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

    Hardcover published by Quadragle/The New York Times Book Co., third printing, August 1977, copyright 1975.

    But if you cut off a starfish’s leg it grows a new one, and the old leg can grow into an entirely new starfish.What’s the hidden power behind the success of Wikipedia, Craigslist, and Skype? What do eBay and General Electric have in common with the abolitionist and women’s rights movements? What fundamental choice put General Motors and Toyota on vastly different paths? How could winning a Supreme Court case be the biggest mistake MGM could have made?After five years of ground-breaking research, Ori Brafman and Rod Beckstrom share some unexpected answers, gripping stories, and a tapestry of unlikely connections. The Starfish and the Spider argues that organizations fall into two categories: traditional “spiders,” which have a rigid hierarchy and top-down leadership, and revolutionary “starfish,” which rely on the power of peer relationships.The Starfish and the Spider explores what happens when starfish take on spiders (such as the music industry vs. Napster, Kazaa, and the P2P services that followed). It reveals how established companies and institutions, from IBM to Intuit to the US government, are also learning how to incorporate starfish principles to achieve success. The book explores:* How the Apaches fended off the powerful Spanish army for 200 years* The power of a simple circle* The importance of catalysts who have an uncanny ability to bring people together * How the Internet has become a breeding ground for leaderless organizations* How Alcoholics Anonymous has reached untold millions with only a shared ideology and without a leaderThe Starfish and the Spider is the rare book that will change how you understand the world around you.

    Levitin shifts his keen insights from your brain on music to your brain in a sea of details.The information age is drowning us with an unprecedented deluge of data. At the same time, we’re expected to make more—and faster—decisions about our lives than ever before. No wonder, then, that the average American reports frequently losing car keys or reading glasses, missing appointments, and feeling worn out by the effort required just to keep up.But somehow some people become quite accomplished at managing information flow. In The Organized Mind, Daniel J. Levitin, PhD, uses the latest brain science to demonstrate how those people excel—and how readers can use their methods to regain a sense of mastery over the way they organize their homes, workplaces, and time.With lively, entertaining chapters on everything from the kitchen junk drawer to health care to executive office workflow, Levitin reveals how new research into the cognitive neuroscience of attention and memory can be applied to the challenges of our daily lives. This Is Your Brain on Music showed how to better play and appreciate music through an understanding of how the brain works. The Organized Mind shows how to navigate the churning flood of information in the twenty-first century with the same neuroscientific perspective.

    Edited by the Sustainability Institute’s Diana Wright, this essential primer brings systems thinking out of the realm of computers and equations and into the tangible world, showing readers how to develop the systems-thinking skills that thought leaders across the globe consider critical for 21st-century life.Some of the biggest problems facing the world—war, hunger, poverty, and environmental degradation—are essentially system failures. They cannot be solved by fixing one piece in isolation from the others, because even seemingly minor details have enormous power to undermine the best efforts of too-narrow thinking.While readers will learn the conceptual tools and methods of systems thinking, the heart of the book is grander than methodology. Donella Meadows was known as much for nurturing positive outcomes as she was for delving into the science behind global dilemmas. She reminds readers to pay attention to what is important, not just what is quantifiable, to stay humble, and to stay a learner.In a world growing ever more complicated, crowded, and interdependent, Thinking in Systems helps readers avoid confusion and helplessness, the first step toward finding proactive and effective solutions.

    Desire and motivation aren't enough: even when it's literally a matter of life or death, the ability to change remains maddeningly elusive.Given that the status quo is so potent, how can we change ourselves and our organizations?In Immunity to Change, authors Robert Kegan and Lisa Lahey show how our individual beliefs--along with the collective mind-sets in our organizations--combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us.This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work.

    It provides short gaming exercises that illustrate the subtleties of systems thinking. The companion DVD shows the authors introducing and running each of the thirty games. The thirty games are classified by these areas of learning: Systems Thinking, Mental Models, Team Learning, Shared Vision, and Personal Mastery. Each description clearly explains when, how, and why the game is useful. There are explicit instructions for debriefing each exercise as well as a list of all required materials. A summary matrix has been added for a quick glance at all thirty games. When you are in a hurry to find just the right initiative for some part of your course, the matrix will help you find it. Linda Booth Sweeney and Dennis Meadows both have many years of experience in teaching complex concepts. This book reflects their insights. Every game works well and provokes a deep variety of new insights about paradigms, system boundaries, causal-loop diagrams, reference modes, and leverage points. Each of the thirty exercises here was tested and refined many times until it became a reliable source of learning. Some of the games are adapted from classics of the outdoor education field. Others are completely new. But all of them complement readings and lectures to help participants understand intuitively the principles of systems thinking. Biography Linda Booth Sweeney, Ed. D., is a researcher and writer dedicated to making the principles of systems thinking and sustainability accessible to children and others. She has worked with Outward Bound, Sloan School of M.I.T., and Schlumberger Excellence in Educational Development, or SEED. She is the author of The Systems Thinking Playbook; When a Butterfly Sneezes: A guide for helping children explore interconnections in our world through favorite stories; The SEED Water Book ; and numerous academic journals and newsletters. Sweeney liv

    We put out fires. We deal with emergencies. We stay downstream, handling one problem after another, but we never make our way upstream to fix the systems that caused the problems ... [This book] probes the psychological forces that push us downstream--including 'problem blindness,' which can leave us oblivious to serious problems in our midst. And Heath introduces us to the thinkers who have overcome these obstacles and scored ... victories by switching to an upstream mindset.

