Broken Windows Broken Business

Now revised and updated, this "inspired, impactful, and important" book shows how to achieve the ultimate success by rectifying the small problems that can sink a business (Stephen R, Covey, author of The 7 Habits of Highly Effective People). Once every few years a book comes along with an insight so penetrating, so powerful—and so simply, demonstrably true—that it instantly changes the way we think and do business. Such a book is Broken Windows, Broken Business, a breakthrough in management theory that can alter the destiny of countless companies striving to stay ahead of their competition. In this vital work, author Michael Levine offers compelling evidence that problems in business, large and small, typically stem from inattention to tiny details. Social psychologists and criminologists agree that if a window in a building is broken and left unrepaired, soon thereafter the rest of the windows will be broken—and the perception will build that crime in that neighborhood is out of control. The same principle applies to business. Drawing on real-world corporate examples, from JetBlue's decision to give fliers what they really want—leather seats, personal televisions, online ticketing - to Google's customer-based strategy for breaking out of the pack of Internet search engines, to business-to-business firms' successes and failures, Levine proves again and again how constant vigilance and an obsession with detail can make or break a business or a brand. With tips and advice on changing any business to one that dots its i's, crosses its t's, and attracts more clients, Broken Windows, Broken Business goes straight to the heart of what makes all enterprises successful—the little things that mean a lot.

Now revised and updated, this "inspired, impactful, and important" book shows how to achieve the ultimate success by rectifying the small problems that can sink a business (Stephen R, Covey, author of The 7 Habits of Highly Effective People). Once every few years a book comes along with an insight so penetrating, so powerful—and so simply, demonstrably true—that it instantly changes the way we think and do business. Such a book is Broken Windows, Broken Business, a breakthrough in management theory that can alter the destiny of countless companies striving to stay ahead of their competition. In this vital work, author Michael Levine offers compelling evidence that problems in business, large and small, typically stem from inattention to tiny details. Social psychologists and criminologists agree that if a window in a building is broken and left unrepaired, soon thereafter the rest of the windows will be broken—and the perception will build that crime in that neighborhood is out of control. The same principle applies to business. Drawing on real-world corporate examples, from JetBlue's decision to give fliers what they really want—leather seats, personal televisions, online ticketing - to Google's customer-based strategy for breaking out of the pack of Internet search engines, to business-to-business firms' successes and failures, Levine proves again and again how constant vigilance and an obsession with detail can make or break a business or a brand. With tips and advice on changing any business to one that dots its i's, crosses its t's, and attracts more clients, Broken Windows, Broken Business goes straight to the heart of what makes all enterprises successful—the little things that mean a lot.

Cites successful examples of community-based policing.

This is the first book to challenge the broken-windows theory of crime, which argues that permitting minor misdemeanors, such as loitering and vagrancy, to go unpunished only encourages more serious crime. The theory has revolutionized policing in the United States and abroad, with its emphasis on policies that crack down on disorderly conduct and aggressively enforce misdemeanor laws. The problem, argues Bernard Harcourt, is that although the broken-windows theory has been around for nearly thirty years, it has never been empirically verified. Indeed, existing data suggest that it is false. Conceptually, it rests on unexamined categories of law abiders and disorderly people and of order and disorder, which have no intrinsic reality, independent of the techniques of punishment that we implement in our society. How did the new order-maintenance approach to criminal justice--a theory without solid empirical support, a theory that is conceptually flawed and results in aggressive detentions of tens of thousands of our fellow citizens--come to be one of the leading criminal justice theories embraced by progressive reformers, policymakers, and academics throughout the world? This book explores the reasons why. It also presents a new, more thoughtful vision of criminal justice.

Why the gender gap persists and how we can close it. For years women have made up the majority of college-educated workers in the United States. In 2019, the gap between the percentage of women and the percentage of men in the workforce was the smallest on record. But despite these statistics, women remain underrepresented in positions of power and status, with the highest-paying jobs the most gender-imbalanced. Even in fields where the numbers of men and women are roughly equal, or where women actually make up the majority, leadership ranks remain male-dominated. The persistence of these inequalities begs the question: Why haven't we made more progress? In Glass Half-Broken, Colleen Ammerman and Boris Groysberg reveal the pervasive organizational obstacles and managerial actions—limited opportunities for development, lack of role models and sponsors, and bias in hiring, compensation, and promotion—that create gender imbalances. Bringing to light the key findings from the latest research in psychology, sociology, organizational behavior, and economics, Ammerman and Groysberg show that throughout their careers—from entry-level to mid-level to senior-level positions—women get pushed out of the leadership pipeline, each time for different reasons. Presenting organizational and managerial strategies designed to weaken and ultimately break down these barriers, Glass Half-Broken is the authoritative resource that managers and leaders at all levels can use to finally shatter the glass ceiling.

"In this vital work, author Michael Levine offers compelling evidence that problems in business, large and small, typically stem from inattention to tiny details. Social psychologists and criminologists agree that if a window in a building is broken and left unrepaired, soon thereafter the rest of the windows will be broken - and the perception will build that crime in that neighborhood is out of control. The same principle applies to business.".

The true story of the intimate relationship that gave birth to the Farnsworth House, a masterpiece of twentieth-century architecture—and disintegrated into a bitter feud over love, money, gender, and the very nature of art. “An intimate portrait . . . alive with architectural intrigue.”—Architect Magazine In 1945, Edith Farnsworth asked the German architect Mies van der Rohe, already renowned for his avant-garde buildings, to design a weekend home for her outside of Chicago. Edith was a woman ahead of her time—unmarried, she was a distinguished medical researcher, as well as an accomplished violinist, translator, and poet. The two quickly began spending weekends together, talking philosophy, Catholic mysticism, and, of course, architecture over wine-soaked picnic lunches. Their personal and professional collaboration would produce the Farnsworth House, one of the most important works of architecture of all time, a blindingly original structure made up almost entirely of glass and steel. But the minimalist marvel, built in 1951, was plagued by cost overruns and a sudden chilling of the two friends’ mutual affection. Though the building became world famous, Edith found it impossible to live in, because of its constant leaks, flooding, and complete lack of privacy. Alienated and aggrieved, she lent her name to a public campaign against Mies, cheered on by Frank Lloyd Wright. Mies, in turn, sued her for unpaid monies. The ensuing lengthy trial heard evidence of purported incompetence by an acclaimed architect, and allegations of psychological cruelty and emotional trauma. A commercial dispute litigated in a rural Illinois courthouse became a trial of modernist art and architecture itself. Interweaving personal drama and cultural history, Alex Beam presents a stylish, enthralling narrative tapestry, illuminating the fascinating history behind one of the twentieth century’s most beautiful and significant architectural projects.

Why, even in the same high-crime neighborhoods, do robbery, drug dealing, and assault occur much more frequently on some blocks than on others? One popular theory is that a weak sense of community among neighbors can create conditions more hospitable for criminals, and another proposes that neighborhood disorder—such as broken windows and boarded-up buildings—makes crime more likely. But in his innovative new study, Peter K. B. St. Jean argues that we cannot fully understand the impact of these factors without considering that, because urban space is unevenly developed, different kinds of crimes occur most often in locations that offer their perpetrators specific advantages. Drawing on Chicago Police Department statistics and extensive interviews with both law-abiding citizens and criminals in one of the city’s highest-crime areas, St. Jean demonstrates that drug dealers and robbers, for example, are primarily attracted to locations with businesses like liquor stores, fast food restaurants, and check-cashing outlets. By accounting for these important factors of spatial positioning, he expands upon previous research to provide the most comprehensive explanation available of why crime occurs where it does.