master the new world of work in today's extremely competitive business environment.

Losing Hearts and Minds?: Public Diplomacy and Strategic Influence in the Age of Terror

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Contributes to the debate of public diplomacy but doesn't stand on its own

Losing Hearts and Minds?: Public Diplomacy and Strategic Influence in the Age of Terror
Carnes Lord
Manufacturer: Praeger Security International General Interest-Cloth
ProductGroup: Book
Binding: Hardcover

General | Politics | Nonfiction | Subjects | Books

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ASIN: 0275990826

Book Description

There is a broad consensus among informed observers both inside and outside the Beltway that American public diplomacy leaves much to be desired. Recent studies describe ineffectiveness, inadequate resources, and a general lack of direction. Further complicating this situation, there is no real consensus among critics on what must be done to fix current problems. Moreover, the ills afflicting public diplomacy are poorly understood. Losing Hearts and Minds? situates these problems within the complex environment of U.S. government bureaucracy, and relates them to other instruments of national power, particularly diplomatic activities and military force. This book prompts debate by analyzing obstacles to effective public diplomacy, and offers a comprehensive vision of this critical dimension of statecraft, which without improvements will ill serve the nation in its ongoing efforts to counter the global threat of terror. After a systematic exploration of the concepts and terminology used to characterize public diplomacy and the wider domain of strategic influence, Carnes Lord examines the contemporary security environment and sketches an overall strategy that should guide the United States in projecting influence in the war on terror and in pursuing larger global interests. The author then looks at the cultural and institutional problems that have long handicapped the performance of the U.S. government in these areas. The book concludes with a detailed examination of the specific problems facing governmental agencies involved in public diplomacy and kindred disciplines, including the Departments of State and Defense, international broadcasters, and the White House.

Customer Reviews:

Contributes to the debate of public diplomacy but doesn't stand on its own.......2007-04-15

Carnes Lord, a professor at the Navy War College, takes on the question of how to win the "hearts and minds" in, just as Foreign Affairs wrote in their review of the book, a controversial manner. A look at the table of contents, one finds he is taking a rather in-depth look, with chapter titles ranging from Strategic Influence and Soft Power, Public Diplomacy and Psychological-Political Warfare, Problems of Organization, and, Defense Department: Into the Act?. Lord sets out to look at bureaucratic obstacles, friction from domestic politics, and the impact of media.

From the start, I found myself in agreement with "controversial" label from Walter Russell Mead's review in Foreign Affairs, but I don't know if our independent assessment was for the same reason(s). I had trouble with Lord's definition, arguments and positions.

To start, I disagree with his confinement of public diplomacy to essentially be positive propaganda. Public diplomacy to Lord is not about tangible programs but radio, TV, and print. In effect, as he apparently sees it public diplomacy is primarily about media diplomacy.

The essential thrust of Lord's vision of public diplomacy that comes out is an emphasis on talking with virtually no listening. There is some tangential mention of bilateral communication (not in so many words), but overall all the "three broad missions" of public diplomacy, as he sees them -- information, political action, and education and culture -- emphasize talk (not withstanding his comment on the need to "educate the world about the nature of American conservatism"). At times, this rather narrow definition is at odds with Lord's own recommendations and comments throughout the book.

Lord does do well by bringing in the Defense Department into the discussion and informs the reader of contemporary applications of "strategic influence". But his emphasis on the future role of the Department of Defense in public diplomacy is not because of institutional barriers in the Department of State (the oft-cited reason elsewhere), but because "public diplomacy", in his narrow construction is best kept with traditional diplomacy, although he does suggest there might be a place for "defense public diplomacy".

Lord's discussion of three possible models of how to institutionalize the reconstituted USIA and other public diplomacy / strategic influence capabilities is interesting. From the "Czar" model to the "Counselor" and ultimately to his "US Trade Representative" model, his strength in understanding how bureaucracy works comes through.

The book was interesting and included some history to add context (although that too was sometimes incomplete), but there was a political undercurrent that undermined any objective goals of the book. I also found the book self-limiting in defining a narrow audience of public diplomacy and in over generalizing the enemy, both to the detriment of his argument.

