This volume also includes " The Crisis ," " The Age of Reason ," and " Agrarian Justice ."

    Although the 80/20 principle has long influenced today's business world, author Richard Koch reveals how the principle works and shows how we can use it in a systematic and practical way to vastly increase our effectiveness, and improve our careers and our companies.The unspoken corollary to the 80/20 principle is that little of what we spend our time on actually counts. But by concentrating on those things that do, we can unlock the enormous potential of the magic 20 percent, and transform our effectiveness in our jobs, our careers, our businesses, and our lives.

    It is now used frequently—and often incorrectly—by political leaders, editorial writers, and academics around the world. So what is soft power? Soft power lies in the ability to attract and persuade. Whereas hard power—the ability to coerce—grows out of a country's military or economic might, soft power arises from the attractiveness of a country's culture, political ideals, and policies. Hard power remains crucial in a world of states trying to guard their independence and of non-state groups willing to turn to violence. It forms the core of the Bush administration's new national security strategy. But according to Nye, the neo-conservatives who advise the president are making a major miscalculation: They focus too heavily on using America's military power to force other nations to do our will, and they pay too little heed to our soft power. It is soft power that will help prevent terrorists from recruiting supporters from among the moderate majority. And it is soft power that will help us deal with critical global issues that require multilateral cooperation among states. That is why it is so essential that America better understands and applies our soft power. This book is our guide.

    However, the rational model ignores the inherent complexity and ambiguity of real-world organizations and their environments. In this landmark volume, Karl E Weick highlights how the `sensemaking′ process shapes organizational structure and behaviour. The process is seen as the creation of reality as an ongoing accomplishment that takes form when people make retrospective sense of the situations in which they find themselves.

    The diversity of its themes and the broad perspectives applied to them make the book a work of general history as much as a history of the theory and practice of war from the Renaissance to the present. Makers of Modern Strategy from Machiavelli to the Nuclear Age takes the first part of its title from an earlier collection of essays, published by Princeton University Press in 1943, which became a classic of historical scholarship. Three essays are repinted from the earlier book; four others have been extensively revised. The rest--twenty-two essays--are new.The subjects addressed range from major theorists and political and military leaders to impersonal forces. Machiavelli, Clausewitz, and Marx and Engels are discussed, as are Napoleon, Churchill, and Mao. Other essays trace the interaction of theory and experience over generations--the evolution of American strategy, for instance, or the emergence of revolutionary war in the modern world. Still others analyze the strategy of particular conflicts--the First and Second World Wars--or the relationship between technology, policy, and war in the nuclear age. Whatever its theme, each essay places the specifics of military thought and action in their political, social, and economic environment. Together the contributors have produced a book that reinterprets and illuminates war, one of the most powerful forces in history and one that cannot be controlled in the future without an understanding of its past.

    In this new edition, Margaret Wheatley describes how the new science radically alters our understanding of the world and how it can teach us to live and work well together in these chaotic times. We live in a time of chaos, rich in potential for new possibilities. A new world is being born. We need new ideas, new ways of seeing, and new relationships to help us now. New science--the new discoveries in biology, chaos theory, and quantum physics that are changing our understanding of how the world works--offers this guidance. It describes a world where chaos is natural, where order exists for free. It displays the intricate webs of cooperation that connect us. It assures us that life seeks order, but uses messes to get there.This book will teach you how to move with greater certainty and easier grace into the new forms of organizations and communities that are taking shape. You'll learn that:- Relationships are what matters--even at the subatomic level - Life is a vast web of interconnections where cooperation and participation are required - Chaos and change are the only route to transformationIn this expanded edition, Wheatley provides examples of how non-linear networks and self-organizing systems are flourishing in the modern world. In the midst of turbulence, Wheatley shows, we create work and lives rich in meaning.

    Suppose that different food inspectors give different ratings to indistinguishable restaurants — or that when a company is handling customer complaints, the resolution depends on who happens to be handling the particular complaint. Now imagine that the same doctor, the same judge, the same inspector, or the same company official makes different decisions, depending on whether it is morning or afternoon, or Monday rather than Wednesday. These are examples of noise: variability in judgments that should be identical.   In Noise, Daniel Kahneman, Cass R. Sunstein, and Olivier Sibony show how noise contributes significantly to errors in all fields, including medicine, law, economic forecasting, police behavior, food safety, bail, security checks at airports, strategy, and personnel selection. And although noise can be found wherever people make judgments and decisions, individuals and organizations alike are commonly oblivious to the role of chance in their judgments and in their actions.   Drawing on the latest findings in psychology and behavioral economics, and the same kind of diligent, insightful research that made Thinking, Fast and Slow and Nudge groundbreaking New York Times bestsellers, Noise explains how and why humans are so susceptible to noise in judgment — and what we can do about it.

