8618 Chapters
  Title Author Publisher Format Buy Remix
Medium 9781523097593

Chapter 1 Understanding the Problem

Jana, Tiffany; Mejias, Ashley Diaz Berrett-Koehler Publishers ePub

Institutional or systemic bias is the phenomenon that exists when some groups maintain advantage over others within the context of a particular structure. Institutional bias is the result of interpersonal bias that has been institutionalized, or embedded within systems. Each of the biases enumerated in this book can operate at the interpersonal level and the institutional level. The examples of bias in this book are operating at the institutional level unless otherwise stated. The institutional biases that we will expand upon in this book include in the following order:

Occupational Bias An implicit bias that assigns fixed human or demographic attributes to a particular job or career.

Gender Bias An implicit bias that assigns fixed attributes by gender and/or privileges one gender over another.

Racial Bias An implicit preference of one race over another.

Hiring/Advancement Bias Any implicit preference that creates hiring and advancement opportunities that privilege one group over another.

See All Chapters
Medium 9781576753798

47. The Six Sigma Approach to Improvement and Organizational Change

Holman, Peggy Berrett-Koehler Publishers PDF

47 ronald d. snee, ph.d.

Six Sigma is quickly becoming part of the genetic code of our future leadership.

—Jack Welch

The Supply Chain and Biopharmaceuticals

For a major U.S. biopharmaceutical manufacturer, it was the best of times and the worst of times.

Though approval for their new blockbuster drug was expected in nine months, the company’s manufacturing and quality assurance processes were not ready to manufacture product and generate required FDA (Food and Drug Administration) documentation in a reliable, repeatable fashion (McGurk 2004). Another company product already in production had historically suffered from supply problems. For both the old and new drug, the creation and review of “batch records” was also a major problem. These records, required by corporate standards and government regulations, track important steps in the manufacturing process. Failure to keep accurate batch records can result in high inventory costs, a potential plant shutdown, and delays in shipments of lifesaving drugs to patients awaiting treatment.

See All Chapters
Medium 9781609949563

Chapter 1 The Values Gap in Business

Freeman, R. Edward Berrett-Koehler Publishers ePub

There is a values gap in business, and most businesses underperform because they cannot bridge that gap. The gap is not straightforward, and it is not as simple as live your values and be authentic.

First, all over the world there is a high degree of mistrust in business and its executives. Tell someone that you teach business ethics, and they have to manage not to laugh, or they say, “Oh, I didn’t know business had any” or “Must be a short course.” Public trust in business is at a low point around the world; and while a new story of business is emerging, it is dangerous for business as an institution to occupy the moral low ground in society.

Second, there can be a great deal of individual conflict around the idea of values. Values represent what is most important to us, and we often can be confused about these issues. In today’s interconnected world, we encounter many difficult values issues that we have never before confronted. And sometimes we expect that values issues are simple and that if we just act on our values, our problems will be solved.

See All Chapters
Medium 9781576754085


Yerkes, Leslie Berrett-Koehler Publishers ePub
Medium 9781576753835

1 Don’t Fear Marketing: Practice 1: Use Marketing as a Core Business Strategy

Conley, Chip Berrett-Koehler Publishers PDF


Don’t fear marketing



“Marketing is just smoke and mirrors.”

“It’s all about selling people things they don’t need at prices they can’t afford.”

“Marketing uses slick ads and exploitative tactics to take advantage of stereotypes, fears, and unrealistic fantasies.”

“No one but large corporations can afford it.”

“Unless you have a sophisticated marketing department, an ad firm, a PR agency, and millions of dollars, don’t even bother with marketing.”

“We’re not ready for marketing. Once we have finalized the product, worked out the bugs, and seen how it works, then we might invest in it.”

We’ve all heard and, at times, hidden behind these myths.

Marketing is often seen either as a shady practice—not appropriate for a socially responsible business—or as a mysterious and expensive luxury that few companies can afford. Clearly, you are not a true adherent to either of these beliefs or you would not be reading this book—or maybe you’re just curious.

In any case, while many examples of marketing are not being

See All Chapters
Medium 9781523084616

CHAPTER 3 Up the Mood Elevator: The Big Payoffs

Senn, Larry Berrett-Koehler Publishers ePub

We are formed and molded by our thoughts. Those whose minds are shaped by selfless thoughts give joy when they speak or act. Joy follows them like a shadow that never leaves them.


