The Three Laws Of Performance

In our work lives when something isnt working, we struggle with what part of the problem to tackle first. Do we start with cost reduction? What about morale? Or should we go for process improvements first? We pick the problem to work on, and depending on whether our plan makes sense, one of two things happens.  First, we failand then we add frustration to our list of problems. Two, we succeed, and then some new problem pops out to replace the old. We cut 10% out of our budget, and our star performers leave in frustration because we sliced what they saw as a critical program. Its as though the system were working on is an old inner tube. The moment we patch one hole and add pressure, another spot tears open. The point is that its possible to change everything at once. Seem far fetched? Zaffron and Logan make a compelling argument that executives spend their time and money adjusting the systems in which people operate rather than targeting people's performance directly. When the three laws in this book are applied, performance transforms to a level far beyond what most people think is possible. These laws are: 1. How people perform correlates to how situations occur to them. 2. How a situation occurs arises from language. 3. Future-based language transforms how situations occur to people. Steve Zaffron has helped hundreds of companies envision and effectively implement major change and performance improvement. He presents a proven system for rallying all of an organization's employees around a new vision, and more importantly, making it stick. The focus is on making such transformations permanent and repeatable, providing practical examples from clients such as Apple, Lockheed Martin, Johnson & Johnson,  Morgan Stanley, and many others.

A proven system for rallying all of an organizations' employees around a new vision and ideas for making the vision stick When something at work isn't going smoothly, managers struggle with what part of the problem to tackle first. Do they start with cost reduction? Or should they go for process improvements first? The authors—who have helped hundreds of companies and individuals change and improve—say spend time and money adjusting the systems in which people operate, rather than targeting people and their performance directly. The authors show that it's in fact possible to change everything at once—with a focus on making such transformations permanent and repeatable. Brand-new Introduction written for the paperback edition Filled with illustrative examples from Northrup Grumman, BHP-Billiton, Reebok, Harvard Business School, and many others Two experts in the field show how to make major transformations happen The book outlines a process for engaging all employees to buy-in to an improved vision of an organization's new and improved future.

Speaking Being: Werner Erhard, Martin Heidegger, and a New Possibility of Being Human is an unprecedented study of the ideas and methods developed by the thinker Werner Erhard. In this book, those ideas and methods are revealed by presenting in full an innovative program he developed in the 1980s called The Forum—available in this book as a transcript of an actual course led by Erhard in San Francisco in December of 1989. Since its inception, Erhard’s work has impacted the lives of millions of people throughout the world. Central to this study is a comparative analysis of Erhard’s rhetorical project, The Forum, and the philosophical project of Martin Heidegger. Through this comparative analysis, the authors demonstrate how each thinker’s work sometimes parallels and often illuminates the other. The dialogue at work in The Forum functions to generate a language which speaks being. That is, The Forum is an instance of what the authors call ontological rhetoric: a technology of communicating what cannot be said in language. Nevertheless, what does get said allows those participating in the dialogue to discover previously unseen aspects of what it currently means to be human. As a primary outcome of such discovery, access to creating a new possibility of what it is to be human is made available. The purpose of this book is to show how communication of the unspoken realm of language—speaking being—is actually accomplished in The Forum, and to demonstrate how Erhard did it in 1989. Through placing Erhard’s language use next to Heidegger’s thinking—presented in a series of “Sidebars” and “Intervals” alongside The Forum transcript—the authors have made two contributions. They have illuminated the work of two thinkers, who independently developed similar forms of ontological rhetoric while working from very different times and places. Hyde and Kopp have also for the first time made Erhard’s extraordinary form of ontological rhetoric available for a wide range of audiences, from scholars at work within a variety of academic disciplines to anyone interested in exploring the possibility of being for human beings. From the Afterword: I regard Speaking Being as an enormously important contribution to understanding Heidegger and Erhard. The latter has received far too little serious academic attention, and this book begins to make up for that lack. Moreover, the book’s analysis of Heidegger’s thought is among the best that I have ever read. I commend this book to all readers without reservation. Michael E. Zimmerman, Professor Emeritus, University of Colorado, Boulder

