It’s the invisible hand of our time. And it’s different from the useful friction of healthy conflict. That’s good conflict, and it’s a necessary force that pushes us to be better people. High conflict, by contrast, is what happens when discord distills into a good-versus-evil kind of feud, the kind with an us and a them. In this state, the normal rules of engagement no longer apply. The brain behaves differently. We feel increasingly certain of our own superiority and, at the same time, more and more mystified by the other side. New York Times bestselling author and award-winning journalist Amanda Ripley investigates how good people get captured by high conflict—and how they break free. Our journey begins in California, where a world-renowned conflict expert struggles to extract himself from a political feud. Then we meet a Chicago gang leader who dedicates his life to a vendetta—only to find himself working beside the man who killed his childhood idol. Next, we travel to Colombia, to find out whether thousands of people can be nudged out of high conflict at scale. Finally, we return to America to see what happens when a group of liberal Manhattan Jews and conservative Michigan corrections officers choose to stay in each other’s homes in order to understand one another better. All these people, in dramatically different situations, were drawn into high conflict by similar forces, including conflict entrepreneurs, humiliation, and false binaries. But ultimately, all of them found ways to transform high conflict into something good, something that made them better people. They rehumanized and recatego­rized their opponents, and they revived curiosity and wonder, even as they continued to fight for what they knew was right. People do escape high conflict. Individuals—even entire communities—can short-circuit the feedback loops of outrage and blame, if they want to. This is a mind-opening new way to think about conflict that will transform how we move through the world.

    They discuss these issues amongst themselves all the time.  What they don’t do is talk to men about it. It’s time to end that disconnect. More people in leadership roles are genuinely trying to transform the way we work together, because there's abundant evidence that companies with more women in senior leadership perform better by virtually every measure. Yet despite good intentions, men often lack the tools they need, leading to fumbles, missteps, frustration and misunderstanding that continue to inflict real and lasting damage on women's careers.That's What She Said solves for that dilemma.  Filled with illuminating anecdotes, data from the most recent studies, and stories from Joanne Lipman’s own journey to the top of a male-dominated industry, it shows how we can win by reaching across the gender divide. What can the Enron scandal teach us about the way men and women communicate professionally? How does brain chemistry help explain men’s fear of women’s emotions at work? Why did Kimberly Clark have an all-male team of executives in charge of their Kotex tampon line? What can we learn from Iceland’s campaign to “feminize” an entire nation? That’s What She Said shows why empowering women as true equals is an essential goal for women and men—and offers a roadmap for getting there. That’s What She Said solves for:·         The respect gap·         Unconscious bias·         Interruptions·         The pay and promotion gap·         Being heard·         The motherhood penalty·         “Bropropriation” and “mansplaining”·         And more….

    This outrageous and inventive short story is not just focused solely on crap itself, but the spirituality of crap. This parody of the Tao Te Ching begs the question: Is everything crap? McFergus translates Li Chang's master work from an ancient roll of toilet paper, a minor Chinese national treasure purchased on eBay, to uncover the lost legend of Li Chang.DISCLAIMER: There is no Winnie the Pooh bear in this story. There is no piglet. The only honey pot in this story has crap in it. THIS IS NOT THE TAO OF POOH.

    Terri Sjodin has codified the science of getting this right.” —Linda Kaplan Thaler, CEO of The Kaplan Thaler Group and best-selling coauthor of The Power of Small and Bang! You’re at the airport waiting for a flight, burning time by checking your e-mail. Then you spot the CEO of a company you’ve wanted to connect with for ages. He’s also waiting for his flight. Your flight! Should you walk over? What would you say? We’ve all been there. An opportunity presents itself and you have one chance to share your impor­tant message. The clock is ticking. And in this age of information overload, no business skill is more essential than being able to connect with others quickly, whether in a one-on-one meeting or in front of thousands of people. Acclaimed speaker and consultant Terri Sjodin defines an elevator speech as a brief presenta­tion that introduces a product, service, or idea. Its purpose isn’t to say everything about your topic—just to intrigue and inspire the listener to want to hear more. And Sjodin suggests you expand your vision of what it can do. “Don’t just think of an elevator speech as a generic tool you use in chance moments—consider the concept as a strategy to manage multiple talking points and to communicate more complex ideas as well.” Her bestselling book is an entertaining, practical guide to making your message concise, compelling, and effective. She reveals, for instance, how to:Build a convincing case using six of the most consistently effective arguments. Incorporate unique illustrations to bring your message to life. Speak in your own authentic voice; the art is in your delivery! In this newly updated edition, Sjodin offers her time-tested strategies and advice, including sim­ple outlines, worksheets, a sample elevator speech, evaluation forms, and much more. Whatever your goal, you can learn to craft a fresh, brief, convincing message that generates tangible results.

