The best way to change the world may be one organization at a time. With this ambitious claim, the authors of this highly readable primer provide insightful analysis for evaluating and improving the health of any organization. They advocate a "systems approach," which views organizations as living systems, interconnected in their various departments, and interfacing with their environments. Leaders of organizations from all sectors will find sound advice concerning the four major components of organizations -- their structure, leadership, culture, and environment. Find out: What the classic dispute over "who gets the corner office" is really about. The difference between a good leader and a great one. What new hires may know about an organization that longer-term employees don't. How organizational change and conflict are not only inevitable, but survivable. Each chapter contains examples from the authors' varied experiences with organizational change and conflict, written from a spirited, hopeful approach for creating a better world. A title in The Little Books of Justice and Peacebuilding Series.

The current global economic environment is defined by unprecedented uncertainty, a premium placed on knowledge, and the threat of future talent scarcity. Key to an organization's success under these conditions is its ability to strengthen the links between people and performance. Creating Healthy Organizations provides executives, managers, human resource professionals, and employees an action-oriented approach to forging these connections by creating and sustaining vibrant and productive workplaces. A healthy organization operates in ways that benefits all stakeholders, including employees, customers, shareholders, and communities. Using a wide range of examples from a variety of internationally based industries, Graham Lowe integrates leading practices with research on workplace health and wellness, quality work environments, employee engagement, organizational performance, and corporate social responsibility to make a compelling business case for creating healthy, resilient, and sustainable organizations. Creating Healthy Organizations offers readers, whether CEOs or front-line workers, an innovative framework and practical tools for planning, implementing, and measuring healthy change in their workplaces.

Great things come in little packages: 50 commonsense (but rarely common) ideas for building the leadership potential of others.How many managers have time to plow through big books of leadership development? None! And they'll never need to with this slender book of 50 simple yet powerful ideas. The Little Book of Leadership Development goes straight to the heart of great leadership. Free of complicated theories, it focuses on what really works to get people motivated, working effectively, and acting as leaders themselves. The book delivers streamlined instructions on modeling behaviors, sharing information, building accountability, stretching teams, providing feedback, and 45 other practical strategies. Readers will be able to design a system of development tailored to their team and organization. Managers with the ability to self-reflect and a willingness to implement these positive, powerful ideas will see quick improvementsùin communication, efficiency, morale, and every other measure that points to a committed team of emerging leaders.

A groundbreaking approach to successful performance improvement Almost every executive in business today is faced with the challenge of improving performance, from incremental improvements to wholesale organizational change. Here, a world-renowned expert in organizational improvement asserts that most hard-won changes don't last for long, however, because of the inability to identify the root causes of the problem. How Organizations Work offers a clear, integrated solution to performance improvement via a new "Enterprise Model"-which takes into account all variables that influence performance. Alan Brache provides a comprehensive "physical exam" for checking an organization's vital signs and a 360-degree picture of how organizational dynamics can be harnessed to effect permanent improvements in performance.

This clearly articulated statement offers a hopeful and workable approach to conflict—that eternally beleaguering human situation. John Paul Lederach is internationally recognized for his breakthrough thinking and action related to conflict on all levels—person-to-person, factions within communities, warring nations. He explores why "conflict transformation" is more appropriate than "conflict resolution" or "management." But he refuses to be drawn into impractical idealism. Conflict Transformation is an idea with a deep reach. Its practice, says Lederach, requires "both solutions and social change." It asks not simply "How do we end something not desired?" but "How do we end something destructive and build something desired?" How do we deal with the immediate crisis, as well as the long-term situation? What disciplines make such thinking and practices possible? This title is part of The Little Books of Justice and Peacebuilding series.

Unfortunately, far too many people don’t like where they work. Some organizations are unhealthy and full of disrespectful behavior. Other workplaces are simply uninspiring. For various reasons, countless people feel trapped, indifferent, or bored at work. The authors of this book believe that people should be able to like where they work. When employees like the places they work, it’s not only good for their mental health and well-being, it’s also good for their organizations – both financially and otherwise. When a workplace culture is purposely created to be respectful and inspiring, employees are happier, more productive, and more engaged. By exploring six key elements that make up a healthy workplace culture, The Culture Question answers two fundamental questions: “How does your organization’s culture impact how much people like where they work?” and “What can you do to make it better?” Discover how to create a workplace where people like to work by focusing on these six elements of healthy workplace culture: Communicating Your Purpose and Values. Employees are inspired when they work in organizations whose purpose and values resonate with them. Providing Meaningful Work. Most employees want to work on projects that inspire them, align with what they are good at, and allow them to grow. Focusing Your Leadership Team on People. How leaders relate to their employees plays a major role in how everyone feels about their workplace. Building Meaningful Relationships. When employees like the people they work with and for, they are more satisfied and more engaged in their work. Creating Peak Performing Teams. People are energized when they work together effectively because teams achieve things that no one person could do on their own. Practicing Constructive Conflict Management. When leaders don’t handle conflict promptly and well, it quickly sours the workplace. This book includes survey feedback from over 2,400 leaders and employees and resources for putting these ideas into action.

