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Anyone who watches the television news has seen images of firefighters
rescuing people from burning buildings and paramedics treating bombing victims. How
do these individuals make the split-second decisions that save lives? Most studies
of decision making, based on artificial tasks assigned in laboratory settings, view
people as biased and unskilled. Gary Klein is one of the developers of the
naturalistic decision making approach, which views people as inherently skilled and
experienced. It documents human strengths and capabilities that so far have been
downplayed or ignored.Since 1985, Klein has conducted fieldwork to find out how
people tackle challenges in difficult, nonroutine situations. Sources of Power is
based on observations of humans acting under such real-life constraints as time
pressure, high stakes, personal responsibility, and shifting conditions. The
professionals studied include firefighters, critical care nurses, pilots, nuclear
power plant operators, battle planners, and chess masters. Each chapter builds on
key incidents and examples to make the description of the methodology and phenomena
more vivid. In addition to providing information that can be used by professionals
in management, psychology, engineering, and other fields, the book presents an
overview of the research approach of naturalistic decision making and expands our
knowledge of the strengths people bring to difficult tasks.

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$$$Bad Credibility: How Leaders Gain and Lose It, Why People Demand It (J-B Leadership Challenge: Kouzes/Posner)

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The first true revision of the classic book from the bestselling author of The Leadership Challenge

As the world falls deeper into economic downturns and warfare, the question of credibility (how leaders gain and lose it) is more important than ever. Building on their research from The Leadership Challenge, James Kouzes and Barry Posner explore in Credibility why leadership is above all a relationship, with credibility as the cornerstone, and why leaders must "Say what you mean and mean what you say." This first full revision of the book since its initial publication in 1993 features new case studies from around the world, fully updated data and research, and a streamlined format. Written by the premier leadership experts working today, Credibility:

• Reveals the six key disciplines that strengthen a leader's capacity for developing and sustaining credibility.
• Provides rich examples of real managers in action
• Includes updates to?the applications?and research

This personal, inspiring, and genuine guide helps you understand the fundamental importance of credibility for building personal and organizational success.

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Q&A with Authors Jim Kouzes and Barry Posner

Author Jim Kouzes

Why is credibility so important?
Credibility is the foundation of leadership: This is the inescapable conclusion we have come to after more than thirty years of research into the dynamics of the relationship between leaders and constituents. Leadership is a relationship. You can't talk about leadership without talking about the expectations of those who are led. The three qualities people most look for and admire in leaders—that they be honest, competent, and inspiring—are the qualities that comprise what communication researchers refer to as source credibility. Simply put, people won't believe the message if the don't believe in the messenger.

Once credibility is lost, is it possible to gain it back?

Yes, it is. But first, let's remind ourselves that despite everyone's best intentions, despite the pursuit of flawless leadership, things don't always go as planned, expected, or promised. Sometimes circumstances change, and you can no longer do what you said you would do. Sometimes you realize, probably belatedly, that you don't have the competence or resources to do what you said. Sometimes you and others make errors in judgment or choose the wrong strategies. Sometimes you just mess up. No human being is exempt from failure. The trouble is that leadership failures and human frailties can sometimes seriously damage your credibility. That's why it's important to understand what you can do to regain credibility if ever you should tarnish or lose it.

Once that happens, you need to follow what we call the Six A's of Leadership Accountability: Accept, Admit, Apologize, Act, Amend, and Attend. When people are asked what's the most important thing a leader should do after making a mistake, the universal response is “admit it.” First, you have to accept personal responsibility for your actions, and, in the case of leaders, the actions of your organization. Then you have to publicly acknowledge that you have made a mistake. Offering an apology is another important step in rebuilding credibility. It lets constituents know that you are concerned about the impact your actions may have had on them, as well as the problems your actions may have caused them. Quick action to deal with the immediate consequences of a mistake needs to follow an apology. A quick response lets others know that you are going to do something about the problem. Making amends for mistakes is also a necessary but often overlooked part of the rebuilding process. People don't expect you to resign for an honest error or lapse in judgment, but they do expect some form of reparation or personal participation in the hardship. The amends should fit the problem. And finally, to make sure that you are attuned to the influence your actions are having on restoring lost credibility, you should pay close attention to the reactions of your constituents.

This is the first true revision of Credibility since its initial publication in 1993. Why revise it now?

Author Barry Posner

Timing is everything. When the first edition of Credibility was published in 1993, we noted that nearly half of America's workforce was cynical. The late 1980s and early 1990s were also a period of recession—there were few jobs, we were also recovering from a market crash, and we had begun the Gulf War. Public faith in its leaders was low. In the late nineties and at the turn of the century, we saw increases in trust, confidence, and credibility among leaders of major institutions. But these shifts turned out to be very short-lived. After rising for a decade, confidence in institutions and leaders began to slide in the early 2000s, and by 2007 trust (the key ingredient of credibility) had taken a nosedive. Whatever gains had been achieved had been lost. People doubted the competence of leaders, and they also questioned their integrity. Scandals, financial misdeeds, and greed had taken their toll on people's belief in their leaders. And when the economic collapse and subsequent recession hit in 2007-2008, cynicism and distrust soared. We may have hit bottom again, but it's too soon to tell.

