Лучшие произведения Роберта И. Саттона

From the international bestselling expert on dealing with assholes
'With cutting-edge research and real-life examples that are thought-provoking and often hilarious, thisis an indispensable resource'
Gretchen Rubin, author of The Happiness Project
'At last someone has provided clear steps for rejecting, deflecting, and deflating the jerks who blight our lives. Better still, that someone is the

The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health.Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held—but ultimately flawed—management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere.This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life—and shows how to finally turn this common sense into common practice.

Одна паршивая овца все стадо портит. Знакомая поговорка? Да и в жизни с такой ситуацией вы наверняка встречались. Например - на работе. Психологическое насилие, т.е. насилие без физического контакта, хамство, унижение - человек вынужден бороться с ними на рабочем месте. Они отравляют его существование, отнимают силы, время, ухудшают эффективность каждого. Вы идете на работу со страхом, как на казнь. Такая «овца» умудряется испортить дружескую, творческ

Why are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear–firms that turn knowledge into action avoid the «smart talk trap.» Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.

Ann Haynes-Sutton is a zoologist, tour leader and photographer from
Jamaica, where she has lived for more than 30 years. She and her
late husband Robert have written a number of books and magazine articles on
the island's avifauna. The late Audrey Downer, who died in 2008, was a
renowned ornithologist who wrote a number of titles on the birds of the
island, including Birds of Jamaica (1990), the work that this latest volum