    So you want to know how to compose the winning arguent? How to prepare it? Deliver it? Spense believes that argument begins with the person, and that to argue successfully one must accomplish more than mere teechnique. He maintains that success in arguments, as in life, is a derivative of personal growth, of discoverring who we are, and embracing the uniqueness that is individual to each of us. The Laws of Arguing According to Gerry Spence1. Everyone is capable of making the winning aargument.2. Winning is getting what we want, which also means helping "others" get what they want.3. Learn that words are a weapon, and can be used hostilely in combat.4. Know that there is always a "biological advantage" of delivering the TRUTH.5. Assault is not argument.6. Use fear as an ally in pubic speaking or in argument. Learn to convert its energy.7. Let emotions show and don't discourage passion.8. Don't be blinded by brilliance.9. Learn to speak with the body. The body sometimes speaks more powerfully than words. 10 Know that the enemy is not the person with whom we are engaged in a failing argument, but the vision within ourselves

    Nevertheless, it’s frequently back-burnered. When asked why, managers say the number one reason is that they just don’t have time—for the meetings, the forms, the administrative hoops.But there’s a better way. And it’s surprisingly simple: frequent short conversations with employees about their career goals and options integrated seamlessly into the normal course of business. Beverly Kaye, coauthor of the bestselling Love ’Em or Lose ’Em, and Julie Winkle Giulioni identify three broad types of conversations that will increase employees’ awareness of their strengths, weaknesses, and interests; point out where their organization and their industry are headed; and help them pull all of that together to design their own up-to-the-minute, personalized career plans.Help Them Grow or Watch Them Go is filled with practical tips, guidelines, and templates, as well as nearly a hundred suggested conversation questions.

    Not only is this immoral and unjust, it's bad for business. Just Work is the solution.Just Work is Kim Scott's new book, revealing a practical framework for both respecting everyone’s individuality and collaborating effectively. This is the essential guide leaders and their employees need to create more just workplaces and establish new norms of collaboration and respect.

    Sergio Vieira de Mello was born in 1948, just as the post-World War II order was taking shape, and died in a terrorist attack on UN Headquarters in Iraq in 2003, just as the battle lines in the 21st century's great struggle were being drawn.

    Disagreeing productively is a hard skill for which neither evolution or society has equipped us. It’s a skill we urgently need to acquire; otherwise, our increasingly vociferous disagreements are destined to tear us apart. Productive disagreement is a way of thinking, perhaps the best one we have. It makes us smarter and more creative, and it can even bring us closer together. It’s critical to the success of any shared enterprise, from a marriage, to a business, to a democracy. Isn’t it time we gave more thought to how to do it well?In an increasingly polarized world, our only chance for coming together and moving forward is to learn from those who have mastered the art and science of disagreement. In this book, we’ll learn from experts who are highly skilled at getting the most out of highly charged encounters: interrogators, cops, divorce mediators, therapists, diplomats, psychologists. These professionals know how to get something valuable – information, insight, ideas—from the toughest, most antagonistic conversations. They are brilliant communicators: masters at shaping the conversation beneath the conversation. They know how to turn the heat of conflict into the light of creativity, connection, and insight. In this much-needed book, Ian Leslie explores what happens to us when we argue, why disagreement makes us stressed, and why we get angry. He explains why we urgently need to transform the way we think about conflict and how having better disagreements can make us more successful. By drawing together the lessons he learns from different experts, he proposes a series of clear principles that we can all use to make our most difficult dialogues more productive—and our increasingly acrimonious world a better place.

    Based on fifteen years of research at the Harvard Negotiation Project, Difficult Conversations walks you through a step-by-step proven approach to having your toughest conversations with less stress and more success. You will learn: -- how to start the conversation without defensiveness-- why what is not said is as important as what is-- ways of keeping and regaining your balance in the face of attacks and accusations-- how to decipher the underlying structure of every difficult conversationFilled with examples from everyday life, Difficult Conversations will help you on your job, at home, or out of the world. It is a book you will turn to again and again for advice, practical skills, and reassurance.

