Book Description
In just the last few years, traditional collaboration—in a meeting room, a conference call, even a convention center—has been superseded by collaborations on an astronomical scale.
Today, encyclopedias, jetliners, operating systems, mutual funds, and many other items are being created by teams numbering in the thousands or even millions. While some leaders fear the heaving growth of these massive online communities, Wikinomics proves this fear is folly. Smart firms can harness collective capability and genius to spur innovation, growth, and success.
A brilliant guide to one of the most profound changes of our time, Wikinomics challenges our most deeply-rooted assumptions about business and will prove indispensable to anyone who wants to understand competitiveness in the twenty-first century.
Based on a $9 million research project led by bestselling author Don Tapscott, Wikinomics shows how masses of people can participate in the economy like never before. They are creating TV news stories, sequencing the human genome, remixing their favorite music, designing software, finding a cure for disease, editing school texts, inventing new cosmetics, or even building motorcycles. You'll read about:
• Rob McEwen, the Goldcorp, Inc. CEO who used open source tactics and an online competition to save his company and breathe new life into an old-fashioned industry.
• Flickr, Second Life, YouTube, and other thriving online communities that transcend social networking to pioneer a new form of collaborative production.
• Mature companies like Procter & Gamble that cultivate nimble, trust-based relationships with external collaborators to form vibrant business ecosystems.
An important look into the future, Wikinomics will be your road map for doing business in the twenty-first century.
Customer Reviews:
The Mass Collaboration Gold Mine.......2007-10-19
This book hammers home a 21st century no-brainer. "It's all based on a principle the new generation of Web start-ups learned from the open source software community: There are always more smart people outside your enterprise boundaries than there are inside."
While it has mixed reviews ("made me feel alternately like Christopher Columbus and Grandpa Simpson"), it's an important addition to your organization's resource library.
Tapscot and Williams deliver fascinating case studies of companies that have opened up their internal secrets/data to the world so "mass collaboration" can help them solve big problems. Procter & Gamble did it and so did a failing Toronto-based gold-mining firm. In 2000, Goldcorp, Inc. ran a contest, the "Goldcorp Challenge," with $575,000 in prize money--and posted all of the mine's proprietary data on the web. The request: help us find more gold. The result: "More than 1,000 virtual prospectors from 50 countries got busy crunching the data."
Mass collaboration from the most unlikely sources and disciplines targeted new mother lodes on their 55,000-acre property. It worked: $100 invested in the company in 1993 was worth more than $3,000 in 2006.
There's a core value here (a biblical one) for faith-based organizations and churches: it's all kingdom work. It's time to open up and work together versus holding your ministry close to the vest. (It's not your ministry anyway!)
Read this book and then ask your team these questions: 1) What's our biggest challenge in the next 12 months? 2) Would mass collaboration help us solve it? 3) Do we operate as if the smartest people are INSIDE our organization or OUTSIDE our organization? Why?
Future Shock 2.0.......2007-10-14
Reading this 2006 book made me feel alternately like Christopher Columbus and Grandpa Simpson. Co-authors Don Tapscott and Anthony D. Williams define a near-term future of breathtaking wonder and innovation, yet I came away finding their best-case scenario hard to swallow.
"Wikinomics" describes existing business models in various industries, from which it extrapolates their ongoing development as part of a larger revolution of revolutionary openness, "on par with the Italian renaissance or the rise of Athenian democracy," the authors write. "Mass collaboration across borders, disciplines, and cultures is at once economical and enjoyable."
Like a lot of other posted reviewers here, I found "Wikinomics" too gushy and jargony, throwing up random-sounding words like "ideagoras" and "prosumers" as if their very existence connoted concreteness of often-fuzzy notions. The book's airy dismissal of copyright law and the protection of intellectual property rights as old thinking annoyed me immensely. And the notion of a future of non-hierarchal business enterprises strikes me as a terribly naive misreading of the most important aspect of the equation: the human element.
But give Tapscott and Williams points for presenting their case for futurism in a way that often feels quite compelling. They start with perhaps the best such example, by presenting the case of a Canadian mining company that, stymied in their search for gold, opened their records up to the outside world through online file sharing, soliciting ideas about where in their vast mine network they should dig for rich veins. The resulting influx of new thinking catapulted Goldcorp from a $100 million company to one worth $9 billion.
Tapscott and Williams take the success of Goldcorp and look for other industries where similar ideas have been practiced with similar results. With some, like this website, the fruits of innovation are immediate and obvious. With others, like old-guard conglomerate Procter & Gamble, success has been nearly as profound in more subtle ways.
The authors score some points, but also spout a lot of obvious Panglossian hyperbole. Wikipedia is as accurate as the Encyclopedia Britannica (better check that with John Seigenthaler). The youth-oriented website TakingITGlobal is like a new United Nations in embryonic form.
But their viewpoint has obvious value, too, and applicability in the world around us, even beyond the net world from which "Wikinomics" springs. Looking at the reinvention of BestBuy through its acquisition of Geek Squad, or how the workplace itself is changing shape to adapt to faster-moving, less-centralized structuring, is "Wikinomics" at its most challenging, and best reading.
I didn't put down this book convinced I saw the future, let alone a good future. But I did feel myself thinking differently about life and work than when I first picked "Wikinomics" up. Maybe that's the point.
