Albrecht, a noted management consultant, speaker, and author, draws on his experiences working with organizations around the world to define what organizational intelligence is and how it can be developed. Taking a critical look at organizations that have and have not achieved organizational intelligence, including Disney, Apple, Ford, and NASA, he defines seven components of organizational intelligence and uses them to analyze situations and identify the kinds of conditions necessary to nurture organizational intelligence. He also identifies 17 dysfunctional syndromes that keep companies from mobilizing their collective brain power. Annotation copyrighted by Book News, Inc., Portland, OR

The must-read summary of Karl Albrecht's book: "The Power of Minds at Work: Organizational Intelligence in Action". This complete summary of the ideas from Karl Albrecht's book "The Power of Minds at Work" shows that when intelligent people are assembled in an organisation, they will tend towards collective stupidity. In his book, the author explains that in order to offset this law, organizational intelligence is needed. In practical terms, organisational intelligence is the antidote to collective stupidity and a deliberate effort to multiply and take advantage of the collective brainpower of everyone involved. This summary offers seven key traits of organisational intelligence that you can adapt and apply to ensure that your company is free from collective stupidity. Added-value of this summary: • Save time • Understand key concepts • Expand your knowledge To learn more, read "The Power of Minds at Work" and find out how you can implement key traits into your business that will ensure the effectiveness of your intelligent employees.

The only sustainable advantage in our hypercompetitive marketplace is the ability to learn and adapt faster than everyone else. Companies that cling to management practices of a bygone era continue to fade away. They desperately need managers who empower people to seek out learning at a moment’s notice. Minds at Work can help you be that manager. This book captures the role managers play in the knowledge economy—where uninhibited, on-demand learning inspires employees to achieve higher levels of performance. Authors David Grebow and Stephen J. Gill describe how managers can move from a traditional “command and control” position to become advocates of communication and collaboration. They share what happens when managers help their direct reports grow as people and use technology to pull the learning they need when they need it. Minds at Work illustrates this shift to a learning community with success stories from forward-looking companies. With this better way to manage, these companies have unearthed those “aha!” moments as the dots connect after continuous problem solving, trial and error, and innovation. Each has redefined norms, made knowledge sharing flat, and created a workplace culture built to last. Use this book to embrace learning anytime, anywhere. Nurture the minds at work, and you’ll win the hearts of your organization.

In Your Brain at Work, David Rock takes readers inside the heads—literally—of a modern two-career couple as they mentally process their workday to reveal how we can better organize, prioritize, remember, and process our daily lives. Rock, the author of Quiet Leadership and Personal Best, shows how it’s possible for this couple, and thus the reader, not only to survive in today’s overwhelming work environment but succeed in it—and still feel energized and accomplished at the end of the day.

Minds and where to find them -- The space of possible minds -- All the things you are -- Waking up to the world -- Solomon's secret -- Aliens on the doorstep -- Machine minds -- Out of this world -- Free to choose -- How to know it all.

A cutting-edge, research-based inquiry into how we influence those around us and how understanding the brain can help us change minds for the better. In The Influential Mind, neuroscientist Tali Sharot takes us on a thrilling exploration of the nature of influence. We all have a duty to affect others—from the classroom to the boardroom to social media. But how skilled are we at this role, and can we become better? It turns out that many of our instincts—from relying on facts and figures to shape opinions, to insisting others are wrong or attempting to exert control—are ineffective, because they are incompatible with how people’s minds operate. Sharot shows us how to avoid these pitfalls, and how an attempt to change beliefs and actions is successful when it is well-matched with the core elements that govern the human brain. Sharot reveals the critical role of emotion in influence, the weakness of data and the power of curiosity. Relying on the latest research in neuroscience, behavioral economics and psychology, the book provides fascinating insight into the complex power of influence, good and bad.

Andrews argues for a pluralistic folk psychology that employs different kinds of practices and different kinds of cognitive tools (including personality trait attribution, stereotype activation, inductive reasoning about past behavior, and generalization from self) that are involved in our folk psychological practices.

Introducing a spelling test to a student by saying, 'Let' s see how many words you know,' is different from saying, 'Let's see how many words you know already.' It is only one word, but the already suggests that any words the child knows are ahead of expectation and, most important, that there is nothing permanent about what is known and not known. Peter Johnston Grounded in research, Opening Minds: Using Language to Change Livesshows how words can shape students' learning, their sense of self, and their social, emotional and moral development. Make no mistake: words have the power to open minds – or close them. Following up his groundbreaking book, Choice Words, author Peter Johnston continues to demonstrate how the things teachers say (and don't say) have surprising consequences for the literate lives of students. In this new book, Johnston shows how the words teachers choose can affect the worlds students inhabit in the classroom. He explains how to engage children with more productive talk and how to create classrooms that support students' intellectual development, as well as their development as human beings.

Leading scholars respond to the famous proposition by Andy Clark and David Chalmers that cognition and mind are not located exclusively in the head.