Book Description
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative.
Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity.
Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird" -- and now, thanks to Robert Sutton's work, we have the tools we need to do so.
Download Description
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative. Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity. Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products.
Customer Reviews:
Weird and Wonderful.......2007-07-20
"Weird Ideas That Work" works! This is one of the most compelling books I've read in a long time. Sutton manages not only to come up with ideas that seem weird at first glance, but to actually prove them useful and logical at the same time.
The author instructs readers on how to build a creative company by using his 11½ weird ideas, which range from hiring people who make you uncomfortable to deciding to do something that will probably fail. The list looks hilarious until you read the sense that he makes. Of course, Sutton points out that there are different kinds of companies - some aim for innovation and some for efficiency. (He makes it clear that the weird ideas are not for those who require precision -- like airline pilots, for example!)
This book explains how to shatter old habits by giving advice on enhancing variation, seeing old things in new ways ("vu-ja-de"), and breaking away from stifling routines. Sutton also points out that one should not go hog wild - there is a balance between productivity and creativity which everyone must find for themselves.
"Weird Ideas" offers great wisdom mixed with humor and pure entertainment. If you're a rebel, a brat, or just plain anyone who wants to try completely new management techniques, then you'll love this book. So whip the tablecloth right out from under that crippled, jaded system you've got going and try at least a few of these wild weird ideas.
Agitate, Isolate & Be Ridiculous... Oh, and AGITATE.......2006-12-01
I was a big fan of Sutton's Knowing-Doing gap that offered a real solution to a real problem. This book had an unreal feel to it for me though.
He offers 12 practices for fostering innovation. The first four of these have to do with Human Resources. Hire slow learners. Hire people that make you feel uncomfortable. Hire people you probably don't need. Now forgive me if I am wrong, but as imperfect as Human Resources is anyway, don't we already do some of that? Also recommended is to interview job applicants to get new ideas. What about the people?
The next two have to do with office manners. Encourage people to ignore and defy superiors. Isn't ignore a little strong? Find some happy people and get them to fight. No comment.
The next is to reward success and failure, but punish inaction. OK, we already fire non-producers, but is it really so that success and failure deserve the same billing?
The next two are on the edge of silliness. Decide to do something that will probably fail and be 100% certain of its success. Think of some ridiculous or impractical things to do.
The next is avoid, distract and bore customers and critics.
Then, don't try to learn anything from people who say they have solved the problems you face.
Finally, forget the past success of the company.
This book says some pretty wild things that will get you thinking. Although these counterintuitive ideas are offered as 'proven', you won't find the proof in this book. By the normal lottery of hiring, you will certainly get a mix of the above. There are many better books on the philosophy and practical application of innovation available.
Sorry to disappoint some with this review, but don't let this stop you from reading Sutton's Knowing-Doing Gap which I found excellent and have also reviewed it here on Amazon.
3 Stars
Routine right and wrong.......2006-10-24
All activities need both effective routine and regular innovation. Consider the difference. There are times when it makes sense to do the same thing right, over and over again, without slipping. But there are also times, and types of activities, where doing something in a very new and different way is essential. The real-life examples in this book support these 11½ methods for finding new ways of doing things, and producing new kinds of products and services. Worthwhile reading for anyone who wants to inject a little spice into the routine of software development and delivery.
Productive New Concepts.......2005-11-23
This is a wonderful but dangerous book. The 11 and 1/2 weird ideas it contains are terrific, exciting and slippery. Use them right and you could transform your company into a hotbed of innovation. Use them wrong and you could also transform your company into a disorganized mess. Author Robert I. Sutton clearly explains that some situations do not require innovation - that they are, in fact, terrible settings for new things. Companies focus on the routine for an extremely logical reason: it makes money now. Identifying situations that can make money with routine work versus circumstances that require change is a tough distinction, particularly since innovation requires many failures, disrupts your culture and forces you to take a rough look into the future. We thus recommend this book to a select group: those who know their fields and organizations extremely well. If you can see clearly through both the current jargon that promotes innovation and your organization's often unspoken prejudices, you will find this book exciting and extremely productive.
Not so weird ideas for innovation labeled weirdly.......2005-11-16
This book is a useful and fun read. It offers some solid ideas for innovation but the ideas are labeled in order to draw attention. For instance, the first idea is, "Hire "slow learners"", however the intention behind this is just hire stubborn people who are unaffected by others opinions and norms. These people will go against the standards and breed creativity. Another idea is "Find some happy people and make them fight" with the basic idea behind this technique being get optimistic people, who are naturally more creative. Put them in a room together and let them bounce ideas together until a new and improved idea is created.