Great Book to Read.......2007-10-02
Wikinomics: How Mass Collaboration Changes Everything
As I refresh my professional career for the second decade of the 21st Century, I decided ro read this book, and I was not wrong. This is a most read book for everyone that's looking to stay relevant in the digital economy and the disrupting collaboration paradign. I highly recommeded.
Good, but not critical enough and scores high on the buzzword-meter.......2007-09-12
The book gives a quick tour of the new collaborative ways in which people aggregate and process information. It points out that collaboration can also be applied to produce new 'stuff', outside of software and even applying to manufacturing. It makes for interesting reading for people who a) know something about open source and want to know about its business implications and b) managers who don't know about open source/collaboration but would like to.
It is, imho, less interesting for those who want in-depth answers to the real thorny _business_ problems around open-source. I.e. How to make money at it, if you want to. It hints at important questions such as rewarding the community at large, not losing the family jewels as you open up, etc. Unfortunately, it never quite gets down to specific recommendations beyond "you have to find the right mix of proprietary vs. open source IP".
Not to criticize it overmuch. Wikinomics often jars your thinking with insightful nuggets. For example, it cites Goldcorp as the example of a mining company which opened up its secret prospection data to outsiders. Wikinomics, probably rightly, uses that as a counter-intuitive example of enlisting external help for a type of company that never shares that kind of data. Hmmm, why not share? If the prospection data applies to land on which only your company can operate, isn't that a pretty safe gamble? I don't know, really, but the point is that the anecdote makes you think of things differently. Same with IBM's success at getting a new OS (Linux)almost for free, while gathering goodwill from the community and genuinely collaborating. How far Big Blue's embarrassing anti-trust proceedings seem now...
Less helpful is Wikinomics' recurring use of cherry-picked anecdotes by sector, rather than a broad analysis of various businesses. First of all, it rarely compares its chosen 'smart companies' to their competitors. Yes, BMW is opening up. Does that make their cars any better? How is their stock doing? vs. Toyota? How is their reliability? How innovative are their cars?
Red Hat is a huge success story in Linux, but its dominance also highlights the relative failure of other Linux vendors. No explanation is given for that - network effects? first mover?
I would have welcomed some case studies of failures for big corporations in opening up. What caused those failures? What can be learned from them?
Google is also cited as a big example of openness. That is only partially true and could have served to highlight the necessary(?) split between proprietary information and public openness. Google opens up its APIs and the search is certainly free. I am a big fan myself. However, they have not chosen to release much code back to the community (cf. MapReduce) , mostly by sidestepping the GPL because they don't distribute their software. Their choice, and probably motivated by good business logic. Apple also walks a fine line between leveraging open source and keeping its business very much a secret.
This is just the kind of case studies Wikinomics could sink its teeth into, but it spends way too much time gushing over all the boundless possibilities of collaboration.
Conclusion: a good eye-opener but take it with a grain of salt. Note that my perspective is that of a developer interested in open source _and_ business profits.
An interesting read........2007-09-04
I liked this book, and it opened my eyes to many other "community-driven" technologies/companies. While I thought a lot of the ideas were very "common sense", it was well written, and had some great anecdotes. I recommend this book for anyone interested in social networking, building communities, etc.
Book Description
Completely Updated and Revised
This revised edition of Peter Senge’s bestselling classic, The Fifth Discipline, is based on fifteen years of experience in putting the book’s ideas into practice. As Senge makes clear, in the long run the only sustainable competitive advantage is your organization’s ability to learn faster than the competition. The leadership stories in the book demonstrate the many ways that the core ideas in The Fifth Discipline, many of which seemed radical when first published in 1990, have become deeply integrated into people’s ways of seeing the world and their managerial practices.
In The Fifth Discipline, Senge describes how companies can rid themselves of the learning “disabilities” that threaten their productivity and success by adopting the strategies of learning organizations—ones in which new and expansive patterns of thinking are nurtured, collective aspiration is set free, and people are continually learning how to create results they truly desire.
The updated and revised Currency edition of this business classic contains over one hundred pages of new material based on interviews with dozens of practitioners at companies like BP, Unilever, Intel, Ford, HP, Saudi Aramco, and organizations like Roca, Oxfam, and The World Bank. It features a new Foreword about the success Peter Senge has achieved with learning organizations since the book’s inception, as well as new chapters on Impetus (getting started), Strategies, Leaders’ New Work, Systems Citizens, and Frontiers for the Future.
Mastering the disciplines Senge outlines in the book will:
• Reignite the spark of genuine learning driven by people focused on what truly matters to them
• Bridge teamwork into macro-creativity
• Free you of confining assumptions and mindsets
• Teach you to see the forest and the trees
• End the struggle between work and personal time
Customer Reviews:
Insightful and Informative Book.......2007-10-20
The Fifth Discipline is a seminal book by the famous author Peter M. Senge. The book teaches the concept of the learning organization namely that the successful organization must continually adapt and learn in order to respond to changes in the environment effectively and therefore to grow and prosper. I have read the book a number of times and keep on referring to it as is filled with a lot useful knowledge and wisdom. System thinking and learning is critical to organisational growth and development in the present highly dynamic operating environment.
According to Peter Senge, "real learning gets to the heart of what it means to be human. Through learning we re-create ourselves. Through learning we become able to do something we never were able to do. Through learning we reperceive the world and our relationship to it. Through learning we extend our capacity to create, to be part of the generative process of life. There is within each of us a deep hunger for this type of learning"--powerful advice indeed from a real learning guru.
