How does innovation really take place within a company? What kind of impact does innovation have on employees? Does it bring employees and managers closer together or cause strife? These are some questions answered in the new Oxford series, The Learning History Library. Each book gets inside a company at a crucial time of change, offering a unique opportunity to see innovation from the inside out. Created and edited by George Roth and Art Kleiner, the learning history library uses an imaginative format to shape and narrate a story of major intro-firm transition. Oxford University Press is pleased to announce the first volume in this exciting new series, Car Launch: The Human Side of Managing Change, which explores the ups and downs of product development in today's volatile automobile industry. Told in the words of the people directly affected, it includes commentary by the authors and other observers, presenting a subtle and lively understanding of corporate change.

Car Launch: The Human Side of Managing Change (The ^ALearning History Library)

Business & Money

Kleiner, Art

Roth, George

Management & Leadership

Oxford University Press

Leadership is the habit of making good choices. Even in difficult and uncertain circumstances, the most effective leaders focus their attention and overcome entrenched patterns of behavior to push an organization to new heights of success. This capability is no fluke: the latest research on the brain shows that we can pinpoint the mental activity associated with it―and cultivate it for our benefit. In this book, Art Kleiner, a strategy expert; Jeffrey Schwartz, a research psychiatrist; and Josie Thomson, an executive coach, give a transformative explanation of how cutting-edge neuroscience can help business leaders set a course toward better management. Mapping the functions of a manager onto established patterns of mental activity, they identify crucial brain circuits and their parallels in organizational culture. Strategic leaders, they show, play the role of wise advocates: able to go beyond day-to-day transactional behavior to a longer-term, broader perspective that articulates their organization’s deeper purpose. True leaders can play this influencer role in an organization because they have cultivated similar self-reflective habits in their own minds. Providing a powerful guide to decision strategies and their consequences, The Wise Advocate helps managers find their own inner voice and then make that voice ring out loud and clear, with a four-step program for practice and catalytic implications for management strategy, executive education, and business results.

The Wise Advocate: The Inner Voice of Strategic Leadership (Columbia Business School Publishing)

Schwartz, Jeffrey

Thomson, Josie

Columbia Business School Publishing

A cultural history of the 1960s revolution cites the period's impact on such major corporations as Shell Oil, General Foods, and Procter &amp; Gamble, and profiles the individuals who sought to apply democratic ideals to business revolutions. Tour.

The Age of Heretics

Business Culture

Doubleday Business

In a breakthrough Organization Man for the twenty-first century, bestselling author Art Kleiner reveals that every organization is driven by a desire to satisfy a Core Group of influential individuals and explains why understanding this group’s expectations is the key to success. When corporate leaders announce, with seeming sincerity, “We make our decisions on behalf of our shareholders,” their words are taken at face value. But as recent news stories prove, this imperative is routinely violated. In Who Really Matters, Art Kleiner argues that the dissonance between a declared mission and actual operation can be seen at organizations large and small. All organizations have one motive in common. Every decision—which projects to back, who to promote, or how to spend money—is affected by the perceived wants and needs of a core group of people “who really matter.” The composition of the group can differ from organization to organization. Often, the most senior people in the hierarchy are members—but not always. Sometimes, the people who “matter” can extend far down the corporate ladder, or even reach outside the company to include key customers, labor union leaders, and stockholders. Kleiner gives readers clues about how to identify a core group’s real mission by observing its day-to-day actions, listening to the fundamental message it sends employees, examining its management of new members; understanding the ideas that shape its policies about management, money, and the way the world works; and avoiding the taboos governing the way it operates. Whether you’re a member of the Core Group—or want to be—this deft, engaging blend of argument and observation, anecdotes and advice, is the one guide you’ll need to achieve your career goals and aspirations by navigating the hidden pathways in any organization, large or small.

