Safety is broken. The people who are responsible for helping you stay safe should be at the top of your Christmas card list, but all too often they are despised, ridiculed and ignored. But safety management is beginning to be challenged. Businesses have begun to realise that what they have been doing is no longer providing any additional value. The same issues are repeatedly raised by corporate leadership: How do we get our workforce engaged in safety? How do we improve safety systems to gain commitment from all employees? How do we improve safety understanding to make the case for change? How do we embed safety as an integral part of culture in an environment of ongoing change and cost pressure? Challenging the Safety Quo makes the case for change based on stagnating performance, identifies areas where there are problems and proposes alternative ways to progress. Provocative but practical, it outlines the business benefits to be gained from putting in place the right approaches to managing safety, although not in the way traditionally presented by most safety managers. This book translates theory into practice; putting an accessible, practical and usable spin on cutting-edge thinking in safety.

This book is the first practical, hands-on guide that shows how leaders can build psychological safety in their organizations, creating an environment where employees feel included, fully engaged, and encouraged to contribute their best efforts and ideas. Fear has a profoundly negative impact on engagement, learning efficacy, productivity, and innovation, but until now there has been a lack of practical information on how to make employees feel safe about speaking up and contributing. Timothy Clark, a social scientist and an organizational consultant, provides a framework to move people through successive stages of psychological safety. The first stage is member safety-the team accepts you and grants you shared identity. Learner safety, the second stage, indicates that you feel safe to ask questions, experiment, and even make mistakes. Next is the third stage of contributor safety, where you feel comfortable participating as an active and full-fledged member of the team. Finally, the fourth stage of challenger safety allows you to take on the status quo without repercussion, reprisal, or the risk of tarnishing your personal standing and reputation. This is a blueprint for how any leader can build positive, supportive, and encouraging cultures in any setting.

In the ever-changing world of business, we've arrived at a point where process has trumped culture, where the race toward efficiency has left us unable to reach our potential. Stuck in the land of status quo, we've forgotten how to think. The very structures put in place to help businesses grow are now holding us back;; it's time to Kill the Company. This book is a call to arms: to start a revolution in how we think and work. But instead of more one-size-fits-all change initiatives forced upon employees, we need to embrace small changes that create ripple effects throughout the organization. Lisa Bodell urges companies to move from "Zombies, Inc." to "Think, Inc." Thinking can no longer be exclusive to the creative team or lead strategists. A culture of curiosity must be fostered among the ranks to shake up our standard practices, from unproductive meetings to go-nowhere strategic planning. This revolution can and will awaken our ability to think, and ultimately, to innovate and grow.

In Goodbye, Status Quo, visionary scientist and leading entrepreneur Dr. Joan Fallon equips readers with the tools to overcome obstacles and become agents of change—as entrepreneurs, leaders, and individuals. In Goodbye, Status Quo, Dr. Joan Fallon equips her readers with the tools to be agents of change: as entrepreneurs, leaders, and individuals. No matter where you come from or who you are, you can be an agent of change. If you are setting out to change the world—great, she affirms—just keep in mind that change must start with you. As a company founder, Dr. Fallon faced many obstacles. Some of the greatest ones came from how other people saw her. A woman in her fifties with a warm, approachable manner, she didn’t fit the typical entrepreneur profile. Now as a respected business leader, doctor, and academic who sits on the boards of numerous non-profits and is frequently asked to mentor others, Joan is driven to share what she has learned and the perspectives that brought her success. She is also fascinated by the subject of change. What are the impediments that keep leaders and individuals from changing the world, or even just changing themselves, and how can they be overcome? What is it about you that holds you, your job, or your company back from changing? Joan Fallon believes that deductive reasoning in addition to the typical inductive reasoning and other science-based approaches allow us to move past the reactive responses that leave us stuck, unable to innovate and make change. Fear-based thinking rules in many sectors today—in business, politics, even relationships. And fear is the fundamental factor that holds us back from embracing change. Goodbye, Status Quo blends lessons from Joan’s own entrepreneurial experiences and scientific observations to give readers informative and actionable advice on the topics of entrepreneurship, innovation, and making change. Each chapter offers pithy advice that taps into business, medicine, philosophy, and even baseball. No matter your background, experience, or personal struggles, you can change the world—if you are willing to first change yourself.