Another thing to be prepared for with this book is that the ideas all go against commonly accepted business practices. That is because the ideas are admittedly not for present success but calculated and proven risks for future innovation. So anyone interested in changing their business and preparing to get an edge on competitors in the future will benefit from this book.
Book Description
The successful implementation of health information systems in complex health care organizations ultimately hinges upon the receptivity and preparedness of the user. Although the Information Age is well underway, user resistance to information systems is still a valid concern facing the informatics community. This book provides effective management strategies to health care administrators, for the productive integration and maintainance of such information systems. The Second Edition covers three main areas: technical skills, project management skills, and organizational and people skills, including the practical implementation strategies necessary to make the system an operational success. The text will be complemented by 40 illustrations and 20 tables, as well as providing more guides and "how to" information, which are of great use to the reader. Key topics include: setting the stage; strategic vision, direction, and project planning; critical issues in project planning and management; critical design issues; the implementation process; negotiating political minefields; the critical role of leaders and leadership; dealing with end stage people issues; evaluating project success; managing the altered organization; and organizational and personal preparation for the future. The audience for this book consists of those who require sophisticated health information systems, namely health care administrators, CEOs, clinicians, IT developers, librarians, and professors.
Book Description
Managing Innovation provides readers with the knowledge to understand, and the skills to manage, innovation at the operational and strategic levels. Specifically, it integrates the management of market, organizational and technological change to improve the competitiveness of firms and effectiveness of other organizations. The management of innovation is inherently interdisciplinary and multifunctional and
Tidd, Bessant & Pavitt provide an integrative approach to the subject.
- Two new perspectives are introduced through which to re-examine material presented in each chapter: sustaining versus disruptive innovation (a greater emphasis will be placed on disruptive innovation) and organizations versus networks (greater discussion of the network issues raised in each chapter).
- Provides more treatment of innovation in services.
- Greater internationalization of case examples will be provided e.g. more examples will be included from Asia and Latin America.
- Introduces discussion of the relationship between innovation and the environment.
Download Description
Managing Innovation provides readers with the knowledge to understand, and the skills to manage, innovation at the operational and strategic levels. Specifically, it integrates the management of market, organizational and technological change to improve the competitiveness of firms and effectiveness of other organizations. The management of innovation is inherently interdisciplinary and multifunctional and Tidd, Bessant & Pavitt provide an integrative approach to the subject. Two new perspectives are introduced through which to re-examine material presented in each chapter: sustaining versus disruptive innovation (a greater emphasis will be placed on disruptive innovation) and organizations versus networks (greater discussion of the network issues raised in each chapter). Provides more treatment of innovation in services. Greater internationalization of case examples will be provided e.g. more examples will be included from Asia and Latin America. Introduces discussion of the relationship between innovation and the environment.
Customer Reviews:
I'd like to give it ZERO stars. .......2006-09-06
Of all the textbooks I've had, from elementary school through graduate school, this is easily the worst one I've ever had, for any course.
First of all, the authors so redundantly use the word "whilst" and the phrase "rules of the game" that it really gets on your nerves. My classmates all agree with me on this point.
Second, speaking of getting on your nerves, half of what these authors say is, "...as we talked about in the previous chapter" or "as we'll talk about in the next chapter". There is so much redundant language in this book that it really could be condensed to about 25% of its size, and hell, it probably could simply be a chapter in the text for some other course.
Third, the authors should win a Pulitzer prize for flowery language. They seem more interested in impressing me than educating me. Their sentences are far too long. They don't know the meaning of clear and concise, and I think they should all go back to English Composition 101. They'd be great politicians, because never have I heard anyone say so much and yet say so little....over and over and over again.
The book is a like an inflated academic paper...and it's BORING. If ever a topic begged for a case-study approach, it's this one, and this book is not the answer. Save your money, and beg your instructor not to use this text.
Recomendo com certeza!.......2005-10-29
Excelente referência para a pesquisa e para o estudo preliminar visando a implantação de processos de inovação. É completo, abrangente, de fácil leitura. Um livro que não pode faltam na estante de quem se interessa pelo assunto, tanto em termos acadêmicos quanto de interesse gerencial.
Brilliant read!!.......2004-06-02
Used this book for the 'Managing Processes and Products' course on my MBA. Found it quite interesting and illuminating with plenty of examples to bring the subject to life. Would definitely recommend it.
Not for the faint hearted........2003-11-10
This book is very difficult to read. The sentences are so long that you will struggle to make sense of them. The author goes out of his way to use long complicated words. This is not a good book to read to introduce yourself to the subject.