How to Create Joint Value Alliances, partnerships, acquisitions, mergers, and joint ventures are no longer the exception in most businesses—they are part of the core strategy. As managers look to external partners for resources and capabilities, they need a practical roadmap to ensure that these relationships will create value for their firm. They must answer questions like these: Which business combinations do we need? How should we govern them? Will their results justify our investments? Benjamin Gomes-Casseres explains how companies create value by “remixing” resources with other companies. Based on decades of consulting and academic research, Remix Strategy shows how three laws shape the success of any business combination: • First Law: The combination must have the potential to create more value than the parties could create on their own. Which elements from each business need to be combined to create joint value? • Second Law: The combination must be designed and managed to realize the joint value. Which partners best fit our strategic goals? How should we manage the integration? • Third Law: The value earned by the parties must motivate them to contribute to the collaboration. How will we share the joint value created? Will the returns shift over time? Supported by examples from a wide range of industries and companies, and filled with practical tools for applying the three laws, this book helps managers design and lead a coherent strategy for creating joint value with outside partners.

It’s a fact of life: birds flock, fish school, people “tribe.” Malcolm Gladwell and other authors have written about how the fact that humans are genetically programmed to form “tribes” of 20-150 people has proven true throughout our species’ history. Every company in the word consists of an interconnected network of tribes (A tribe is defined as a group of between 20 and 150 people in which everyone knows everyone else, or at least knows of everyone else). In Tribal Leadership, Dave Logan, John King, and Halee Fischer-Wright show corporate leaders how to first assess their company’s tribal culture and then raise their companies’ tribes to unprecedented heights of success. In a rigorous eight-year study of approximately 24,000 people in over two dozen corporations, Logan, King, and Fischer-Wright discovered a common theme: the success of a company depends on its tribes, the strength of its tribes is determined by the tribal culture, and a thriving corporate culture can be established by an effective tribal leader. Tribal Leadership will show leaders how to employ their companies’ tribes to maximize productivity and profit: the author’s research, backed up with interviews ranging from Brian France (CEO of NASCAR) to “Dilbert” creator Scott Adams, shows that over three quarters of the organizations they’ve studied have tribal cultures that are adequate at best.

There are three legal frameworks applicable to international investments: the laws of the host state and the investor's country, the contract between the host state and the investor, and the rules of international investment law. This book assesses how these three bodies of law interact in investment agreements and dispute arbitration.

Essential, required reading for doctors and patients alike: A Pulitzer Prize-winning author and one of the world’s premiere cancer researchers reveals an urgent philosophy on the little-known principles that govern medicine—and how understanding these principles can empower us all. Over a decade ago, when Siddhartha Mukherjee was a young, exhausted, and isolated medical resident, he discovered a book that would forever change the way he understood the medical profession. The book, The Youngest Science, forced Dr. Mukherjee to ask himself an urgent, fundamental question: Is medicine a “science”? Sciences must have laws—statements of truth based on repeated experiments that describe some universal attribute of nature. But does medicine have laws like other sciences? Dr. Mukherjee has spent his career pondering this question—a question that would ultimately produce some of most serious thinking he would do around the tenets of his discipline—culminating in The Laws of Medicine. In this important treatise, he investigates the most perplexing and illuminating cases of his career that ultimately led him to identify the three key principles that govern medicine. Brimming with fascinating historical details and modern medical wonders, this important book is a fascinating glimpse into the struggles and Eureka! moments that people outside of the medical profession rarely see. Written with Dr. Mukherjee’s signature eloquence and passionate prose, The Laws of Medicine is a critical read, not just for those in the medical profession, but for everyone who is moved to better understand how their health and well-being is being treated. Ultimately, this book lays the groundwork for a new way of understanding medicine, now and into the future.