This revised and updated edition includes the thoughts and ideas of some successful practitioners, taking into account developments since the first edition was published about 15 years earlier. Do not be intimidated by the length of the book, over 450 pages, as it is very informative, insightful and interesting to read.
I recommend this book for individuals interested in understanding the nature of how organizations develop, how behaviours are formed, and how organizations achieve growth and augment their capabilities. You will learn how to improve the way your organization or department functions, how to review and improve systems and how to develop shared visions, create long term goals among other critical insights.
Fifth discipline.......2007-09-29
I have not read the book yet, but it came to me very fast. I was pleased with the service and I enjoy using Amazon.
Katrius
Must read.......2007-09-17
Any manager who wishes to develop the organization he works for must read this book. It is an excellent introduction to systems thinking within any type of organization.
The World is Knowledge Intensive.......2007-09-06
In addition to being a fan of Peter Senge, I'm also a great fan of the ultimate management guru, Peter Drucker, who got me thinking about "the learning organization" in his book, The Age of Discontinuity, when he said: "The world is becoming not labor intensive, not material intensive, not energy intensive, but knowledge intensive." I believe it, and thus, I was very receptive to Senge's thoughts in this book.
The central premise of my latest book, The Three Pillars of Sustainable Profit & Growth The Three Pillars of Sustainable Profit and Growth is this: the only sustainable advantage any firm can achieve in the future is the quality of the human talent it is able to recruit and retain. The knowledge they bring with them, and continue to acquire, is the key to their company's future growth and success.
Senge put it this way: "The ability to learn faster than your competitors may be the only sustainable competitive advantage."
Bottom line: I believe that managing knowledge in the contemporary business world is just as important as managing money. Successful companies of the future will clearly be seen as learning organizations, which Senge aptly defined as "a group of people who are continually enhancing their capability to create their own future."
Thought Leadership, and Breakthrough ideas.......2007-08-27
I found this book highly simulating but required heavy study to transfer the ideas into the working environment. I found the framework was incomplete especially around the issues of creating a learning environment. Senges' framework for Systems is best described in terms of 'systems dynamics' which leads onto a more developed theory by others on system complexity and emergence.
He describes what might be an end state without detailing how to get there, the later follow up field book on tools and methods now fills this gap neatly. Both books together are perfect.
This book sets out theory very well, it also provides Thought Leadership, Breakthrough ideas and Inspiration. Its well written and enjoyable.
Book Description
Casey McDaniel had never been so nervous in his life.
In just ten minutes, The Meeting, as it would forever be known, would begin. Casey had every reason to believe that his performance over the next two hours would determine the fate of his career, his financial future, and the company he had built from scratch.
“How could my life have unraveled so quickly?” he wondered.
In his latest page-turning work of business fiction, best-selling author Patrick Lencioni provides readers with another powerful and thought-provoking book, this one centered around a cure for the most painful yet underestimated problem of modern business: bad meetings. And what he suggests is both simple and revolutionary.
Casey McDaniel, the founder and CEO of Yip Software, is in the midst of a problem he created, but one he doesn’t know how to solve. And he doesn’t know where or who to turn to for advice. His staff can’t help him; they’re as dumbfounded as he is by their tortuous meetings.
Then an unlikely advisor, Will Peterson, enters Casey’s world. When he proposes an unconventional, even radical, approach to solving the meeting problem, Casey is just desperate enough to listen.
As in his other books, Lencioni provides a framework for his groundbreaking model, and makes it applicable to the real world. Death by Meeting is nothing short of a blueprint for leaders who want to eliminate waste and frustration among their teams, and create environments of engagement and passion.
Download Description
Casey McDaniel had never been so nervous in his life.
In just ten minutes, The Meeting, as it would forever be known, would begin. Casey had every reason to believe that his performance over the next two hours would determine the fate of his career, his financial future, and the company he had built from scratch.
“How could my life have unraveled so quickly?” he wondered.
In his latest page-turning work of business fiction, best-selling author Patrick Lencioni provides readers with another powerful and thought-provoking book, this one centered around a cure for the most painful yet underestimated problem of modern business: bad meetings. And what he suggests is both simple and revolutionary.
Casey McDaniel, the founder and CEO of Yip Software, is in the midst of a problem he created, but one he doesn’t know how to solve. And he doesn’t know where or who to turn to for advice. His staff can’t help him; they’re as dumbfounded as he is by their tortuous meetings.
Then an unlikely advisor, Will Peterson, enters Casey’s world. When he proposes an unconventional, even radical, approach to solving the meeting problem, Casey is just desperate enough to listen.
As in his other books, Lencioni provides a framework for his groundbreaking model, and makes it applicable to the real world. Death by Meeting is nothing short of a blueprint for leaders who want to eliminate waste and frustration among their teams, and create environments of engagement and passion.
Customer Reviews:
Pointed and on topic.......2007-09-09
The book was pointed, on topic, and did what I think it intended to do, show that meetings don't have to be and truly shouldn't be boring. He gave some solid reasons why meetings end up that way and provided ways to avoid these pitfalls. I don't think he exhausted the reasons for boring meetings (i.e. trouble employees) but he hit some highlights. He didn't stray off course or try to cover too much. I tend to agree with one reviewer that by keeping it short and sweet the possibility of co-workers actually reading the book goes way up and thereby their buying into the multiple meeting strategy goes up as well.
Also, his suggestions can impact a company in ways beyond making meetings more fun. His suggestion to engender conflict/"working out issues" leads to everyone being less confusion about what is expected. I truly liked the book and would recommend it to my co-workers.