Average customer rating:
- Verbose, dull, and utterly uninspiring
- The Big Picture on Management of Technology
- Too simple and too much introductory -not for grad student
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Managing Technological Innovation: Competitive Advantage from Change
Frederick Betz
Manufacturer: Wiley-Interscience
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Competing on the Edge : Strategy as Structured Chaos
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Strategic Management of Technology and Innovation
ASIN: 0471225630 |
Book Description
Management of technology (MOT) is the crossroads at which technological strategy meets business strategy to create new business opportunities. Managing Technological Innovation introduces technology management and illustrates the importance of managing information technologies, as well as how MOT is carried out with today’s physical, biological, and information technologies. New material for this edition examines the ethical side of technology to address advances made in biotechnology and human genome research.
Customer Reviews:
Verbose, dull, and utterly uninspiring.......2004-04-06
This textbook was a requirement for a graduate-level course taught by (guess who?) Dr. Betz. I had read the entire book before the class even started (thank god for coffee), and I re-read every chapter as the semester progressed. I received an 'A' on every assignment, which is good, considering that I was bored out of my mind with the material. The book has a few interesting anecdotes, and a lot of page-filler anecdotes. It is more concerned with scientifically correct vocabulary than giving context to concept in plain English (e.g. endless ranting about physical morphologies, schematic logic, and different flavors of paradigms -- YAAAWN). Overall, this forgettable piece of work is reflective of an uninspiring academic.
The Big Picture on Management of Technology.......2003-03-26
Betz's book qualifies as a "seminal work" on the subject of the Management of Technology. The book is concise and well-written.
It gives the needed historical perspective on technology issues.
To give you an idea of the scope and clarity of Betz's vision I note that he aptly summarizes the technological history of the world in a few paragraphs of his introduction. These most pithy sentences present a Big Picture that will serve as the backdrop to his cogent exploration of contemporary management of technology issues (a sample):
"The gun ended the ancient dominance of the feudal warrior, and the printing press secularized knowledge. The combination of the rise of the mercantile class and the secularization of knowledge are hallmarks of modern societies."
Betz brings together a lot of good research and presents it in a concise and stimulating format. He doesn't present the research as if the thinking had already been done. He ends each chapter with some questions for reflection.
Having written myself on the subject of intellectual property law [in the International Media Encyclopedia Academic Press 2002, 2003], I was amazed to find illuminating case studies on the subject that I had overlooked. For example, Betz explains that the drug Penacillin was not developed commercially until WWII because companies did not want to undertake development costs without a patent.
I highly recommend Betz's book both for Managers of Technology and for classroom use in Undergraduate and Graduate Business schools and perhaps even in Econ departments. While not an economics textbook it serves as a good introduction to technology issues for economists as well. Economists of course need to read the original papers by Schumpeter and Kondratieff, Sah and Stiglitz, but they will find important clues to the significance of those works here. I recommend the reader follow up this book by reading Hal Varian's Internet Economics or Paula Samuelson's publications on Intellectual Property along with Eric Reymond's
The Cathedral and the Bazaar.
I find the book's case studies well written and very thought provoking. I literally couldn't put the book down. At the first reading I skipped the main text to read the case studies on Apple, RCA and Ford.
Too simple and too much introductory -not for grad student.......1999-05-31
This book is too simple to use as a textbook. It's a nice book for undergrad class in business school or introductory class of management in engineering fields. Again, this is not the book that can be used as a textbook at all. Too simple and spend half book just for "roughly talking". Reader can found more reviews in "Interfaces, Vol.29, (2), 1999", in Book review section. The economic of technology is the more important is ignored in this book. Not recommend.
Average customer rating:
- Libro fundamental para la gestión de la innovación....
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Managing Innovation and Entrepreneurship in Technology-Based Firms
Michael J. C. Martin
Manufacturer: Wiley-Interscience
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ASIN: 0471572195 |
Book Description
Describes principles and methodologies necessary to build efficient and highly productive work systems in high tech organizations that must develop and deploy new products in a timely fashion with competitive advantage. Presents techniques applicable to small high tech consumer products or large complex systems requiring cost control, waste minimization and rapid product development. Stresses methodologies to be used for strategic advantage. Suggests diverse strategic plans and their pros and cons, depending on the product and markets.
Customer Reviews:
Libro fundamental para la gestión de la innovación...........2006-01-30
Aunque el libro es del '94, y para el ritmo de cambios que se produce en las empresas de alta-tecnología (tanto en los modos de gestión como en el uso de las tecnologías), este libro es un clásico.