Who Really Matters: The Core Group Theory of Power, Privilege, and Success

Currency/Doubleday

In this second edition of his bestselling book, author Art Kleiner explores the nature of effective leadership in times of change and defines its importance to the corporation of the future. He describes a heretic as a visionary who creates change in large-scale companies, balancing the contrary truths they can’t deny against their loyalty to their organizations. The Age of Heretics reveals how managers can get stuck in counterproductive ways of doing things and shows why it takes a heretical point of view to get past the deadlock and move forward.

The Age of Heretics: A History of the Radical Thinkers Who Reinvented Corporate Management

Biography & History

Jossey-Bass

Since Peter Senge published his groundbreaking book The Fifth Discipline, he and his associates have frequently been asked by the business community: "How do we go beyond the first steps of corporate change?"  They know that companies and organizations cannot thrive today without learning to adapt their attitudes and practices.  But companies that establish change initiatives discover, after initial success, that even the most promising efforts to transform or revitalize organizations can fail to sustain themselves over time.  That's because organizations have complex, well-developed immune systems, aimed at preserving the status quo.Now, drawing upon new theories about leadership and the long-term success change initiatives, and based upon twenty-five years of experience building learning organizations, the authors of The Fifth Discipline Fieldbook show how to accelerate success and avoid the obstacles that can stall momentum.  The Dance of Change, written managers and executives at every level of an organization, reveals how business leaders can work together to anticipate the challenges that profound change will ultimately force the organization to face. Filled with in-depth accounts of sustaining learning initiatives by managers and leaders in the field, and well-tested practical advice, The Dance of Change provides an insider's perspective on implementing learning and change initiatives at such corporations as Ford Motor Company, General Electric and Shell Oil.  It offers crucial advice for those who are struggling to put change initiatives into practice.

The Dance of Change (abridged)

SENGE, PETER M.

Roberts, Charlotte

Smith, Bryan

Ross, Richard

Random House Audio |

Robots (Look Inside)

Children's Books

Heinemann/Raintree

Describes how robots operate and discusses the development, uses, and future of these machines.

Robots

Teen & Young Adult

Raintree Steck-Vaughn Publishers

News that stayed news, 1974-1984: Ten years of Coevolution quarterly

Brand, Stewart [Editors]

Reference

NORTH POINT PRESS

The misuse of AI has led to wrongful arrests, denial of medical care, even genocide--this book offers 7 powerful principles that business can use now to end the harm. AI holds incredible promise to improve virtually every aspect of our lives, but&nbsp;we can't ignore its risks,&nbsp;mishaps and misuses.&nbsp;Juliette Powell and Art Kleiner&nbsp;offer seven principles for ensuring that machine learning supports human flourishing. They draw on Powell's research at Columbia University&nbsp;and&nbsp;use&nbsp;a wealth of real-world examples. Four&nbsp;principles relate to AI systems themselves. Human risk must be rigorously determined and&nbsp;consciously included&nbsp;in any design process. AI systems&nbsp;must be understandable and transparent to&nbsp;any&nbsp;observer, not just the engineers working on&nbsp;them. People must be allowed&nbsp;to protect&nbsp;and manage&nbsp;their personal data. The biases embedded in AI must be confronted and reduced. The final three principles pertain to the organizations that create AI&nbsp;systems. There must be procedures in place to hold them accountable for negative consequences. Organizations need to be loosely structured so that problems in one area can be isolated and resolved before they spread&nbsp;and sabotage the whole system. Finally, there must be&nbsp;psychological safety and creative friction,&nbsp;so that anyone involved in&nbsp;softwaredevelopment can bring problems to light without fear of reprisal. Powell and Kleiner explore how to implement each principle, citing current best practices, promising new developments, and sobering cautionary tales. Incorporating the perspectives of engineers, businesspeople, government officials, and social activists, this book will help us realize the unprecedented benefits and opportunities AI systems can provide.

The AI Dilemma: 7 Principles for Responsible Technology

Powell, Juliette

Economics

Berrett-Koehler Publishers

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Books by Kleiner, Art