Many managers thrive on overseeing budgets and paperwork, but theyre intimidated when it comes to communicating, listening, and being diplomatic. These skills are often seen as side dishes to the real meat of business, but in private, veteran managers will tell you that these soft-side skills matter the most. William D. Mayo, who served his country in the U.S. Navy for nine years before spending almost thirty years at Caterpillar Inc., helps you master soft-side skills that will boost results at your business or organization. Learn how to: achieve more while experiencing less stress; speak the truth without apologyespecially when dealing with employees; and deploy a people-centric philosophy rooted in courage, service, love, and authenticity to unleash the power of people. Mayo weaves in lessons from his experiences as an executive officer of a ship, a battalion commander for more than nine hundred recruits and senior noncommissioned officers, and an executive at one of Americas industrial giants and most admired companies so you can master soft-side skills that will boost performance.

Why dissenters can be an organization's most valuable asset and how to transform dissent into innovation Innovation is essential to competitive survival in today's global marketplace. But in the majority of traditional organizations, innovators are perceived as counter-productive dissenters, single-minded troublemakers who are difficult to manage and politically naive. Written by a leading international expert on change management, this groundbreaking book explores the vital link between the need for innovation in the e-business world and the new role of dissenters as agents for constructive change. With the help of numerous case examples and anecdotes, Frances Horibe helps managers appreciate the value that dissent can bring to an organization, and she provides proven strategies and hands-on advice on how to encourage innovation and manage creative dissent, while avoiding paralyzing conflicts. Readers learn about the new role of managers as political handlers who help develop and support new ideas and sell them to senior management, and much more. Frances Horibe (Ottawa, Ontario) is President of VisionArts International, Inc., a consulting firm specializing in radical change management.

The 21st century calls for a methodology that efficiently and effectively addresses organizational issues. That is why author Phillip C. Reinke created DMADD (Define/Measure/Analyze/ Develop/Deliver). This methodology is capable of taking your organization from simply surviving to thriving. "Visionary and expert, Reinke champions DMADD. The New Brass Ring is always slightly ahead of your brain...you haven't quite internalized one revolutionary advancement before others come along. Such innovative insight, fortified by the principles of leading transformational giants, reinforces Reinke's place aside the likes of Deming." --Rick Shults, Executive Director, Process Improvement - Certified Master Blackbelt "Years ago, Phil differentiated himself, with his ability to consistently deliver creative results and meet challenges. I could see DMADD's beginnings before he formally named it. The 21st century is the place for DMADD and The New Brass Ring is its introduction." -- Robert Malanga - Chief Operating Officer, LightGen, LLC "The economy and market demands a change in the way we need to address issues and face challenges. It is ripe for a new idea. The New Brass Ring quenches my thirst for what I know will make a huge difference in organizational performance. I want more and I know where to get it!" -- Mike Borrone, Founder and President enVision Staffing Solutions, Inc.

Why does management encounter people problems whenever organizations attempt to change? Green and Butkus say this occurs because organizations overlook one of the most critical problems of change: how employees react it emotionally. Change is not about work processes or information systems alone. It is also about what people believe and feel—emotions such as anger, anxiety, confusion, and fear. Yet managers are usually unaware of these things,and those who are aware usually lack skills to manage these emotions effectively. They tend to rely on traditional incentive systems, which usually do not work. What does work? The one approach that has been applied consistently with positive results is Green's belief system of motivation and performance. Green and Butkus show how the belief system helps to bring negative feelings and convictions to the surface. They provide ways to identify the underlying emotional problems and find effective solutions. The belief system works, say the authors, because it goes directly to the source of the problem—employees themselves—to discover why motivation and performance problems occur and what can be done to solve them. This book describes applications of the belief system in a variety of work situations, including a recent effort at organizational transformation with AT&T's Business Communications Services (BCS) Division. It outlines in detail the process that BCS used to implement the belief system, starting at the highest management levels and cascading down to the organization's front lines. With a clear exposition of the belief system's theoretical underpinnings and nuts-and-bolts methods, Green and Butkus provide executive decision makers and planners throughout the organization with critical insights into the pitfalls in the implementation process and workable guidance on how to avoid them.

Marginalized by the scientific age the lessons of the senses have been overtaken by the dominance of language and the information revolution. With The Five Senses Serres traces a topology of human perception, writing against the Cartesian tradition and in praise of empiricism, he demonstrates repeatedly, and lyrically, the sterility of systems of knowledge divorced from bodily experience. The fragile empirical world, long resistant to our attempts to contain and catalog it, is disappearing beneath the relentless accumulations of late capitalist society and information technology. Data has replaced sensory pleasure, we are less interested in the taste of a fine wine than in the description on the bottle's label. What are we, and what do we really know, when we have forgotten that our senses can describe a taste more accurately than language ever could? The book won the inaugural Prix Médicis Essai in 1985. The Revelations edition includes an introduction by Steven Connor.

"Randy has crafted an invaluable book, no matter where you are in the journey of organizational change management. A must-have guide you will refer to again and again." – Marshall Goldsmith, author of the #1 New York Times bestseller, Triggers. "Randy Kesterson recognizes that much of the energy that organizations put into Lean and Six Sigma improvements is wasted when the results are not applied effectively due to the organization’s resistance to change." – Ellen Domb, Ph.D. PQR, one of the world’s top 50 quality experts at QualityGurus.com "Finally, a book that recognizes that most organizations are on the left side of the FAT–LEAN continuum. Far too many organizations think they are Lean/Six Sigma mature only to realize that they aren’t even close." – Gerhard Plenert, Ph.D., serves as Director of Executive Education, Shingo Institute, Home of the Shingo Prize The Intersection of Change Management and Lean Six Sigma: The Basics for Black Belts and Change Agents is for Lean and Six Sigma professionals working inside organizations with low Lean maturity and significant resistance to change. Written by a business executive and certified Lean Six Sigma black belt, this book: Provides sound, innovative practices for those interested in successfully navigating organizational change. Focuses on culture change and mindsets, not just tools and applications. Stresses effective communication ensuring that various stakeholders understand the reasons for the change, the benefits, and the details. Illustrates how the benefits of Lean and Six Sigma initiatives can benefit the change management process. This book pinpoints and examines the intersection of change management and Lean Six Sigma. It features interviews with change management practitioners (executives, project managers, and black belts) and provides pertinent case studies detailing successful and failed changes.

This fully revised and updated fourth edition of Motion Picture and Video Lighting explores the technical, aesthetic, and practical aspects of lighting for film and video. It covers not only how to light, but also why. The process of lighting is emphasized, as well as practical techniques and visual storytelling with light. Written by experienced filmmaker, film school teacher, and author Blain Brown, this book emphasizes how the image, the mood, and the visual impact of a film are, to a great extent, determined by the skill and sensitivity of the director of photography in using lighting. It provides an indispensable, highly illustrated, and comprehensive guide to making every scene look its best. This new edition has been expanded to provide further guidance at the introductory level for students, those just starting their careers, and people already working in the business who want to move up. Topics include: Lighting Sources LEDs The Lighting Process Lighting Basics Controlling Light Lighting Scenes A Lighting Playbook Storytelling With Light Electricity and Distribution Gripology Set Operations Technical Issues A robust accompanying companion website also includes video tutorials and other resources for students and professionals alike, including lighting demonstrations, basic methods of lighting, using diffusion, color control, and other topics.

Managers are in the best position to help people learn from experience (the uncontested major source of development). "Make Talent Your Business" shows managers how to do it by using the five practices that work for managers who are exceptional at building talent.