    Then came SuperFreakonomics, a documentary film, an award-winning podcast, and more.Now, with Think Like a Freak, Steven D. Levitt and Stephen J. Dubner have written their most revolutionary book yet. With their trademark blend of captivating storytelling and unconventional analysis, they take us inside their thought process and teach us all to think a bit more productively, more creatively, more rationally—to think, that is, like a Freak.Levitt and Dubner offer a blueprint for an entirely new way to solve problems, whether your interest lies in minor lifehacks or major global reforms. As always, no topic is off-limits. They range from business to philanthropy to sports to politics, all with the goal of retraining your brain. Along the way, you’ll learn the secrets of a Japanese hot-dog-eating champion, the reason an Australian doctor swallowed a batch of dangerous bacteria, and why Nigerian e-mail scammers make a point of saying they’re from Nigeria.Some of the steps toward thinking like a Freak:First, put away your moral compass—because it’s hard to see a problem clearly if you’ve already decided what to do about it.Learn to say “I don’t know”—for until you can admit what you don’t yet know, it’s virtually impossible to learn what you need to.Think like a child—because you’ll come up with better ideas and ask better questions.Take a master class in incentives—because for better or worse, incentives rule our world.Learn to persuade people who don’t want to be persuaded—because being right is rarely enough to carry the day.Learn to appreciate the upside of quitting—because you can’t solve tomorrow’s problem if you aren’t willing to abandon today’s dud.Levitt and Dubner plainly see the world like no one else. Now you can too. Never before have such iconoclastic thinkers been so revealing—and so much fun to read.

    Evidence has shown that creative geniuses are not attached to one identity, but constantly willing to rethink their stances and that leaders who admit they don't know something and seek critical feedback lead more productive and innovative teams.New evidence shows us that as a mindset and a skilllset, rethinking can be taught and Grant explains how to develop the necessary qualities to do it. Section 1 explores why we struggle to think again and how we can learn to do it as individuals, arguing that 'grit' alone can actually be counterproductive. Section 2 discusses how we can help others think again through learning about 'argument literacy'. And the final section 3 looks at how schools, businesses and governments fall short in building cultures that encourage rethinking.In the end, learning to rethink may be the secret skill to give you the edge in a world changing faster than ever.

    It explains how to harness our unique perspectives, pool our collective intelligence and tackle the greatest challenges of our age - from climate change to terrorism. It draws on a dazzling range of case studies, including the catastrophic failings of the CIA before 9/11, a fatal communication breakdown on top of Mount Everest and a moving tale of de-radicalisation in America's Deep South. Rebel Ideas will strengthen any team or organisation, but has dozens of personal applications, too: from the art of personal reinvention to the remarkable benefits of personalised nutrition. It shows us how to become more creative, how to collaborate in a world becoming more interconnected, and how to break free of the echo chambers that surround us all.

    System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. Kahneman exposes the extraordinary capabilities—and also the faults and biases—of fast thinking, and reveals the pervasive influence of intuitive impressions on our thoughts and behavior. The impact of loss aversion and overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the challenges of properly framing risks at work and at home, the profound effect of cognitive biases on everything from playing the stock market to planning the next vacation—each of these can be understood only by knowing how the two systems work together to shape our judgments and decisions.Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Thinking, Fast and Slow will transform the way you think about thinking.

    Thaler, and Cass R. Sunstein: a revelatory look at how we make decisionsNew York Times bestsellerNamed a Best Book of the Year by The Economist and the Financial Times Every day we make choices—about what to buy or eat, about financial investments or our children’s health and education, even about the causes we champion or the planet itself. Unfortunately, we often choose poorly. Nudge is about how we make these choices and how we can make better ones. Using dozens of eye-opening examples and drawing on decades of behavioral science research, Nobel Prize winner Richard H. Thaler and Harvard Law School professor Cass R. Sunstein show that no choice is ever presented to us in a neutral way, and that we are all susceptible to biases that can lead us to make bad decisions. But by knowing how people think, we can use sensible “choice architecture” to nudge people toward the best decisions for ourselves, our families, and our society, without restricting our freedom of choice.

    Professor Geert Hofstede's 30 years of field research on cultural differences and the software of the mind helps us look at how we think - and how we fail to think - as members of groups. This newly revised and expanded edition is based on the latest data from Professor Hofstede ongoing field research, and provides detailed comparisons of cross-cultural differences among 70 nations. business, family, schools and political organizations. Professor Hofstede explains phenomena such as culture shock, ethnocentrism, stereotyping, differences in language and humor. Most importantly, he discusses the practical implications of the culture differences described in the book and how understanding these cultural differences can enable people from different cultures to work together more productively. parents. Melding powerful intellectual analysis and hard social, cultural, and organizational research, Hofstede gives a sobering picture of a world perilously lacking in self-knowledge - unaware of serious difference between the businesses, organizations, cultures, and nations that populate our planet despite the fact of globalization. But culture shock - whether between an individual and a new country, between organizations, between the sexes, or between opposing diplomats - can be turned to our advantage, Hofstede says-if we understand it. Cultures and Organizations helps to explain the differences in the way leaders and their followers think, offering practical solutions for those in business and politics to help solve conflict between different groups.

    Only by taking a broad view can we avoid the twin dangers of a silo mentality-in which a fix 'here' simply shifts the problem to 'there'-and organisational myopia-in which a fix 'now' gives rise to a much bigger problem to fix 'then'. Seeing the Forest for the Trees will give you all the tools and techniques you need, with many practical examples as diverse as managing a busy back office, negotiating an outsourcing deal and formulating business strategy.