As we saw in chapter 2, thought plays a major role in controlling our travels up and down the Mood Elevator. Our thoughts influence all the feelings we experience, from joy to depression. Understanding that our thinking creates our emotional reality is the first step in taking control.

Knowing that our thoughts control our moods gives us a little distance from those moods. It helps us be less gripped by worry, fear, and anxiety and less driven by our emotions to pronounce judgments on other people and on the circumstances of our lives.

This understanding is the first basic principle of riding the Mood Elevator. And it is so powerful that it can have—and has had for thousands of people—a series of enormous payoffs, both in your personal life and in your ability to contribute to any organization to which you belong.

See All Chapters
Medium 9781523097852

Ten Avoid the Spotlight

Bachelder, Cheryl A Berrett-Koehler Publishers ePub

THERE ARE A LOT OF THINGS IN LIFE that I know to be useful and true, but I still don’t do them.

I know that keeping your life organized and orderly makes you more effective. But I don’t care enough to act on it. I’m just not that bothered by messy desks and messy closets.

I know that budgets are useful planning tools, but I don’t care enough to make a budget. For me, it’s enough to know that there is still money in my bank account.

Similarly, you are reading about an approach to leadership that drives superior results, but you may not act on this information. You may not switch from self to serve in your actions.

It all comes down to what you believe enough to act on. A belief is something so important to you that when it is violated, you are bothered to a point of distress. You become anxious, even angry. You want to act promptly to rectify the situation.

What beliefs do you care about so deeply that they shape your leadership actions?

See All Chapters
Medium 9781609940935

Launching a Movement

Miller, Mark Berrett-Koehler Publishers ePub

At the next team meeting, everyone was eager to hear about Debbie’s meeting with Jeff.

“I had the meeting with Jeff that we discussed,” Debbie began. “He was very encouraging. He likes where we netted out on the key elements. Talent + Skills + Community made a lot of sense to him. However, he challenged us to remember and to communicate: building a team is not the goal.”

Bob interrupted, “Really?”

The entire group looked confused. To Debbie, this confirmed Jeff’s concern.

“High-performance teams are not the goal,” Debbie said. “The goal is sustained performance over time. High-performance teams are a strategy to get and sustain amazing results. Results are the real goal. It’s a subtle but significant distinction. We have to ensure that the message is clear.”

Bob added, “It makes sense to me. Results are at the heart of what makes a team high performing in the first place. High-performance teams are always focused on results—if they’re not, you can be sure they’re not a high-performance team.”

See All Chapters
Medium 9781576759202

Chapter One: Four Conversations in a Successful Workplace

Ford, Jeffrey D. Berrett-Koehler Publishers ePub


Realizing your goals will take more than passion, vision, and commitment: it will take talking to other people. To be successful, your talking must accomplish more than simply following the rules of well-mannered communication skills. Getting more of what you want and less of what you don’t want—in work and in life—depends on how well you use four types of conversations.

Example: You are a manager who announces a new customer service policy. Your announcement can be done in a way that attracts people toward working with you to implement the new policy, or it can be so vague or bossy that everyone goes back to doing their own work, leaving you to wonder how you will do it all yourself.


Example: You explain the purpose of your new customer service policy and your plan for its implementation, and encourage people to make suggestions and contribute their advice. The way you talk will either help people see how to support you or create confusion and annoyance.

Example: You are a manager who directs all employees to follow the new customer service policy starting today (your request) and asks for a show of hands (their promise) by everyone who accepts the request. This establishes an agreement for action. Your request could be so effective that people start to implement it that afternoon, or so sketchy it leaves people unsure about what you really want, when you want it, and whether it really matters.

See All Chapters
Medium 9781576755952

CHAPTER 2 Relationships That Don’t Work at Work

Showkeir, James D. Berrett-Koehler Publishers ePub

Most organizations operate with a cultural dynamic that is as familiar as it is difficult and unproductive. Familiar because we have all experienced it in some way or another within the context of our families. Difficult because in today’s demanding business environment, an entrenched parent–child culture in the workplace won’t lead to the best results.

Reams have been written about parent–child cultures in the context of organizations and the workplace. For those interested in learning more, we encourage an exploration of the writings of Eric Berne and Thomas Anthony Harris. For our purpose here, the idea isn’t so much that management represents parents and employees are the children. Rather, we are talking about the conversational roles used routinely in the workplace that establish and reinforce parent–child cultures. If organizations don’t find a way to shift to an adult–adult culture, they will be ill equipped to survive in the highly technical, global, diverse, and changing-at-the-speed-of-light marketplace.

