National Network for Equitable Library Service

Real organizational change isn't brought about by decree, pressure, permission, or even persuasion.

Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T&D).

Political parties and elections are increasingly political theatre, with real power hidden behind a smokescreen of propaganda, carefully manipulated cultural and religious wars and voting rituals.

Plenty of research has been done on why companies go terribly wrong, but what makes companies go spectacularly right? That’s the question that Kim Cameron asked over a decade ago.

Most consultants are content to solve problems. Extraordinary consultants alter the culture of the client organization itself, changing the way the organization operates.

Phillip Longman tells the amazing story of the turnaround of the Department of Veterans Affairs health-care system from a dysfunctional, scandal-prone bureaucracy into the benchmark for high-qualit

Are you the kind of person who would rather get a root canal than face a group of strangers? Does the phrase “working a room” make you want to retreat to yours?

Like many of us, Bob Miglani felt overwhelmed and anxious. He worried constantly about his job, his finances, and his family.

"The ways we go about changing organizations usually don't work," asserts Geoff Bellman.

For the past 20 years, corporations have been receiving huge tax breaks and subsidies in the name of "jobs, jobs, jobs." But, as Greg LeRoy demonstrates in this important new book, it&#03

Sooner or later, most organizations will face some kind of disaster—flood, fire, hurricane, earthquake, workplace violence, bombings, even the arrest or sudden death of the CEO.

We are all in the people business because we deal with other people all the time. But do you sometimes reach out to others only to find your efforts misunderstood or rejected?

Working to make the world a more hopeful and sustainable place often means having to confront pain, suffering, crisis, and trauma head-on, day in and day out.

In his book The 100 Absolutely Unbreakable Laws of Business Success, Brian Tracy drew on his 30 years of experience and knowledge to present a set of principles or "universal laws" that l

The move to teams has largely failed, say Harvey Robbins and Michael Finley, mainly because teams themselves are failing to think through the human implications of teaming.