Meetings are a snap-shot of an organization's culture.......2007-08-23
The quickest way to identify a company's culture is to observe their key meetings. One of the most impactful ways to change a company's culture is to change the way they handle meetings. In this parable (cannot be a fable, as it lacks the necessary animal cast) by consultant Patrick Lencioni, these truisms provide the platform for Lencioni's theory of meeting management. This theory addresses what Lencioni sees as the two key problems with most business meetings; lack of drama, and lack of contextual structure. He looks to the meeting owner to provide `The Hook' (set-up the plot for the drama), and the meeting facilitator to `Mine for Conflict'. Then he recommends contextual structure can be established by segregating meetings according to the time-frame they address; the daily check-in, weekly tactical, monthly strategic, and quarterly off-site review.
Great title, easy read, but misleading if you think this book is about how to reduce the number of meetings within your organization. Lencioni, in fact, recommends more and not less meetings; but without explicitly stating it, he implies that every meeting must have a clear purpose (context), identified objectives for each topic, and that the meeting owner and the meeting facilitator roles must be clear. His story also illustrates the importance of pre-meeting planning and content preparation. Lencioni makes the point that meetings are not a necessary evil; they are an opportunity to focus and engage people if done well. The book is recommended as a reminder of the value that meeting management can bring to an organization.
How to reduce (if not eliminate) one of the major causes of organizational waste.......2007-07-17
This is one in a series of "leadership fables" in which Patrick Lencioni shares his thoughts about the contemporary business world. His characters are fictitious human beings rather than anthropomorphic animals, such as a tortoise that wins a race against a hare or pigs that lead a revolution to overthrow a tyrant and seize control of his farm.
In this instance, Lencioni focuses on probably the single greatest waste of organizational resources: meetings. Although they are "the closet thing to an operating room, a playing field, or a stage that we have...most of us hate them. We complain about, try to avoid, and long for the end of meetings, even when we're running the darn things! How pathetic is it that we have come to accept that the activity most central to the running of our organizations is inherently painful and unproductive?" Nonetheless, in most organizations, meetings comprise the single greatest cause of waste of resources and, yes, of opportunities as well.
Briefly, here's the fictitious situation. Lencioni introduces Casey McDaniel, generally viewed as "an extraordinary man - but just an ordinary CEO" of Yip Software, a designer and manufacturer of sports-related video games company he founded. What is perhaps most significant about Casey is the fact that conducts lethargic, unfocused, and passionless staff meetings that his colleagues understandably dread, as does he. For reasons best revealed within the narrative, he sells his company to Playsoft, the second-largest manufacturer of video games. Enter J.T. Harrison who serves as a liaison between Yip and Software. Almost immediately, Casey's inadequacies as a CEO and, especially, the consequences of the executive staff meetings he conducts become obvious to Harrison who becomes increasingly concerned about Yip's underperformance. Casey's career and the fate of his company are in jeopardy when Casey hires Will Petersen to be his temporary administrative assistant while his permanent administrative assistant is on maternity leave.
What then happens - and does not happen -- throughout the ensuing weeks enables Lencioni to dramatize the importance of scheduling, preparing for, conducting, and then following through on meetings that are never boring nor ineffective. Hence the great emphasis Lencioni places on having different kinds of meetings (e.g. daily check-in, weekly tactical, monthly or as-needed ad hoc strategic, and quarterly off-site), each of which has a different context, purpose, structure, and timeframe. Obviously, some meetings will generate more conflict, excitement, drama, etc. than will others. Over the years, many (if not most) of the staff meetings I have participated in (including those I conducted) wasted time on discussion of what to discuss rather than on making decisions about what to do.
At least 8-10 years ago, Lencioni apparently made a conscious decision to address especially important business issues by creating a human context for each rather than merely offering answers to questions or prescribing solutions to problems. To me, this is one of the greatest benefits of a business narrative, in this instance of a leadership fable: Creating a series of real-world situations (albeit portrayed fictitiously) that readers can identify with emotionally as well as rationally. He is a brilliant business thinker but he also possesses the skills of a master raconteur as he introduces a cast of characters, develops conflicts between and among them, and then allows "rising action" to build to a climax that is also best revealed within the narrative. Unexpected plot developments engage the reader even more.
Of special interest to me is Will's role in this business fable. He serves as an especially effective means by which Lencioni articulates his insights and suggestions. Eventually, in ways and to an extent also best revealed within the narrative, Will has a profound impact on Casey's leadership style as well as on Yip Software's fate. Although Casey and his colleagues as well as J.T. Harrison are fictitious characters, each is credible as a human being rather merely functioning as a literary device. Their values, concerns, personalities, anxieties, and behavior will be very familiar to anyone who has been involved in non-productive group discussions.
As is Lencioni's custom in each of the other volumes in the series of "leadership fables," he also includes (after the Fable) a "Model" section, consisting of supplementary material (Pages 221-254) whose value-added benefits will help his reader to make effective application of the lessons learned from the experiences shared by Casey and his colleagues at Yip Software. Lencioni leaves no doubt that there are direct correlations between enjoyable as well as productive meetings and effective leadership and management to establish and then sustain a "healthy"organization.
Those who share my high regard for this volume are urged to check out Patrick Lencioni's other "leadership fables" as well as Michael Ray's The Highest Goal, David Maister's Practice What You Preach, Bill George's Authentic Leadership and his more recently published True North, James O'Toole's Creating the Good Life, and Michael Maccoby's Narcissistic Leaders.