There is a disconnect between this book and fundamental concepts of counterinsurgency, for example, what it takes or even what it means to win hearts and minds, and even the fundamental concepts of public diplomacy or strategic influence, throughout the examples and discussions in the book. If read in conjunction with literature on the subject or knowledge on public diplomacy, this book may serve as a useful counterpoint. But absent that, this book becomes a text on propaganda (in the non-pejorative sense) tools and simplified tactics of countering misinformation. One last note, I did enjoy Lord's comment that most public diplomats are liberals, like most American journalists. A sentiment that is reflected in his concerns over current public diplomacy.

Strategic Approaches in Coronary Intervention

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Error

Strategic Approaches in Coronary Intervention

Manufacturer: Lippincott Williams & Wilkins
ProductGroup: Book
Binding: Hardcover

Cardiovascular | Diseases | Medicine | Subjects | Books

General | Medicine | Subjects | Books

Cardiology | Internal Medicine | Medicine | Subjects | Books

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ASIN: 0683307290

Customer Reviews:

Error.......2006-10-06

Nice book but with funny errors :Third ed.
Page 149: concerning distal protection : The European and Australian Multicenter Evaluative Research on Atrial Fibrillation Dofetilide (EMERALD) study .. it should be read Enhanced Myocardial Efficacy and Removal by Aspiration of Liberated Debris (EMERALD); same accronyme but not the same study. The same error is reproduced again in page 157 even in the title !!

Page 211: concerning carotid stenting: SAPPHIRE = stenting and angioplasty with protection in patients at high risk for endarterectomy ; and not Systolic and Pulse Pressure Hemodynamic Improvement by Restoring Elasticity as written in the book. It's so weird because the chapper's author is Yadav who is the PI of the study! How could he make this error ?

The Strategy Workout: A Journey to the Heart of Your Business (Financial Times)

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Strategy for all us

The Strategy Workout: A Journey to the Heart of Your Business (Financial Times)
Cyril Levicki
Manufacturer: Financial Times/Prentice Hall
ProductGroup: Book
Binding: Paperback

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

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

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

General | Business & Investing | Subjects | Books

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ASIN: 0273624423

Book Description

This interactive book combines a tried and tested strategy audit to create and test the strength of a new strategy and a program for overcoming the difficulties of implementation.

Customer Reviews:

Strategy for all us.......2000-04-04

Strategy is one or most importants tools in our competive world, in this moment we are trying to improve every thing, every day, but we need know where is the correct address, this book provide us with a step by step guide for make an strategical plan, and teach us how to implant it, in our business and daily life, be excellence is a comprise, and we can accomplish with it, trying to use this knowledge.

I read this book, when I was a student of human resourses master's degree, and use this book several times, in this moment I only have basic knowldge of strategy, and now I think that this point of view, is much easier than similar in spanish language, is more concrete and is based in the roots of the organisation.

Culture and believes in the organisation are the basis, in this competitive world the unique difference, like fingerprints is the organisational culture, the organisation relationship involves moret han internal issues, involves global relationships, now the world is shrinking and the strategy is a pocket tool for us.

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Academic Planning: The Heart and Soul of the Academic Strategic Plan
Rowley Daniel James
Manufacturer: University Press of America
ProductGroup: Book
Binding: Paperback

General | Education | Nonfiction | Subjects | Books
Research | Education Theory | Education | Nonfiction | Subjects | Books
School Management | Education Theory | Education | Nonfiction | Subjects | Books
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Strategic Change in Colleges and Universities: Planning to Survive and Prosper (Jossey Bass Higher and Adult Education Series)

Working Toward Strategic Change: A Step-by-Step Guide to the Planning Process (Jossey Bass Higher and Adult Education Series)

Career Aspirations & Expeditions: Advancing Your Career in Higher Education Administration

ASIN: 0761826912

Book Description

Academic Planning examines the importance of building a college or university academic plan alongside the institution's strategic plan.