Leaders need to take more seriously the importance of earning and sustaining credibility. We revised this book because we want to offer a useful framework and practical suggestions on what leaders can do to increase the trust and confidence others have in them. We won't see increases in engagement or performance until we see significant increases in leader credibility.

What is different in this new edition? (Or, what can fans of the first edition of Credibility expect from this new edition?)
This new edition of Credibility is completely revised and has a longer and broader reach than the earlier book. Our research is global, and the cases in this edition reflect that. From Asia and Australia to Europe, the Middle East, and North and South America, we show how people around the world affirm that credibility is the foundation of leadership. All the cases in this book have been updated, and 90 percent of them are new to this volume. They are fresh illustrations of the changing nature of the context in which people now work, especially as new generations enter the workforce.

This second edition is also slimmed down from the original. In addition to the worthy goal of saving the planet some paper, we trimmed the length for several reasons. First, we sharpened the focus on our central theme: how leaders earn and sustain credibility. In the first edition, we took detours into issues of service quality, for example, which, while important, weren't directly on message. Second, technology now allows us to move some of our research to our website. Third, we developed an entirely new companion volume to accompany this book. Strengthening Credibility: A Leader’s Workbook provides many developmental and application exercises for building and sustaining credibility.

What has not changed is our intense interest in how values clarification and culture creation must be at the top of a leader’s agenda. Some of our earliest research clearly shows that commitment, satisfaction, productivity, and other positive outcomes are significantly higher when people shared the values of their organizations. This finding is reaffirmed in our most current studies.

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!^@Less costly Toyota Kata : Managing People for Improvement, Adaptiveness and Superior Results

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"How any organization in any industry can progress from old-fashioned management by results to a strikingly different and better way."James P. Womack, Chairman and Founder, Lean Enterprise Institute This game-changing book puts you behind the curtain of Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower. Drawing on six years of research into Toyota's employee-management routines, Toyota Kata  examines and elucidates, for the first time, the company's organizational routines--called  kata that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers? Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement Kata--a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter; and Coaching Kata: a pattern of teaching the improvement kata to employees at every level to ensure it motivates their ways of thinking and acting. With clear detail, an abundance of practical examples, and a cohesive explanation from start to finish, Toyota Kata  gives executives and managers at any level actionable routines of thought and behavior that produce superior results and sustained competitive advantage. More Detail..

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In DEMAND: Giving People What They Love Before They Know They Want It (Crown Business; October 2011), Adrian Slywotzky, named by Industry Week one of the world’s six most influential management thinkers, provides a radically new way to think about demand, with a big idea and a host of practical applications—not just for people in business but also for social activists, governments leaders, non-profit managers, and other would-be innovators.
 
They all need to master such ground-breaking concepts as the hassle map (and the secrets of fixing it); the curse of the incomplete product (and how to avoid it); why very good ≠ magnetic; how what you don’t see can make or break a product; the art of transforming fence sitters into customers; why there’s no such thing as an average customer; and why real demand comes from a 45-degree angle of improvement (rather than the five degrees most organizations manage).

Author Q&A with Adrian Slywotzky

How do some companies seem to know what we want–even before we do?

We all want video on demand now. But could we have even imagined it 10 years ago? Netflix founder Reed Hastings anticipated the future shift to on-demand streaming–even in 1998, when fewer than 7% of U.S. homes had broadband: "That’s why we named the company Netflix, and not DVDsByMail.com." Demand "creators" always look to solve the next customer hassle–before we even recognize the hassle itself.

What makes us rave about some things, but rant about others–even when the underlying products are functionally the same?

Magnetic products not only offer superior functionality, but forge an emotional attachment that is hard to sever. They embed themselves so seamlessly into our lives that they become part of who we are. Take grocery chain Wegmans. More than just an incredibly functional supermarket–with an average of 60,000 items in stock–Wegmans has an emotional appeal that led 7,000 people (in 2010 alone!) to beg for a store in their area.

Can you actually create demand--or are you just getting lucky?

Smart companies recognize that we often can’t articulate what we really want… and that "creating" demand is often just a matter of recognizing untapped demand. Demand "creators" identify hassles that bedevil all of us–and instead of simply accepting them, they ask: "Do they have to be this way?" Reed Hastings founded Netflix after a personal frustration with a late fee. By making the leap from the way things are to the way they should be, he unleashed demand… to the tune of BN.

