National Network for Equitable Library Service

Ben & Jerry’s has always been committed to an insanely ambitious three-part mission: making the world’s best ice cream, supporting progressive causes and sharing the company’s success with all

Ben & Jerry's. Stonyfield Farm. The Body Shop. Tom's of Maine. All leaders in the socially responsible business movement-and all eventually sold to mega-corporations.

Adam Kahane has worked on some of the toughest, most complex problems in the world.

Brian Tracy shares the most important principles for sales success he has discovered in 30 years of training more than a half million sales professionals in 23 countries.

So many people today feel "called" to find more in their lives beyond the usual definitions of success, to live lives of purpose and meaning.

They Just Don't Get It! explores an all-too-common dilemma: when people around us just don't "get" our ideas.

Drawing on ancient and contemporary wisdom, as well as modern research, Richard Leider and David Shapiro provide insightful ways of thinking and being that help us find meaning and purpose in the s

Bill Torbert and associates illustrate how individuals and organizations can progress through more and more sophisticated "action-logics," strategies for analyzing the world and reacting

Why do we have regrets—and what can we do about it?We all want to live a life without regrets.

Micromanagement is one of the most widely condemned managerial sins, and one of the most common employee complaints.

From Erin Brockovich to Enron, whistleblowers who “challenge abuses of power that betray the public trust” have proven to be an unfortunate necessity in modern business culture.

In his books Somebodies and Nobodies and All Rise, Robert Fuller exposed rankism—abuse of the power inherent in rank to exploit or humiliate someone of lower rank.

Uri Savir has an ambitious, indispensable goal: to bring peacemaking into the 21st century. “Little in today’s world,” writes Savir, “is more progressive than modern warfare.

Organizational change initiatives often fail because they focus exclusively on the rational, overt aspects of change, overlooking the powerful role played by concealed or irrational factors.

Everyone needs to involve other people in order to accomplish their tasks and achieve their goals.