Below is our selection of books available from Libri Publishing. Please contact them to make a purchase. www.libripublishing.co.uk
ODN Europe members are entitled to 20% discount on advertised prices, please contact us for the discount code before placing your order directly with Libri.
We may think we are good decision makers, but we aren’t as good as we think we are. The research that underpins that bold statement has significant implications for decision makers and significant implications for the way we engage our people, develop our leaders, support change and address the human dimension of operational risk.
In their new book - Risky Business: Unlocking Unconscious Biases in Decisions - Anna Withers and Mark Withers addresses these implications head on. Drawing on decades of research in the fields of psychology, neuroscience and behavioural economics, Risky Business explains why so-called rational brains are frequently fooled by over 100 unconscious biases. These biases form the hidden risks in our decisions. The book presents a straightforward and ground breaking framework everyone can use where unconscious biases are embodied into eight memorable characters that help us to avoid these pitfalls and make better decisions.
The large commercial corporation has become the dominant model of ‘organisation’. But now there is considerable re-thinking, much of which uses art and culture as means by which to understand the challenges of organisational life. Written for both specialist and generalist audiences, the book addresses the way we encounter and engage with these different organisations, arguing that key to understanding is how we experience them in these interactions. The book offers a range of perspectives on the fundamental dynamics of organisational life as a distinct realm of experience, emotion and perception.
Coaching Relationships places relationships at the heart of the coaching activity. Rather than a focus on coach techniques and interventions, goal-setting and action planning, the ‘relational turn’ of this book provides an appreciation of and engagement with patterns of relating. The five parts consider executive coaching practice as it really happens. Coaching Relationships presents a new way of doing research into coaching effectiveness, and is based on research into what works in coaching carried out in the US, Canada and the UK.
Coaching is a particularly effective and tailored form of leadership development, and many organisations are looking for ways to enhance the effectiveness of coaching interventions. In this book a dozen experienced 21st century executive coaches reveal what really happens 'inside' coaching relationships. Each reveals a particular aspect of the coach's individual practice and their stories provide transformational insights into the coach's reflections and experiences, the evolving relationships between coach and coachee, and the effects and outcomes for clients.
This book is designed as an indispensable guide to anyone undertaking investigations in complex or changing organisational settings. The gestalt approach places investigators at the centre of their own practice. It aims to build a picture of awareness by prioritising how people perceive, feel and act. Examples of entries within an ongoing practitioner-research journal are provided throughout the text. There are also mini case studies to clarify key points, plus three extended case studies designed to illuminate the real-life drama of being a researcher.
Paul Barber encapsulates the key lessons from his research and teaching of Gestalt, group facilitation, clinical philosophy and research, counselling and organisational consultancy. The model of facilitation he presents addresses how to raise and increase awareness of five sets of significant influences: physical and sensory; social and cultural; emotional and biographical; projective and imagined; transpersonal and intuitive. Each is teased out to appreciate how facilitative massaging of each can influence the whole, and enable readers to build their own picture or ‘gestalt’ of what facilitation means to them.
Through the very personal stories of a group of organisational consultants the book provides an insight into the complexity and dynamics of life in an organisation, and is an essential reference for those trying to bring about change in an organisation or develop leadership capability. Each contributor reveals that organisations are essentially a process of evolving communicative interaction, in which we all participate and of which no one individual is in control. The book helps practising consultants to deepen their understanding of the principles of relational consulting.
Ten consultants describe what happens when their work with clients challenges management orthodoxy, or when the processes they employ challenge the received wisdom about the nature and methods of consulting. They describe what it takes to bring about significant change in a world of multiple realities that cannot be reduced to a single version of what is true, and demonstrate that it is essential to know people and organisations in a complicated and multi-faceted way in order to effect lasting change.
Based around eighteen off-the-record stories from film directors, chief executives, research scientists and counsellors, John Higgins provides readers with material to help them think through the light and shade of their own ambition. It provides those already in authority with stories, pictures and frameworks to explore the personal consequences of their position. It gives an accessible way of understanding how the personal informs the professional and how individual history can inform rather than consume a person in a position of authority.
Leading virtually differs from traditional leadership, and needs to be recognised as such and learnt. Ghislaine Caulat argues that an effective virtual leader requires a deeper level of reflection, and this requires people to question their own sense of identity as leaders, relationships, trust and power. The book offers eight ‘Invitations’ to guide those who want to improve their effectiveness as ‘virtual leaders’, and explains that organisations with virtual leadership capabilities will achieve competitive advantages becoming faster at developing and implementing strategies and at cultivating learning and change globally.
This book is a vital ‘How To’ (and ‘How Not To’) guide to practice-based research for researchers, practitioners, supervisors and mentors. It identifies the features, attitudes, principles and skills of practice-based research across a range of countries and contexts, forms and applications. The book challenges received ideas of practice as thesis; distinguishes research from reflection and feelings from findings; pushes practice-based research into new areas of critical inquiry; and suggests strategies from first proposal through to submission.
International relations, mergers and cross-discipline innovation all share a dependence on the ability to create mutual understanding between people from different cultural backgrounds. In Cultural Intelligence Elisabeth Plum and colleagues introduce ways of thinking about culture as a dynamic and socially constructed phenomenon, suggesting ways of using cultural complexity as a resource and route to innovation. The offers many ideas and methods on how to develop the cultural intelligence of an organisation.
The book outlines the way that trade unions at international level relate to multinational companies, using detailed and up-to-date illustrations of their activities. The authors also explore the previously unknown internal lives of the Global Union Federations and propose ideas about how they can strengthen their position internationally. This is a unique contribution, throwing new light both on the international trade union movement and its relations with multinational companies.
An original, innovative and comprehensive study of what makes individuals effective influencers of what happens in organizations and also a workbook filled with case examples and questions aimed at building people's capacity to influence for the results they want. Walt Hopkins combines theory, success stories and a seven-step planning guide to help readers expand their range of influencing skills. The seven chapters of this book start with the key issues of ethics, culture, and resistance and move on to success, strategy, self, situation, and system, guiding readers through the processes.
The emphasis is placed on the importance of a strategic approach by an organisation’s or enterprise’s leaders. Communicating on direction, vision, objectives, means, culture and communality of scope with all stakeholders is the critical element of success. Since modern communications create multiple interactions not only between ‘broadcaster’ and target group, but also among all the members of the target group itself, unless the political choice made in public governance is presented adequately and explained to stakeholders and the public it will never receive assent.