Para mí es un clásico, no solamente porque es de los pocos que tratan el tema de la gestión de la innovación, ciertamente escurridizo, sino porque aborda el tema de una manera muy científica y detallada. Quizás, sea justamente esta también una carencia, la multitud de datos asociados a las opiniones de diferentes autores (cada capítulo tiene una larga lista de referencias) llega a desbordar y hacer perder la idea fundamental que se transmite.
Viendo otros títulos del mismo tema (Making Innovation Work) que tratan el tema de una manera más organizada, se puede comprobar que los enfoques que ahora se proponen como novedosos, están perfectamente apuntados, incluso detallados (y con más figuras que lo explican incluso mejor) que los actuales.
En cualquier caso, extraña que sobre un tema tan esencial para el futuro de occidente que fundamentalmente sobrevivirá con una correcta gestión de la innovación y el capital intelectual, haya tan poca literatura (y buena) que cubra este tema. Por suerte, la aproximación que ofrece este libro es de las mejores que existen.
"Making Innovation Work" ofrece una visión bastante más en la línea del "How-to". Con una redacción más asequible una mejor estructura en la exposición.
Carlos Ortega.
2006-01-30
Book Description
This essential resource shows how to effectively organize, implement, and evaluate health programs and projects. Managing Health Programs and Projects clearly defines and describes the work of managers in health programs and projects. The book explores the decision-making process, defines the process of communicating, probes the fundamentals of program planning, explains budgeting, covers staffing for programs and projects, and explains how leaders motivate participants in health programs and projects.
Download Description
This essential resource shows how to effectively organize, implement, and evaluate health programs and projects. Managing Health Programs and Projects clearly defines and describes the work of managers in health programs and projects. The book explores the decision-making process, defines the process of communicating, probes the fundamentals of program planning, explains budgeting, covers staffing for programs and projects, and explains how leaders motivate participants in health programs and projects.
Average customer rating:
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Managing New Technology Development
William E. Souder , and
J. Daniel Sherman
Manufacturer: McGraw-Hill Professional
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New technology development starts with the generation of an idea. It ends with that idea's commercial applications: a new product or a new service in between is a complex sequence of stages demanding specialized management methods. With this in-depth survey, R&D, marketing, and engineering managers can learn from the foremost experts about the most successful, proven practices and techniques--for managing all the stages of new technology development. Each chapter focuses on the activities of a separate stage, using real-world industrial examples to illustrate applications of the product champion, parallel development methods, human factors in compressing cycle times, and other concepts.
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Managing Chaos and Complexity in Government: A New Paradigm for Managing Change, Innovation, and Organizational Renewal (Jossey Bass Public Administration Series)
L. Douglas Kiel
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Book Description
To keep government operating smoothly, changes in public management policy and strategy usually follow the old rule of change--that it must evolve in a systematic and incremental fashion. But in today's unpredictable world of shrinking budgets, demands for better service, and greater accountability, playing by the old rules just doesn't make sense.
In this book, L. Douglas Kiel presents a framework that addresses the new chaotic reality of public management and the need for responsive change and innovation. By acknowledging the potential for positive change and renewal that can arise from uncertainty and instability, Kiel offers managers a paradigm for transforming government performance.
In easy to understand terms, the author offers an overview of the concepts of chaos theory and the science of complexity and he demonstrates how public administrators can apply these concepts to create a new vision of organizational change. The book presents a range of both traditional and innovative management techniquesshaping organizational cultures, flattening hierarchies, and re-engineering work--and evaluates their capacity to allow organizational systems to respond to change.
Written for public administrators and the faculty and students of public management, this book describes the importance of disorder, instability, and change and examines how new chaos theories are applied to public management. Drawing on data from the author's case studies, the book is filled with charts, graphs, and practical computer spreadsheet exercises designed to give public managers and students of public management hands-on experience to meet the challenges of organizational change.
Book Description
The second edition of this successful book addresses how technologies evolve and how they drive the need for organizational change and adaptation. Focusing on the general-management challenges that innovative firms face, the editors draw from a variety of disciplines and demonstrate the links between innovation, organizational competencies, organizational architectures, executive teams, and managing change.
Customer Reviews:
A Treasury of Eloquent Insights and Practical Wisdom .......2007-08-08
What we have here is an anthology of 42 articles that, collectively, examine a wide range of strategies and tactics for effective management of innovation as an organizational problem, not merely a technical problem. As co-editors Michael Tushman and Philip Anderson suggest in the Preface, "bringing an innovation to market involves more than creating something new. It is a strategic challenge because innovations succeed when they reach the right market at the right time with the right competitive positioning. It requires the management of change because innovations succeed when new ways of operating are aligned with new value propositions." I should add that Tushman and Anderson are also among the contributors. Others include Clayton Christensen, Stephen Jay Gould, Jim Collins, Jerry Porras, Jeffrey Pfeffer, Charles O'Reilly III, John Seely Brown, and Henry Chesbrough.