Good for learning the basics of a meeting.......2007-07-17
This gives a great layout of the many meetings that take place in work places. For those who have managed or lead people and organizations for more than a few years it will be a review.I recommend it for any new manager or leader. The movie analogies work well too.
Great book.......2007-07-02
I enjoyed this quick read. I found it paralleled some issues I was facing in my meetings. I can't wait to give these models a try.
Book Description
If you belong to any type of organization—from school board to garden club to bowling league to trade association—chances are this book can save you many boring meeting minutes. Robert’s Rules of Order Newly Revised is the current authoritative guide for properly conducting everything from sessions of the U.S. Senate or House of Representative to meetings of neighborhood associations. This friendly guide translates Robert’s Rules into principles you can understand and apply the next time Billy Bully tries to dominate the discussion or Debbie Dictator issues another edict. If you’ve ever been frustrated at the way condominium association business was (or wasn’t) conducted or fidgeted while PTA members debated whether to have goldfish or pencils as prizes for the elementary school carnival, this is the book for you. Written by a Professional Registered Parliamentarian, it covers:
- The basics of bylaws that establish the real framework of your organization, and nine things that should be covered
- The requirements for a legal meeting
- How to use an agenda to plan your meeting and keep things on track
- Following the standard order of business
- How to put ideas into motion and the eight steps to handling a motion
- Voting procedure and different methods of voting
- The functions and characteristics of seven subsidiary motions, five privileged motions, fifteen incidental motions, and four motions which bring a question again before the assembly
- Nomination procedures, holding elections, and making appointments
With Robert’s Rules For Dummies, you’ll not only discover how to hold more effective meetings, you’ll get advice for dealing with malcontents or monopolizers who can disrupt, derail, or prolong meetings. And if you’re in a leadership position, you’ll get great information on:
- Running meetings efficiently and fairly
- Effectively using standing and special committees
- Ensuring proper paperwork, including minutes, treasurer’s reports, committee reports, and more
- Handling discipline or removing officers or members
Complete with a glossary of parliamentary terms and sample agendas, reports, and minutes, this guide has everything you need but a gavel. Whether you belong to an elite country club or a civic organization, an investment club or a volunteer fire department, when you use the principles in this book, meetings won’t be dominated by the loudest or pushiest member or go on and on and on and on and on….
Customer Reviews:
First Rate!.......2007-10-04
I own the book and have even had a question answered by the author. The book is first rate. I highly recommend "Dummies." Its made me less of one!
Roberts Rules of Order for Dummies.......2007-08-26
Very helpful by its simplicity. Great as a quick reference in order to then go to Roberts Rules of Order for a more indepth answer.
Robert's for Dummies works!.......2007-08-25
This was actually for my wife, who is currently parliamentarian for a local non-profit organization, which she has some prior experience at. Nonetheless, as soon as the book arrived, she curled up and read it "cover to cover" and made a bunch of notes from it to share with others. Next thing I knew, she was putting her official Robert's Rules away in storage, so like many of the "Dummies" books, this seems to be the practical knowledge most of us actually need.
Robert's Rules for Dummies.......2007-03-08
Great way to get a fast handle on chairing meetings. The meeting I chaired after reading this book went so much smoother than the previous meetings. Would recommend this book for any new board member. Also provides a quick reference for seldom used procedural issues that arrise.
This book is a must have for presiding officers!.......2007-02-14
This book can easily be read cover to cover in one sitting, then can be used as a reference book for questions pertaining to parlimentary procedure. I especially appreciate the author's understanding of the psychology of presiding, not just the Rules.
Book Description
How do cultural differences and real-world issues affect the education of students, in this case, American Indian students? What approaches have real teachers found that work well with American Indian students? This books answers these and more thoughtful questions about teaching in today's diverse school communities.
KEY TOPICS: This book captures the collected wisdom of nearly 60 teachers of American Indian students, their frustrations, joys, and challenges. It provides in a very real way, a portrait of the issues that challenge these students, as well as the successes some teachers have in working with American Indian students. It provides new and fresh perspectives on learning styles and literacy issues. It is also the first book to confront issues of historic oppression and its impact on contemporary Indian education. New and practicing teachers seeking to enhance their awareness and teaching methods to meet the needs of today's diverse classrooms.
Customer Reviews:
A must-read!.......2000-05-24
Possibly the most useful book available for anyone working in or considering working in elementary and secondary American Indian education. As a tribal school employee, I felt the authors may have used our school as a case study! Thought provoking and inspirational - highly recommended.
A journey in understanding.......1998-12-12
These gentle, generous-spirited writers have contributed a great deal to the field. Their book is full of stories, true tales of work in classrooms. Each leads you further into the depths of insight needed to be of use as an educator of Native American students.
Book Description
How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself with the master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.
Download Description
Manufacturers around the world have learned much from Japanese manufacturing techniques. However, any company that wants to compete on knowledge must also learn from Japanese techniques of knowledge-creation. Managers at Japan's most successful companies recognize that creating knowledge is not simply a matter of processing objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and ideals of employees.
Customer Reviews:
Not even worth one star.......2005-11-21
I was very disappointed by this book. Not only was it painful to read, because it dragged on and was full of academic nonsense, the authors views were also unconvincing and based on old research.