There is a competitive advantage out there, arguably more powerful than any other. Is it superior strategy? Faster innovation? Smarter employees? No, New York Times best-selling author, Patrick Lencioni, argues that the seminal difference between successful companies and mediocre ones has little to do with what they know and how smart they are and more to do with how healthy they are. In this book, Lencioni brings together his vast experience and many of the themes cultivated in his other best-selling books and delivers a first: a cohesive and comprehensive exploration of the unique advantage organizational health provides. Simply put, an organization is healthy when it is whole, consistent and complete, when its management, operations and culture are unified. Healthy organizations outperform their counterparts, are free of politics and confusion and provide an environment where star performers never want to leave. Lencioni’s first non-fiction book provides leaders with a groundbreaking, approachable model for achieving organizational health—complete with stories, tips and anecdotes from his experiences consulting to some of the nation’s leading organizations. In this age of informational ubiquity and nano-second change, it is no longer enough to build a competitive advantage based on intelligence alone. The Advantage provides a foundational construct for conducting business in a new way—one that maximizes human potential and aligns the organization around a common set of principles.

The best way to change the world may be one organization at a time. With this ambitious claim, the authors of this highly readable primer provide insightful analysis for evaluating and improving the health of any organization. They advocate a "systems approach," which views organizations as living systems, interconnected in their various departments, and interfacing with their environments. Leaders of organizations from all sectors will find sound advice concerning the four major components of organizations -- their structure, leadership, culture, and environment. Find out: What the classic dispute over "who gets the corner office" is really about. The difference between a good leader and a great one. What new hires may know about an organization that longer-term employees don't. How organizational change and conflict are not only inevitable, but survivable. Each chapter contains examples from the authors' varied experiences with organizational change and conflict, written from a spirited, hopeful approach for creating a better world. A title in The Little Books of Justice and Peacebuilding Series.

So we'd all like a more peaceful world—no wars, no poverty, no more racism, no community disputes, no office tensions, no marital skirmishes. Lisa Schirch sets forth paths to such realities. In fact, she points a way to more than the absence of conflict. She foresees justpeace—a sustainable state of affairs because it is a peace which insists on justice. Schirch singles out four critical actions that must be undertaken if peace is to take root at any level) — 1.) waging conflict nonviolently; 2.) reducing direct violence; 3.) transforming relationships; and 4.) building capacity. From Schirch's 15 years of experience as a peacebuilding consultant in Africa, Asia, and Latin America. A title in The Little Books of Justice and Peacebuilding Series.

A fully revised & updated handbook for teachers and administrators on creating just and equitable learning environments for students; building and maintaining healthy relationships; healing harm and transforming conflict. Much more than a response to harm, restorative justice nurtures relational, interconnected school cultures. The wisdom embedded within its principles and practices is being welcomed at a time when exclusionary discipline and zero tolerance policies are recognized as perpetuating student apathy, disproportionality, and the school-to-prison pipeline. Relying on the wisdom of early proponents of restorative justice, the daily experiences of educators, and the authors’ extensive experience as classroom teachers and researchers, this Little Book guides the growth of restorative justice in education (RJE) into the future. Incorporating activities, stories, and examples throughout the book, three major interconnected and equally important aspects of restorative justice in education are explained and applied: creating just and equitable learning environments; building and maintaining healthy relationships; healing harm and transforming conflict. Chapters include: The Way We Do Things A Brief History of Restorative Justice in Education Beliefs and Values in Restorative Justice in Education Creating just and Equitable Learning Environments Nurturing Healthy relationships Repairing Harm and Transforming Conflict A Tale of Two Schools: Thoughts and Sustainability The Little Book of Restorative Justice in Education is a reference that practitioners can turn to repeatedly for clarity and consistency as they implement restorative justice in educational settings.