Blue Skies and Broken Hearts: A Tour Across the Political Geography of Star Wars

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A Must Read for Every American

Blue Skies and Broken Hearts: A Tour Across the Political Geography of Star Wars
Joann Wypijewski
Manufacturer: Verso
ProductGroup: Book
Binding: Hardcover

Arms Control | Current Events | Nonfiction | Subjects | Books

General | Politics | Nonfiction | Subjects | Books

Book Description

On September 11, 2001, a central critique of missile defence—that it will be futile against the lowest-tech and most likely type of attack against the United States—was brought home with terrible force. Yet the program continues, as it has in one form or another, regardless of political or material conditions, consuming $133 billion over the past fifty years. In a book that combines travelogue and technological assessment, political history and polemic, JoAnn Wypijewski visits some of the places where National Missile Defense lives a real life, where it is tested and researched, and where America's exercise of empire on earth meets its ambitions for space. Across the geography of missile defense—from Huntsville, Alabama, to California's Central Coast, to the cliffs of O'ahu, to Kwajalein atoll in the Marshall Islands—Wypijewski excavates a history of dispossession, of imperial fantasies made real. From the Marshall Islands, she presents pictures of an American suburb serviced by a slum, of some of the world's most sophisticated technology existing offshore from a cholera ward, of a native culture hammered for the sake of a military program that 'works' only to the extent that it keeps itself going. This is a story of Star Wars quite unlike any other. It argues that the system is best understood not through its expense, faulty tests or political machinations, but through its claims on space, in the history and lives of people on earth.

Customer Reviews:

A Must Read for Every American.......2005-02-10

While most critiques of the Star Wars missle defense system focus on its outlandish cost overruns and unfeasibility, Wypijewski goes much further, detailing missile defense as colonialist enterprise. While the cost of missile defense is an outlandish burden for the American taxpayer, it is death toll for the Marshall Islanders, who must bear the burden of this fantasy in their lives. We must all read this to see how it has come to pass, and then ask ourselves why such stories don't make the evening news.

Reassessing U.S. Strategic Forces: An Interim Report : Csis Congressional Study Group on Future Strategic Systems (God's Word in My Heart)

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Reassessing U.S. Strategic Forces: An Interim Report : Csis Congressional Study Group on Future Strategic Systems (God's Word in My Heart)
Ike Skelton
Manufacturer: Center for Strategic & International Studies
ProductGroup: Book
Binding: Paperback

Military Science | History | Subjects | Books

Public Affairs & Administration | Government | Nonfiction | Subjects | Books

Central Governments | Administrative Law | Law | Subjects | Books
ASIN: 0892061634

The Strategic Heart: Using the New Science to Lead Growing Organizations

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The Strategic Heart: Using the New Science to Lead Growing Organizations
Michael H. Shenkman
Manufacturer: Praeger Paperback
ProductGroup: Book
Binding: Paperback

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

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

General | Organizational Behavior | Business & Investing | Subjects | Books

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ASIN: 0275956202

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The title, The Strategic Heart, evokes the idea that when people focus on a mission they believe is important, they put their hearts into making their work and company a success. Shenkman uses insights from the new sciences of Complexity and Flow to help business leaders create the adaptable, flexible and high performance organizations that succeed in today's competitive world. Part One introduces some of the central themes of the science of complex systems and shows their relevance to growing businesses. He demonstrates how to marshal people's talents around strong values and focused actions that can be evaluated, measured, and improved. Part Two presents the work of Mihaly Csikszentmihalyi whose renowned studies have shown that when people are fully engaged in their experience, they enjoy learning and growing. He calls this kind of optimal experience, "Flow." Managers can create opportunities for Flow by identifying what people need and want to learn on the job, using teams and acting as coach and mentor. The Strategic Heart offers insights and tools that have been proven to help managers reshape the way they envision and lead their organizations. Case studies show that when using these ideas, older companies have been revitalized, and new businesses have been able to mobilize around their dreams to become profitable. Shenkman provides innovative tools for managers on all levels of business, and teaching tools for courses on growing businesses and entrepreneurial management.

Open-heart surgery.(accountants ): An article from: Strategic Finance

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Open-heart surgery.(accountants ): An article from: Strategic Finance
Robert W. Gunn , and Betsy Raskin Gullickson
Manufacturer: Thomson Gale
ProductGroup: Book
Binding: Digital

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This digital document is an article from Strategic Finance, published by Thomson Gale on November 1, 2006. The length of the article is 1295 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: Open-heart surgery.(accountants )
Author: Robert W. Gunn
Publication: Strategic Finance (Magazine/Journal)
Date: November 1, 2006
Publisher: Thomson Gale
Page: 11(2)

Distributed by Thomson Gale

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