The Hedgehog Effect

In iThe Hedgehog Effect/i, Manfred Kets de Vries presents the case for leadership group coaching as an experiential training ground for learning to function as a high performance team. His group coaching model, incorporating living case studies, has been developed over more than 20 years of delivering programs to top-level executives and sets the standard in the field of leadership group coaching. Written for coaches, consultants, leadership development directors, and anyone working in or with teams, iThe Hedgehog Effect/i begins with an in-depth analysis of what teams and groups are all about. The intricacies of leadership coaching are illustrated with an elaborate example of a team coaching intervention. In Part Two, the author applies a psychodynamic lens to the dynamics of teams and groups, taking a close look at relationship patterns, how groups evolve, and the phenomenon of the group-as-a-whole. Part Three takes a more systemic perspective, addressing the challenges that change processes pose for people in organizations, and how to create best places to work. Kets de Vries supports the whole with the story of an organizational change initiative accomplished through group coaching.

In The Hedgehog Effect, Manfred Kets de Vries presents the case for leadership group coaching as an experiential training ground for learning to function as a high performance team. His group coaching model, incorporating living case studies, has been developed over more than 20 years of delivering programs to top-level executives and sets the standard in the field of leadership group coaching. Written for coaches, consultants, leadership development directors, and anyone working in or with teams, The Hedgehog Effect begins with an in-depth analysis of what teams and groups are all about. The intricacies of leadership coaching are illustrated with an elaborate example of a team coaching intervention. In Part Two, the author applies a psychodynamic lens to the dynamics of teams and groups, taking a close look at relationship patterns, how groups evolve, and the phenomenon of the group-as-a-whole. Part Three takes a more systemic perspective, addressing the challenges that change processes pose for people in organizations, and how to create best places to work. Kets de Vries supports the whole with the story of an organizational change initiative accomplished through group coaching.

In The Hedgehog Effect, Manfred Kets de Vries presents the case for leadership group coaching as an experiential training ground for learning to function as a high performance team. His group coaching model, incorporating living case studies, has been developed over more than 20 years of delivering programs to top-level executives and sets the standard in the field of leadership group coaching. Written for coaches, consultants, leadership development directors, and anyone working in or with teams, The Hedgehog Effect begins with an in-depth analysis of what teams and groups are all about. The intricacies of leadership coaching are illustrated with an elaborate example of a team coaching intervention. In Part Two, the author applies a psychodynamic lens to the dynamics of teams and groups, taking a close look at relationship patterns, how groups evolve, and the phenomenon of the group-as-a-whole. Part Three takes a more systemic perspective, addressing the challenges that change processes pose for people in organizations, and how to create best places to work. Kets de Vries supports the whole with the story of an organizational change initiative accomplished through group coaching.

The masterly essay on Tolstoy's view of history, in which Sir Isaiah underlines a fundamental distinction between those people (foxes) who are fascinated by the infinite variety of things and those (hedgehogs) who relate everything to a central, all-embracing system. This little book is so entertaining, as well as acute, that the reader hardly notices that it is learned too. --Arnold Toynbee

Isaiah Berlin's classic essay on Tolstoy - an exciting new edition with new criticism and a foreword. 'The fox knows many things, but the hedgehog knows one big thing.' This fragment of Archilochus, which gives this book its title, describes the central thesis of Isaiah Berlin's masterly essay on Tolstoy. There have been various interpretations of Archilochus' fragment; Isaiah Berlin has simply used it, without implying anything about the true meaning of the words, to outline a fundamental distinction that exists in mankind, between those who are fascinated by the infinite variety of things (foxes) and those who relate everything to a central all-embracing system (hedgehogs). When applied to Tolstoy, the image illuminates a paradox of his philosophy of history, and shows why he was frequently misunderstood by his contemporaries and critics. Tolstoy was by nature a fox, but he believed in being a hedgehog.

The phenomenal New York Times bestseller that “explores the upstairs-downstairs goings-on of a posh Parisian apartment building” (Publishers Weekly). In an elegant hôtel particulier in Paris, Renée, the concierge, is all but invisible—short, plump, middle-aged, with bunions on her feet and an addiction to television soaps. Her only genuine attachment is to her cat, Leo. In short, she’s everything society expects from a concierge at a bourgeois building in an upscale neighborhood. But Renée has a secret: She furtively, ferociously devours art, philosophy, music, and Japanese culture. With biting humor, she scrutinizes the lives of the tenants—her inferiors in every way except that of material wealth. Paloma is a twelve-year-old who lives on the fifth floor. Talented and precocious, she’s come to terms with life’s seeming futility and decided to end her own on her thirteenth birthday. Until then, she will continue hiding her extraordinary intelligence behind a mask of mediocrity, acting the part of an average pre-teen high on pop culture, a good but not outstanding student, an obedient if obstinate daughter. Paloma and Renée hide their true talents and finest qualities from a world they believe cannot or will not appreciate them. But after a wealthy Japanese man named Ozu arrives in the building, they will begin to recognize each other as kindred souls, in a novel that exalts the quiet victories of the inconspicuous among us, and “teaches philosophical lessons by shrewdly exposing rich secret lives hidden beneath conventional exteriors” (Kirkus Reviews). “The narrators’ kinetic minds and engaging voices (in Alison Anderson’s fluent translation) propel us ahead.” —The New York Times Book Review “Barbery’s sly wit . . . bestows lightness on the most ponderous cogitations.” —The New Yorker

Can a good company become a great one and, if so, how?After a five-year research project, Collins concludes that good to great can and does happen. In this book, he uncovers the underlying variables that enable any type of organization to

A companion guidebook to the number-one bestselling Good to Great, focused on implementation of the flywheel concept, one of Jim Collins’ most memorable ideas that has been used across industries and the social sectors, and with startups. The key to business success is not a single innovation or one plan. It is the act of turning the flywheel, slowly gaining momentum and eventually reaching a breakthrough. Building upon the flywheel concept introduced in his groundbreaking classic Good to Great, Jim Collins teaches readers how to create their own flywheel, how to accelerate the flywheel’s momentum, and how to stay on the flywheel in shifting markets and during times of turbulence. Combining research from his Good to Great labs and case studies from organizations like Amazon, Vanguard, and the Cleveland Clinic which have turned their flywheels with outstanding results, Collins demonstrates that successful organizations can disrupt the world around them—and reach unprecedented success—by employing the flywheel concept.