Why do most attempts to create demand fail?

Identifying hassles that could be solved is a start–but it’s not enough. Demand creators recognize that even great products have a very low chance of success… and they do everything they can to increase it. Toyota knew the Prius’ odds of success were less than 5%. Yet instead of dropping the project, Toyota actively asked, "How can we change those odds?" The company even went so far as to create a new division for the project… and then successfully launched the Prius 2 months ahead of an already "impossible" schedule.

Does what happens behind the scenes actually matter for demand creators?

It’s easy to think that only the product itself matters… but what happens behind the scenes can shape both the end product and your experience using it. Take the market for e-readers. The Amazon Kindle provided instant, wireless access to the world’s biggest bookstore. The Sony Reader–released 10 months before the Kindle–offered wireless access to only 20,000 titles. The backstory makes all the difference: there really is no point to an e-reader that doesn’t have the books you want to read, when you want to read them!

So many great products never get purchased… while others fly off the shelves. What triggers us to buy something?

Most of us need a trigger to get from want to buy. For Zipcar, it’s density--and just a short walk to the car. For Nespresso, it’s taste and trial in a fancy boutique. For Netflix, it’s waiting 1 day for a movie to arrive instead of 6. Smart companies recognize that each product has its own trigger--and that discovering these triggers is the key to creating demand.

Why is it that some companies keep getting better and better, while others just flatline?

A great and increasing trajectory is incredibly important to demand creators. U.K. sandwich chain Pret a Manger is famous for not only refreshing its 100-item menu, but constantly revising its existing recipes–including its carrot cake (50 times), its chocolate brownie (36 times)… and even its pickle recipe (15 times!). Companies like Pret keep giving the customer better versions of what they already love–and new things they didn’t even know they wanted.

How do some companies see past the "average" customer–and create offers that solve our individual hassles?

Smart companies know that there is no average customer–and work to create offers that appeal to everyone, on every occasion. Take the Boston Symphony Orchestra: by learning to see past the "average"--and making the same concert feel "customized" to many types of customers--it expanded to a wider audience… and increased ticket sales by 34%.

All companies talk about the quality of their people. But does the whole team really matter?

Demand creators recognize that every employee can–and should–contribute to demand creation. Take Pixar, where the concept that "ideas come from anywhere" is taken seriously: all employees are encouraged to spend 4 hours a week learning filmmaking at Pixar University. Pixar even teaches its accountants how to draw… and all this translates to 11 blockbusters in a row.

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In DEMAND: Giving People What They Love Before They Know They Want It (Crown Business; October 2011), Adrian Slywotzky, named by Industry Week one of the world’s six most influential management thinkers, provides a radically new way to think about demand, with a big idea and a host of practical applications—not just for people in business but also for social activists, governments leaders, non-profit managers, and other would-be innovators.
 
They all need to master such ground-breaking concepts as the hassle map (and the secrets of fixing it); the curse of the incomplete product (and how to avoid it); why very good ≠ magnetic; how what you don’t see can make or break a product; the art of transforming fence sitters into customers; why there’s no such thing as an average customer; and why real demand comes from a 45-degree angle of improvement (rather than the five degrees most organizations manage).


From the Hardcover edition.

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Low cost Design For How People Learn (Voices That Matter)

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This is the eBook version of the printed book.

Products, technologies, and workplaces change so quickly today that everyone is continually learning. Many of us are also teaching, even when it's not in our job descriptions. Whether it's giving a presentation, writing documentation, or creating a website or blog, we need and want to share our knowledge with other people. But if you've ever fallen asleep over a boring textbook, or fast-forwarded through a tedious e-learning exercise, you know that creating a great learning experience is harder than it seems.

In Design For How People Learn, you'll discover how to use the key principles behind learning, memory, and attention to create materials that enable your audience to both gain and retain the knowledge and skills you're sharing. Using accessible visual metaphors and concrete methods and examples, Design For How People Learn will teach you how to leverage the fundamental concepts of instructional design both to improve your own learning and to engage your audience.

This is the eBook version of the printed book.

Products, technologies, and workplaces change so quickly today that everyone is continually learning. Many of us are also teaching, even when it's not in our job descriptions. Whether it's giving a presentation, writing documentation, or creating a website or blog, we need and want to share our knowledge with other people. But if you've ever fallen asleep over a boring textbook, or fast-forwarded through a tedious e-learning exercise, you know that creating a great learning experience is harder than it seems.

In Design For How People Learn, you'll discover how to use the key principles behind learning, memory, and attention to create materials that enable your audience to both gain and retain the knowledge and skills you're sharing. Using accessible visual metaphors and concrete methods and examples, Design For How People Learn will teach you how to leverage the fundamental concepts of instructional design both to improve your own learning and to engage your audience.

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