    Others have broken rules, missed deadlines, failed to live up to commitments, or just plain behaved badly—and nobody steps up to the issue. Or they do, but do a lousy job and create a whole new set of problems. Accountability suffers and new problems spring up. New research demonstrates that these disappointments aren't just irritating, they're costly—sapping organizational performance by twenty to fifty percent and accounting for up to ninety percent of divorces.Crucial Confrontations teaches skills drawn from 10,000 hours of real-life observations to increase confidence in facing issues like:- An employee speaks to you in an insulting tone that crosses the line between sarcasm and insubordination. Now what?- Your boss just committed you to a deadline you know you can't meet—and not-so-subtly hinted he doesn't want to hear complaints about it.- Your son walks through the door sporting colorful new body art that raises your blood pressure by forty points. Speak now, pay later.- An accountant wonders how to step up to a client who is violating the law. Can you spell unemployment?- Family members fret over how to tell granddad that he should no longer drive his car. This is going to get ugly.- A nurse worries about what to say to an abusive physician. She quickly remembers "how things work around here" and decides not to say anything.Everyone knows how to run for cover, or if adequately provoked, step up to these confrontations in a way that causes a real ruckus. That we have down pat. Crucial Confrontations teaches you how to deal with violated expectations in a way that solves the problem at hand, and doesn't harm the relationship—and in fact, even strengthens it.Crucial Confrontations borrows from twenty years of research involving two groups. More than 25,000 people helped the authors identify those who were most influential during crucial confrontations. They spent 10,000 hours watching these people, documented what they saw, and then trained and tested with more than 300,000 people. Second, they measured the impact of crucial confrontations improvements on organizational and team performance—the results were immediate and sustainable: twenty to fifty percent improvements in measurable performance.

    When restructures, mergers, bankruptcies, and layoffs hit the workplace, employees and managers naturally find the resulting situational shifts to be challenging. But the psychological transitions that accompany them are even more stressful. Organizational transitions affect people; it is always people, rather than a company, who have to embrace a new situation and carry out the corresponding change. As veteran business consultant William Bridges explains, transition is successful when employees have a purpose, a plan, and a part to play. This indispensable guide is now updated to reflect the challenges of today's ever-changing, always-on, and globally connected workplaces. Directed at managers on all rungs of the corporate ladder, this expanded edition of the classic bestseller provides practical, step-by-step strategies for minimizing disruptions and navigating uncertain times.

    Superb." - Thomas Edsall, New York Times columnistWhat's happening in global politics, and is there a thread that ties it all together? As if overnight, many Democrats revolted and passionately backed a socialist named Bernie Sanders; the United Kingdom voted to leave the European Union, in a stunning rebuke; the vituperative billionaire Donald Trump became the presidential nominee of the Republican Party; and a slew of rebellious parties continued to win election after election in countries like Switzerland, Norway, Italy, Austria, and Greece.John B. Judis, one of America's most respected political analysts, tells us why we need to understand the populist movement that began in the United States in the 1890s and whose politics have recurred on both sides of the Atlantic ever since. The Populist Explosion is essential reading for anyone hoping to grasp a global political system that is only just beginning what will be a long-running and highly consequential readjustment.

    . . the most comprehensive guide I have ever read for solving any conceivable trying scenario! --Julie Jansen, bestselling author of You Want Me to Work with Who? and I Don't Know What I Want, but I Know It's Not This You can't stop office madness, but you can stop the madness from getting to you.Gossipy coworkers, unmanageable managers, and cranky clients have got you pulling your hair out and gnawing your nails down to nubs. From teammates who drop the ball on deadlines to corporate bullies who try to run your show, your work environment can be lethal to your health and your career.Change Your Reaction, Not Their Actions When things get crazy, you may not be able to control how others behave, but you can change how you respond. Al Bernstein shows you how understand the situation, how to keep the craziness from bothering you, how to keep things from getting worse, and how you can make them better.Problems/solutions discussed inside:Coworkers who don't like you? Feed them!Hidden agendas? Unleash the power of "cc: " mail!Unpleasant supervisors? Tell them only what they want to hear!Office gossip? Dish out positive gossip about other people!Lying coworkers? Buy into their lies and watch what happens!And ninety-five more!

    He reveals the hidden power of identity in fueling conflict, and presents a practical framework to reconcile even the most contentious situations. Field-tested around the world, the results are empowering.