See All Chapters
Medium 9781605099866

Tool F: International Ombudsman Association Standards of Practice

Devine, Tom Berrett-Koehler Publishers ePub

Reprinted from http://www.ombudsassociation.org/standards/IOA_Standards_of_Practice_Oct09.pdf

The IOA Standards of Practice are based upon and derived from the ethical principles stated in the IOA Code of Ethics.

Each Ombudsman office should have an organizational Charter or Terms of Reference, approved by senior management, articulating the principles of the Ombudsman function in that organization and their consistency with the IOA Standards of Practice.

1.1 The Ombudsman Office and the Ombudsman are independent from other organizational entities.

1.2 The Ombudsman holds no other position within the organization which might compromise independence.

1.3 The Ombudsman exercises sole discretion over whether or how to act regarding an individuals concern, a trend, or concerns of multiple individuals over time. The Ombudsman may also initiate action on a concern identified through the Ombudsmans direct observation.

1.4 The Ombudsman has access to all information and all individuals in the organization, as permitted by law.

See All Chapters
Medium 9781576754931


David Cooperrider Berrett-Koehler Publishers ePub
Medium 9781576753859


Fuller, Robert W. Berrett-Koehler Publishers ePub





THE TITLE OF Mark Twain’s What Is Man? poses a question that humankind has pondered for millennia. Over time, the species that scientists call Homo sapiens (the wise) has also variously been referred to as Homo faber (the builder, by Benjamin Franklin), Homo ludens (the game player, by Johan Huizinga), Homo economicus (the rationalist, by Adam Smith), and Homo babulus (the talker). Twain himself argued that man is a machine (Homo machinus).

While all of the above describe us, none does so uniquely. In fact, it seems that every time someone makes a case that a particular trait sets humans apart, experts in animal life say, “No, animals do that too.” Animals display intelligence, they build things (nests, dams) and use tools, they play games, make war, communicate, and have emotions. 36

See All Chapters
Medium 9781576752074

Three: Persistent Seeding

Vengel, Alan Berrett-Koehler Publishers ePub

The third Saturday morning of April broke windy and colder. The warm weather that the region had been enjoying recently was a memory. The weather had begun to turn the night before, but Marsha had spent about an hour in her garden anyway, carefully removing some debris that had disturbed a seeded area and making sure that everything was getting enough water—she did this most evenings after getting home, especially in the fragile early growing season.

When Marsha woke up, she could feel the chill in her bones. I wonder if I caught a cold working in the garden last night, she thought.

But after her initial foray into the sales garden the past week or so, nothing short of typhoid fever would keep Marsha from heading down to Rawlings Garden Supply that morning. With her approach to planning reinvigorated, and with a small sale from an old customer, Marsha already felt that she was beginning to make progress with Gardeners sales garden philosophy. She was aware of being more lighthearted and optimistic than she had been in a long time as she hopped into her truck and headed down to Gardeners store. After a quick stop for some coffee and fresh blueberry muffins, she arrived at Rawlings Garden Supply at about five minutes before nine. Gardener was there with Maddie, sticking tags in the soil of some potted plants.

See All Chapters
Medium 9781609947170

12 Seven Keys to a Positive Personality

Tracy, Brian Berrett-Koehler Publishers ePub

Your physical diet has a large impact on your levels of health and energy. If you eat fresh, healthy, high-quality foods of all kinds and avoid the foods that are bad for you, you will have more energy, be generally resistant to most diseases, sleep better, and feel healthier and happier.

In the same way, your mental diet largely determines your character and your personality and almost everything that happens to you in life. When you feed your mind with positive ideas, information, books, conversations, audio programs, and thoughts, you develop a more positive and effective personality. You become more influential and persuasive. You enjoy greater self-confidence and self-esteem.

Help people become more motivated by guiding them to the source of their own power.


Those who work with computers use the expression “GIGO,” or “garbage in, garbage out.” But the reverse is also true, “Good in, good out.”

When you make a clear, unequivocal decision that you are going to take complete control over your mind, eliminate the negative emotions and thoughts that may have held you back in the past, and become a completely positive person, you can actually bring about your own personal transformation.

See All Chapters

Load more