This book is outdated and not relevant to the way Japan is today. The authors use a lot of research and examples from the 80s and even the 70s. They make the claim that Japanese firms experienced a lot of success in the late 70s and 80s because of their superior ability to "create knowledge." They seem to be in complete denial that Japan's economic bubble had anything to do with this "success" that they are talking about. Also, the book was written over 10 years ago, before the financial crisis and before people realized that a lot of this so-called success was just cooked in the books by accountants.
They do give some reasonable examples of knowledge creating firms that are successful, but that's all they are, just a few examples and not an accurate representation of the whole picture of Japanese Management. Also, most of the examples are of Japanese manufacturing firms. What about the service sector? Suspiciously they did not use examples of companies from Japan's service sector, which are extremely inefficient and not the text book perfect examples of successful "knowledge creating" firms.
The theories and models in this book are a bunch of overly abstract vague pretentious academic nonsense. The real life examples are so nebulously related to the theories and models that most successful (or unsuccessful) companies can be used as examples.
If you want to read a bunch of nonsense based on old research with the names of Harvard professors and some philosophy thrown in to make the nonsense seem legit and intelligent, then by all means, read this book. But if you are like me and want to learn about Japanese management, don't waste your time or money on this book.
BEWARE! Digital version is only a 10 page summary!.......2004-03-16
Don't get caught like I did.
From information-processing machine to knowledge-creating co.......2002-08-28
This book is the classic in the organizational learning approach. But it¡¯s more than that. This book is not about lean production or Japanese kaizen system, but about how to enhance a firm¡¯s adaptability to turbulent environment through knowledge creation. with suggesting new concept of knowledge-creation as the tangible base of organizational capabilities or innovation, this book serves as the bridge between organizational learning school and resource-capabilities view.
As the being to survive in environment, the firm processes signals or information from environment. Knowledge is the framework to process info to interpret the state of environment. Up to 1980s, the company was viewed as information-processing machine. Indeed, firm is the flow of information. That kind of view has been justified against the business reality. Actually, it¡¯s the very picture of bureaucratic organization which culminated in GM¡¯s M-form model. Here, CEO like Jack Welch is the hero. Such an organization is effective when the environment is stable and predictable. But since 1970s, things have changed. Uncertainties have been amplified with the hypercompetition on global scale. Now the framework to interpret the signal from environment, itself should incessantly and systemically be adapted to turbulent reality. Knowledge and innovation have come the words of the day. Not surprisingly, there has been growing dissatisfaction with traditional organizational structure. Kao¡¯s CEO, Maruta put it in this way: ¡®The intelligence of a firm does not come from the president nor top management. That must come from the gathering of all knowledge of all members.¡¯ This book is about to how to build organization as the effective innovation site. To do so, all the available knowledge in and out of company should be able to be mobilized and freely flow throughout the firm. For instance, front line employees are constantly in direct touch with the outside world. They can obtain access to the up-to-date info on the market, technology, or competitors. But their knowledge is, in most cases, not able to be expressed in explicit way. Generally, it¡¯s the tacit knowledge. But to survive more and more intensified competition, the firm should be apt to mobilizing their tacit knowledge. To achieve such a goal, task force or bottom-up organizational model emerged. In those model, the creative knowledge worker, in Peter Drucker¡¯s term, is the hero. But in those models, knowledge tends to be confined to narrow front line, and comes and goes with creative employees. And worse, the firm can¡¯t react as an efficient unit to threats from environment. As a result, innovation is the haphazard event. So there should be some integrating mechanism like hierarchy. To be efficient unit, knowledge should flow all over the company. Here, authors rediscover the significance of middle managers. They play the role of midwife and amplifier of knowledge from front line employees and between various divisions in the firm. They coordinate the flow of knowledge and maintain the firm as a coherent knowledge-creating unit. In short, the firm should be organized as the melting pot of member¡¯s knowledge. Authors take examples from Japanese firms to illustrate what¡¯s like such a site.
A look at knowledge creation.......2001-11-26
I came to this book through a reference in Novak & Gowin. What caught my eye was that someone was willing to talk about an epistemological stance other than the analytic, reductionist view held in science. For the most part, I found this book's understanding of Western epistemology to be reasonable; I can't speak for the Japanese epsitemology cited. What interested me, and for which I recommend the book, is their view of knowledge creation. The case studies lend weight to their view, but they do explicate a possible model for turning subjective knowledge into explicit knowledge. They suggest a management model for making it happen. The book is very well written and edited.
I believe the book needs a very careful read *outside* the business community. I would put this book down as the business version of Feynman's *The Character of Natural Law*.
An essential book on knowledge management.......2001-09-28
This is perhaps one of the most important books presently available on knowledge management. The authors demonstrate how 'knowledge' is vital to innovation within Japanese firms, with clear distinction made between 'tacit' and explicit' knowledge. An effort is made to distinguish the differences between Japanese and Western firms through an emphasis on the importance of 'tacit' knowledge and a 'middle-up-down' management process. Other than Chapter 2 (a review of philosophical background relating to epistemology which might put some readers off), this book has minimal jargons and complexities and would be an easy and enjoyable read even for non-academics. The arguments presented by the authors are well-illustrated with relevant industrial examples. Overall, this is a book that not only brings a new perspective to knowledge management but also raises questions for the ardent researchers who might ponder over its relevance to non-Japanese firms.
Customer Reviews:
so slow.......2005-09-25
They said they would ship in 1-2 days. I got it 3 weeks later. Disappointed.
