In this book Mark Earls describes a theory for changing mass behaviour by harnessing our true nature. The book is intended for anyone who tries to change the behaviour of large numbers of people.
It is particularly relevant to implementing public sector initiatives. Many initiatives struggle to create real change because of a misunderstanding of the mechanics of mass behaviour.

Read more on HERD – HOW TO CHANGE MASS BEHAVIOUR BY HARNESSING OUR TRUE NATURE…

Vincent Barabba argues that decision-making has been one of the principal victims of ‘modern’ thinking.

The ‘analytical’ approach has, of course, brought vaccines, electricity and the internal combustion engine. But, in seeking to break things down into their component parts and improve the parts, governments and businesses continue to make some astonishingly bad decisions.

Read more on THE DECISION LOOM: A DESIGN FOR DECISION-MAKING…

Jeremy Hope, Dr Peter Bunce and Franz Röösli argue that success comes from harnessing the knowledge and creativity of everyone concerned, especially those that work at the interface between the organization and its customers. They also know that their budget-driven management processes are too slow, rigid and expensive and encourage the wrong behaviour. But leaders are on the horns of a dilemma. How do they empower their people and adapt to change without losing control?

Read more on THE LEADERS DILEMMA…

In this book Simon Reynolds describes the sixteen obstacles to success and he explains how to overcome them.

Success is often just a moment – a goal fulfilled, soon to be replaced with new goals. But failure is the ambitious person’s constant companion, often dogging us for months, years or even decades before we finally reach our aim.

Read more on ACHIEVE YOUR GOALS BY MASTERING FAILURE…

This guide is intended to help senior decision makers and managers across the public services to design or redesign their organisations’ performance management systems. Public sector organisations have grown used to externally imposed requirements to report information on their costs and activities, but this is set to change. The policy and practice of national external performance measurement is being rolled back.

Read more on THE PERFORMANCE PULSE: MANAGING PERFORMANCE TO ACHIEVE STRATEGIC OUTCOMES…

The current development of Community Budgets, both at the neighbourhood and whole place levels, is based on the pioneering experience of the Total Place pilots of 2009/10. This guide distils the learning from the pilots.

Read more on TOTAL PLACE PRACTITIONERS GUIDE…

Manfred Kets de Vries throws the spotlight on the secrets of building high performance teams. He presents the case for leadership group coaching as an experiential training ground for learning to function as a high performance team.

Read more on THE HEDGEHOG EFFECT…

In Visual Teams, David Sibbet uses visual tools and methods to help teams—both face-to-face and virtual—reach high performance in today’s work environment.

As teams become more and more global and distributed, visualization provides an important channel of communication—one that opens up the group’s mind to improving work systems and processes by understanding relationships, interconnections, and big picture contexts.

Read more on VISUAL TEAMS: GRAPHIC TOOLS FOR COMMITMENT, INNOVATION AND PERFORMANCE…

Stephen Drotter explains the importance of getting the right performance at every level of leadership. It’s not enough to build an organisation full of people with leadership skills. The Performance Pipeline digs deep into the real work of getting results at each leadership layer.

Read more on THE PERFORMANCE PIPELINE…

Marilyn J. Davidson and Ronald J. Burke set out facts, figures and analysis from more than 30 experts. They examine evidence that helps in understanding the values, norms and cultural issues bearing on the progress or otherwise of women in organizations.

Read more on WOMEN IN MANAGEMENT WORLDWIDE: PROGRESS AND PROSPECTS…