Introduction by Terry Tempest Williams Afterword by T. H. Watkins Called a “magnificently crafted story . . . brimming with wisdom” by Howard Frank Mosher in The Washington Post Book World, Crossing to Safety has, since its publication in 1987, established itself as one of the greatest and most cherished American novels of the twentieth century. Tracing the lives, loves, and aspirations of two couples who move between Vermont and Wisconsin, it is a work of quiet majesty, deep compassion, and powerful insight into the alchemy of friendship and marriage.

The story of three young provincials of no great heritage who together helped to destroy a way of life and, in the process, destroyed themselves: Camille Desmoulins, bisexual and beautiful, charming, erratic, untrustworthy; Georges Jacques Danton, hugely but erotically ugly, a brilliant pragmatist who knew how to seize power and use it; and Maximilien Robespierre, "the rabid lamb," who would send his dearest friend to the guillotine. Each, none older than thirty-four, would die by the hand of the very revolution he had helped to bring into being.

How often do you hear a doctor saying doctors need to be more accountable, Medicare needs more support and family medicine deserves more respect? Dissident Doctor bristles with refreshingly frank criticisms from inside the health sector, and its author is not just any doctor but a distinguished scientific researcher, veteran medical administrator, Professor Emeritus, recipient of the Order of Canada and lifelong gadfly. In Dissident Doctor, Michael C. Klein intersperses fascinating tales of individual cases with formative elements of his personal life. As the son of American left-wing activists, he grew up singing folk songs about justice and racial equality; as a young doctor his refusal to serve as a military physician during the Vietnam War prompted his immigration to Canada. His early experience working with midwives in Ethiopia—delivering babies using techniques for natural pain relief and without routine episiotomy—were formative, leading him to question many standard but unjustified procedures in Western maternity care. He made many unconventional decisions as a result of his focus on humane medicine, transitioning from a specialization in pediatrics and newborn care to become a family physician, and embracing midwifery before it was approved in Canada. Klein’s determination in the face of great opposition, the strength of his convictions, and his humility and sense of humour drive this powerful story of a life and career dedicated to his patients and his principles.

Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performance Create a culture where it’s “safe” to express ideas, ask questions, and admit mistakes Nurture the level of engagement and candor required in today’s knowledge economy Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.

Each of us is, to some extent or other, a reflection of the experiences of our lives. However, whether and how we succeed is determined at least in part by how we cope with those experiences and what we learn from them. This is the story of a man who, despite a difficult family life and professional setbacks, developed the determination, drive and skills to create a successful business and happy life. Geoff’s skills and self-motivation gave him the drive, determination and tenacity to continue a journey through hardship to reach self-fulfillment and, ultimately, success. His book describes the life journey of a young man’s heart and his desire to turn his dreams and vision into a business success. Freedom After The Sharks shows how, even in a declining economy, a business can survive and even succeed. It covers some real-life experiences and offers some suggestions for dealing with problems and issues. It provides a guide to finding your way in the business world. The book is suitable for entrepreneurs who might not be sure of the path to take or who want to benefit from other people’s mistakes and failures. Other audiences include middle management or junior executives who are looking for a fascinating life story of courage, drive and inspiration, as well as graduates and college students, who will find information that will help prepare them for their careers.

Argues that ordinary people exercise extraordinary political courage and power in American politics when, frustrated by politics as usual, they rise up in anger and hope, and defy the authorities and the status quo rules that ordinarily govern their daily lives. By doing so, they disrupt the workings of important institutions and become a force in American politics. Drawing on critical episodes in U.S. history, Piven shows that it is in fact precisely at those seismic moments when people act outside of political norms that they become empowered to their full democratic potential.