    Renowned economist and Nobel Prize winner Joseph E. Stiglitz had a ringside seat for most of the major economic events of the last decade, including stints as chairman of the Council of Economic Advisers and chief economist at the World Bank. Particularly concerned with the plight of the developing nations, he became increasingly disillusioned as he saw the International Monetary Fund and other major institutions put the interests of Wall Street and the financial community ahead of the poorer nations. Those seeking to understand why globalization has engendered the hostility of protesters in Seattle and Genoa will find the reasons here. While this book includes no simple formula on how to make globalization work, Stiglitz provides a reform agenda that will provoke debate for years to come. Rarely do we get such an insider's analysis of the major institutions of globalization as in this penetrating book. With a new foreword for this paperback edition.

    The controversial book linking intelligence to class and race in modern society, and what public policy can do to mitigate socioeconomic differences in IQ, birth rate, crime, fertility, welfare, and poverty.

    A Whole New Mind takes readers to a daring new place, and a provocative and necessary new way of thinking about a future that's already here.

    The value chain. Five forces. Industry structure. Differentiation. Relative cost. If you want to understand how companies achieve and sustain competitive success, Michael Porter’s frameworks are the foundation. But while everyone in business may know Porter’s name, many managers misunderstand and misuse his concepts.Understanding Michael Porter sets the record straight, providing the first concise, accessible summary of Porter’s revolutionary thinking. Written with Porter’s full cooperation by Joan Magretta, his former editor at Harvard Business Review, this new book delivers fresh, clear examples to illustrate and update Porter’s ideas.Magretta uses her wide business experience to translate Porter’s powerful insights into practice and to correct the most common misconceptions about them—for instance, that competition is about being unique, not being the best; that it is a contest over profits, not a battle between rivals; that strategy is about choosing to make some customers unhappy, not being all things to all customers.An added feature is an original Q&A with Porter himself, which includes answers to managers’ FAQs.Eminently readable, this book will enable every manager in your organization to grasp Porter’s ideas—and swiftly deploy them to drive your company’s success.

    We have too much email, juggle multiple remotes, and hack through thickets of regulations from phone contracts to health plans. But complexity isn’t destiny. Sull and Eisenhardt argue there’s a better way. By developing a few simple yet effective rules, people can best even the most complex problems.   In Simple Rules, Sull and Eisenhardt masterfully challenge how we think about complexity and offer a new lens on how to cope. They take us on a surprising tour of what simple rules are, where they come from, and why they work. The authors illustrate the six kinds o f rules that really matter - for helping artists find creativity and the Federal Reserve set interest rates, for keeping birds on track and Zipcar members organized, and for how insomniacs can sleep and mountain climbers stay safe.   Drawing on rigorous research and riveting stories, the authors ingeniously find insights in unexpected places, from the way Tina Fey codified her experience at Saturday Night Live into rules for producing 30 Rock (rule five: never tell a crazy person he’s crazy) to burglars’ rules for robbery (“avoid houses with a car parked outside”) to Japanese engineers mimicking the rules of slime molds to optimize Tokyo’s rail system. The authors offer fresh information and practical tips on fixing old rules and learning new ones.   Whether you’re struggling with information overload, pursuing opportunities with limited resources, or just trying to change your bad habits, Simple Rules provides powerful insight into how and why simplicity tames complexity.

    Now, hot on the heels of his acclaimed international bestseller The McKinsey Way, Ethan Rasiel brings readers a powerful new guide to putting McKinsey concepts and skills into action­­The McKinsey Mind. While the first book used case studies and anecdotes from former and current McKinseyites to describe how the firm solves the thorniest business problems of their A-list clients, The McKinsey Mind goes a giant step further. It explains, step-by-step, how to use McKinsey tools, techniques and strategies to solve an array of core business problems and to make any business venture more successful.Designed to work as a stand-alone guide or together with The McKinsey Way, The McKinsey Mind follows the same critically acclaimed style and format as its predecessor. In this book authors Rasiel and Friga expand upon the lessons found in The McKinsey Way with real-world examples, parables, and easy-to-do exercises designed to get readers up and running.

    At 3M, teams are critical to meeting the company's goal of producing half of each year's revenues from the previous five years' innovations. Kodak's Zebra Team proved the worth of black-and-white film manufacturing in a world where color is king.But many companies overtook the potential of teams in turning around tagging profits, entering new markets, and making exciting innovations happen -- because they don't know how to utilize teams successfully. Authors Jon R. Katzenbach and Douglas K. Smith talked with hundreds of people in more than thirty companies to find out where and how teams work best and how to enhance their effectiveness. They reveal:The most important element in team successWho excels at team leadership ... and why they are rarely the most senior peopleWhy companywide change depends on teams ... and moreComprehensive and proven effective, The Wisdom of Teams is the classic primer on making teams a powerful tool for success in today's global marketplace.

    Recipient of the 1992 Nobel Prize in Economic Science, Gary S. Becker is a pioneer of applying economic analysis to human behavior in such areas as discrimination, marriage, family relations, and education. Becker's research on human capital was considered by the Nobel committee to be his most noteworthy contribution to economics.This expanded edition includes four new chapters, covering recent ideas about human capital, fertility and economic growth, the division of labor, economic considerations within the family, and inequality in earnings."Critics have charged that Mr. Becker's style of thinking reduces humans to economic entities. Nothing could be further from the truth. Mr. Becker gives people credit for having the power to reason and seek out their own best destiny."—Wall Street Journal