Although the book was written primarily for use in business school courses, carefully selected portions of the material will also be of substantial interest and value to countless others (e.g. C-level executives) who are charged with determining how their own organization can most effectively respond to the perils and opportunities of change and innovation. It remains for each decision-maker to determine which articles are of greatest relevant to her or his organization.
The 42 readings are carefully organized within seven sections. Of greatest interest to me are Section V ("Knowledge, Learning, and Intellectual Capital") because its contributors explore the problem of accelerating the rate at which an organization generates and deploys knowledge, and, Section VII (""Executive Leadership and Managing Innovation and Change") because its contributors explore focus on the essential organizational component that galvanizes all others: leadership. Here are two brief excerpts that correctly indicate the quality of content that is consistent throughout all of the articles.
On why so many strong, capably managed firms stumble when faced with particular types of technological change: "While many scholars see the issue primarily as an issue of [begin italics] technological competence [end italics], we assert that at a deeper level; it may be an issue of [begin italics] investment [end italics]. We have observed that when competence was lacking but impetus from customers to develop that competence was sufficiently strong, established firms successfully led their industries in developing the competencies required for sustaining technological change. Importantly because sustaining technologies address the interests of established firms' existing customers, we saw that technological change could be achieved without strategy change." Clayton M. Christensen and Joseph L. Bower, "Customer Power, Strategic Investment, and the Failure of Leading Firms"
On building a culture that supports constant mindfulness and experimentation: "It isn't sufficient to generate new ideas now and then. Your company - or more likely a part of it - needs to be a place that generates and tests many disparate ideas. It should be an arena, a constant and constructive contest, where the best ideas win. Will these ideas about innovation ever look anything but weird to the majority of managers? Probably not, because most companies will always devote more time, people, and money to exploiting old ideas than to exploring new ones. Exposure effects being what they are, managing for creativity will always require a conscious effort. However, if you read `Dilbert' or have friends in the arts, you know that exposure effects cut both ways. To people who spend their days doing creative work, the way that most companies are managed seems just as weird." Robert I. Sutton, "The Weird Rules of Creativity"
Those who share my high regard for this volume are urged to check out Jeanne Ross, Peter Weill, and David Robertson's Enterprise Architecture as Strategy as well as Thomas Kelley's The Ten Faces of Innovation, Dean Spitzer's Transforming Performance Measurement, Adrian Slywotsky's The Upside, and Richard Ogle's Smart World.
Book Description
Building on the success of the
Second Edition with 19 new chapters,
Managing Innovation and Change showcases the best work of thinkers writing in this area and provides a coherent picture of key ideas and concepts to have emerged from this exciting field.
Frequently radical and intentionally provocative in terms of topic and treatment, the book:
- Covers the increasing diversity of pressures to which modern enterprises are subjected
- Reviews some of the more persistent acronyms to which the art of management is increasingly prone
- Examines the nature of innovation
- Looks at the broader issues surrounding change
- Turns to those attributes of leadership which are consistent with the successful management of innovation and change
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- West Federal Taxation 2005: Business Entities
- When the Body Says No: Understanding the Stress-Disease Connection
- Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life
- Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life
- Wikinomics: How Mass Collaboration Changes Everything
- Workflow Modeling: Tools for Process Improvement and Application Development
- Written on Silk (The Silk House #2)
- A Work of Heart : Understanding How God Shapes Spiritual Leaders
- American Country Building Design: Rediscovered Plans for 19th-Century Farmhouses, Cottages, Landscapes, Barns, Carriage Houses & Outbuildings
- Behavior in Organizations: Understanding and Managing the Human Side of Work (8th Edition)
Books Index
Books Home
Recommended Books
- Stranded
- My First Five Husbands..And the Ones Who Got Away
- Concise Encyclopedia Biochemistry and Molecular Biology
- High-Resolution X-Ray Scattering: From Thin Films to Lateral Nanostructures
- Happy Kitty Bunny Pony: A Saccharine Mouthful of Super Cute
- History: Fiction or Science
- First Aid for Wildlife: Basic Care for Birds and Mammals
- The Desire and Pursuit of the Whole
- Curves of Time: Oscar Niemeyer Memoirs
- Dairy Microbiology Handbook: The Microbiology of Milk and Milk Products
The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't
The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action
Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management
Made to Stick: Why Some Ideas Survive and Others Die
The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm
