One of the nation’s leading psychologists asks why today’s corporate leaders desire but reject creative solutions --and finds some surprising conclusions. All corporate CEOs, top executives, and other business leaders say they want creativity and need real innovation in order to thrive in a competitive world. But according to startling research from former Wharton management professor Jennifer Mueller, the truth is that many business leaders chronically reject creative solutions and often embrace the familiar, even as they profess commitment to innovation. Mueller’s research also reveals that it’s not just CEOs, but educators, scientists, and many, many others who often struggle to accept new and creative ideas even when desired. Mueller parses the tough questions that these findings raise. Could people love but also hate creative ideas? Could the mindset we use to evaluate ideas turn this love or hate on or off—in an instant? Do experts struggle even more than novices with this bias? And even more startling, could the “best practices” that organizations employ to manage innovation activate this bias, and inadvertently, kill innovation? Mueller diagnoses this hidden innovation barrier, and provides solutions, including: O A four- step process (and a fifth lifeline) to self-disrupt your current mindset and recognize creative opportunity; O an idea-pitching framework aimed at helping you overcome other peoples’ sticky preference for the status quo; O key organizational levers to disrupt the cultural beliefs holding your company back; O tips to more accurately recognize creative leaders who can lead organizations in productive new directions, and O strategies to generate ideas without harming your ability to make them count with the decision-makers. Based on the latest psychological studies in the field, along with numerous illustrative examples, Creative Change is the kind of provocative creative leadership book that will be discussed for years to come.

Creative Change: Why We Resist It . . . How We Can Embrace It

Business & Money

Mueller, Jennifer

Management & Leadership

Houghton, mifflin, harcourt

Creative Change (International

Not Avail

“This book completely changed the way I think about creative innovation . . . A must-read.” — Cal Newport, best-selling author of Deep Work “If we all crave creativity so much, why do we reject new ideas so often? Jen Mueller’s smart new book unravels this puzzle.” – Daniel H. Pink, best-selling author of Drive and A Whole New Mind Business leaders say they want creativity and need real innovation in order to thrive. But according to startling research from management professor Jennifer Mueller, these same leaders chronically reject creative solutions, even as they profess commitment to innovation. Mueller’s research reveals that it’s not just CEOs but educators, parents, and other social trendsetters who struggle to accept new and creative ideas. Mueller parses the tough questions that these findings raise. Do we all have an inherent prejudice against creative ideas? Can we learn to outsmart this bias? Creative Change combines analysis of the latest research with practical guidance on how to shift your mindset, and offers a wealth of counterintuitive recommendations to help you embrace the creative ideas you want. “Mueller, an accomplished scholar in the management field, has developed a well-formulated argument for creativity. Her ideas and research need to be available to academics, business practitioners, and, really, everyone.” — Library Journal

Economics

Harper Business

Egyptian Days

Romance

Contemporary

Linden Bay Romance

The Scheme: How the Right Wing Used Dark Money to Capture the Supreme Court

About the Author\nSheldon Whitehouse represents Rhode Island in the U.S. Senate. He has served as his state’s United States Attorney and as the state Attorney General, as well as its top business regulator. The author of Captured and The Scheme (both from The New Press), he lives in Newport, Rhode Island.\nJennifer Mueller is a writer based in Washington, DC. She has worked on issues related to campaign finance and political participation as an attorney, academic, and consultant for more than twenty years.\nA senior member of the Senate Judiciary Committee recounts how anonymous donors seized control of the U.S. Judiciary, including the Supreme Court\n“An absolute must-read.” —Congressman Ro Khanna (CA-17)\nFollowing his book Captured on corporate capture of regulatory and government agencies, and his years of experience as a prosecutor, Senator Sheldon Whitehouse here turns his attention to the right-wing scheme to capture the courts, and how it influenced the Trump administration’s appointment of over 230 “business-friendly” judges, including the last three justices of the United States Supreme Court. 
Whitehouse traces the motive to control the court system back to Lewis Powell’s notorious memo, which gave a road map for corporate influence to target the judiciary, and chronicles a hidden-money campaign using an armada of front groups and helped by the infamous Citizens United Supreme Court decision. The scheme utilized the Federalist Society as an appointments turnstile, spent secret millions to support the nominees, orchestrated an “amicus brief” signaling apparatus, and propped up front-group litigants to “fast-lane” strategic test cases to the friendly justices. 
Whitehouse finds the same small handful of right-wing billionaires and corporations running operations that he likens to “covert ops,” ultimately enticing the Senate to break rules, norms, and precedents to confirm wildly inappropriate nominees who would advance the anti- government agenda of a small number of corporate oligarchs. 
The world got a glimpse of this story when the Senator’s presentation at the Amy Coney Barrett hearing went viral. Now, full of unique insights and inside stories, The Scheme pulls back the curtain on a powerful and hidden apparatus that has spent years trying to corrupt our politics, control our courts, and degrade our democracy.

Politics & Social Sciences

Whitehouse, Sheldon

Social Sciences

The New Press

Rules & Procedures

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