Book Description
A book that addresses the need for skills-building in today’s competitive business environment, Business Communication Today has been completely revised and reworked to provide the most cutting-edge information available on the market. Combining a solid foundation of communication fundamentals with practical advice and insights, readers will be effectively prepared for the challenges they’ll face when entering the job market.
Thorough coverage and thoughtful integration of business communication technology sets this book apart from the competition. Every essential technology is covered, successfully demonstrating the importance of business etiquette, teamwork, proper short communication (memos, email, instant messaging, etc.), and effective business reports and proposals.
An especially useful tool for those entering the job market, this book is also a must-read for corporate trainers, office managers, and others that need to utilize effective communications on a day-to-day basis.
Customer Reviews:
Business Communication Today.......2007-09-27
The book combines much useful infomation. Various examples and appendixes are helpful in ordinary (but important) questions. It is a straight-to-the-point book.
What a waste of paper!.......2007-02-11
Reviewer John Zabroski hits on some great points and I have a few more to add.
The book definitely contains some useful information. This is why I give it two stars. Still, the amount of fluff, bloat and redundancy is incredible. It is painful to read through page after page where information is repeated.
For concepts that would need a one inch paragraph for their explanation, the authors occupy a page. The nature of business communication is to be short and to the point. The authors completely fail to convey this essential feature. This book should have comprised of 200 pages maximum, not counting the appendices. Instead it turned into an almost 600 page monstrosity. In my opinion the price of paper is too low. This is why there is so much of it wasted.
In some instances, things can turn outright ridiculous. For example, look at page 269. In the fifth line of the first paragraph the authors list objectivity as a trait of credibility. Then they encourage the reader to exceed this by "Being Objective" (the sixth bullet below the paragraph). Give me a break!
How Did This Book Make It To The 8th Edition?.......2006-02-13
If you are a college professor or instructor, please do not use this book. A far more accessible and technically correct book for your students would be Dale Carnegie's The Leader In You (How To Win Friends and Influence People). While Carnegie's book does not have "reading exercises" like a traditional textbook might, your students will get far more out of reading his book than Bovee's.
I am a senior in college and my Communication for Business Professionals course is using this textbook as the primary learning resource. I feel this book was a waste of my money due to the number of content faults in the 8th Edition. I have not reviewed nor read previous editions.
A major gripe I have with this book is incorrect statements, a polite way of saying the author did not fact-check and proof-read their work. Again, this book is in its 8th Edition and the current layout of this book is discouraging considering the book is supposed to be about communication. I accumulated a list of content faults regarding this book, and will try to share some of them with you to help dissaude you from wasting your money on this book:
(1) Indirectly referring to the United States as a high-context culture, stating that high-context cultures prefer very strict schedules. A few pages earlier, the book contradicts this statement by directly detailing how the United States is a low-context culture.
(2) The book constantly mixes up its point-of-view on what the best way to approach others is. Earlier on, it suggests its important to consider your own feelings first. A few chapters later, it scalds you for putting yourself before others and on several occasions reminds you that "earlier" in the text it referred to how important talking in terms of others desires is. What is the better way? Well, having read Dale Carnegie's book on leadership, I can tell you the best approach is always to "bait the hook to suit the fish" as Carnegie would say. In other words, address your audiences needs before you take into account your own feelings.
Overall, the book tries to be all-encompassing and fails. To cover communication in detail, you cannot be general and all-encompassing. You have to be specific and follow a model for communication.
This book also does not appropriately address large issues in communication, such as PERCEPTION. In business, perception is everything and can lead to you trying to negotiate too hard and costing your company dollars. There is a famous anecdote of Japanese and American businessman sitting across the table from one another negotiating a business deal. After the American finishes discussing his business proposal, he is unnerved by the silence of the Japanese negotiators to the point where he believes something is wrong. The end result, and conclusion of this anecdote, is the American perceived the need to devoid the silence by talking more. In the process, the American lowered his demands and the Japanese negotiators then agreed once the American backed himself into a corner.
Business Communication Today.......2005-10-04
I really liked the book. I got it pretty fast and with no problems.
Great for reference.......2004-05-20
Although I owned the 6th edition, I can say this book is a must have for everyone. Actually I was a silent person and everytime I wanted to talk, I was a bit trouble sometimes, and this book has help me communicating easier, whether it is business or general.
With this book, started with easy to understand short-theory, move into non-verbal communications, divided by step-by-step preparations, suggestions, how-to-practice, then into verbal communications with letters, from routine & persuasive messages into how to deliver bad news (one of the hardest task), how to create report, how to make visual aids, how to make presentations, and how to make a job letter.
One of greatest feature is it provides many sample letters include few other culture or other countries' style letters, and along with it, there's a reason why he or she write that. There's also some tips how to write in e-mail, or make recorded voice for telephone systems.
This is a must have for everyone, include those who never attended this lecture.
Average customer rating:
- Wonderful framework for thinking about cultural differences
- A must have resource for highly effective multicultural / multinational leadership...
- Excellent insights while entertaining to read
- Monumental Book Well Worth the Read
- Pioneering work
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Cultures and Organizations: Software of the Mind
Geert Hofstede , and
Gert Jan Hofstede
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ASIN: 0071439595 |
Book Description
The landmark study of cultural differences across 70 nations, Cultures and Organizations helps readers look at how they think—and how they fail to think—as members of groups. Based on decades of painstaking field research, this new edition features the latest scientific results published in Geert Hofstede’s scholarly work Culture’s Consequences, Second Edition. Original in thought and profoundly important, Cultures and Organizations offers vital knowledge and insight on issues that will shape the future of cultures and nations in a globalized world.
Customer Reviews:
Wonderful framework for thinking about cultural differences.......2007-09-20
A must-read for anyone interested in the subject area.
The new and revised content also relate Hofstede's original groundbreaking research to the more recent work of other renowned scholars in the field (such as Ronald Inglehart of the Univ of Michigan and the World Values Survery). These links make his work even more compelling and make you start to think that we may be inching closer to a more universally agreed upon framework for thinking about cultural differences.
A must have resource for highly effective multicultural / multinational leadership..........2007-05-29
As a combat tested USAF E3 AWACS command pilot (over 1900+ hours of total flight experience), this book is a potent resource for anyone seeking to gain insights on how best to manage a multicultural / multinational workspace.
Excellent insights while entertaining to read.......2007-05-24
Having just survived a merger of two companies, I was searching to find the right words to explain the differences in cultures I was experiencing. Although this book focuses on national cultures, I found the explanations of the dimensions of culture and how they manifest themselves in different behaviors appropriate for corporate situations. The last few chapters deal explicitly with corporate culture, but I found these chapters less insightful than the others. The book is very well written and organized, with tables summarizing key concepts and entertaining anecdotes to illustrate the points. Because I've traveled internationally for business, I was familiar with other works on culture, but none were as helpful as this book. I now have the vocabulary to articulate the differences I see.
Monumental Book Well Worth the Read.......2007-03-06
The father and son team of Geert and Geert Jan Hofstede have done a remarkable job breaking down the (measurable) elements of the world's cultures, usingt the somewhat antiquated IBM studies combined with more recent (less comprehensive) studies. The end result is that nations can be evaulauted on the basis of criteria such as "uncertainty avoidance," "individualism" and "power distance from superiors."
The work is enlightening and helpful to anyone who works internationally. It is also useful to break down one's own nation (for example, some Americans lean toward the British way of thinking while others are more German-like). The same criteria that divide nations also divide families within a society.
Businessmen, missionaries, pastors, counselors, journalists, and social scientists should devour these materials!
This should be required reading for anyone planning to live overseas or anyone who deals with internationals. In short, this book is relevant to our modern "shrinking" world and quite well done.
Like most significant works, this volume has its weak points.
Although the authors claim to espouse a "values neutral" position (which I have always argued is an impossible and illogical position), their Dutch/Swedish preferences ring out loudly and clearly (humanistic, environmnetalist, etc.). Although the authors do make a serious attempt to look at things from other perspectives, they simply cannot divorce themselves from their own cultural preferances. This is not bad -- they simply need to be above board and stop pretending to take the role of the neutral outsider (at least to better influence those of us who are American conservatives; we are big into distinguishing between fact and evaluation of fact; these evaluations are always done through a person's own personal gridwork).
The authors also have occasional trouble connecting a few dots. For example, on the bottom of p. 355, the Hofstedes are tactfully scolding the U.S. for its lack of foreign aid (again, showing their own bias), but on the top of p. 356 they add, "Looking back to half a century of development assistance, most observers agree that the effectiveness of much of the spending has been dismal." They then say those countries which did improve did so because of their cultural values, not foreign aid. But they seem incapable of concluding that good intentions (and even money) is not the most effective way to solve these problems. They just don't get it.
The same is true with contributions through governments to Tsunami relief. It should be expected that individualistic countries would be more prone to give as individuals, not as collective societies. Rather than look at total giving (or perecentage) OF A SOCIETY, they authors confuse a society with its government. Lots of missed "dot connections" in this work.
Despite the books weakspots, it is overwhelming strong and rich with fascinating content. It is a "mind opening" work -- well worth the read. You simply must read this one!
Pioneering work.......2006-04-24
This is a pioneering book, which provides a generalist approach to dealing with cross-cultural issues with many excellent examples. Hofstede was one of the first to bring the study of how culture affects human interaction in the field of business. The quantifying approach is very similar to what cultural anthropologists use. As with all pioneering works there is some criticism about conflict resolution as other reviewers have pointed out. Another central criticisms of this model has been that nation state and culture are always presumed to be the same. Local culture does not follow political boundaries. Globalization has also changed some of the observations initially made by Hofstede.
Some readers might be tempted to think of people in simple categories or stereotypes, which is precisely what Hofstede counsels that we should attempt to avoid. Cultures and organizations gives good insights on how "Groupthink" controls our lives and how we could improve interaction.
Hofstede's tools for understanding different national cultures are widely used by cross-cultural trainers all over the world and taught in many fields.
This is a good book for international managers and students of culture. HR-practitioners working in multicultural organizations might find this a bit theoretical but nonetheless useful for understanding underlying causes for human behaviour.
Book Description
Miller's text presents organizational communication from both a communication and managerial perspective. Her writing style and consistent use of examples and case studies results in a text that undergraduates students will find easy to understand.
Customer Reviews:
Absolutely Awesome!.......2002-03-30
Katherine has put together an excellent org com textbook: well-written, concise and very well organized. From Time-Motion Studies to Maslow to Theory Y, Ms. Miller gets down to the point, uses tremendous examples and gives excellent bibloigraphic information for further study.
I took Org. Com. as the first communication class I ever had, and although it was a 400-level course, Kathy's book helped make it not only a pleasure and a joy, but the defining class in my determination to pursue an MA in Communication in the Fall of 2002.
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