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A Harmony Ink Press Young Adult Title

Brie Hall, a sheltered and privileged teenager, is in her final year of boarding school in New York City when disaster strikes. A worldwide biological crisis, the origins of which are unknown, quickly decimates a large portion of the population, and there is no known cure. The threat of contamination is always present, and she cannot trust anyone she sees on the road, and as time goes on, she sees fewer travelers.

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• Sales Rank: #5048013 in Books
• Published on: 2014-10-02
• Original language: English
• Number of items: 1
• Dimensions: 9.02" h x .45" w x 5.98" l, .70 pounds
• Binding: Paperback
• 214 pages

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• Sales Rank: #376504 in Books
• Published on: 1992-07
• Number of items: 1
• Dimensions: 9.00" h x 6.00" w x 1.50" l,
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Download Ebook Conscious Business: How to Build Value through Values, by Fred Kofman

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Review

Fred Kofman is a genius with a heart as big as his brain. In this remarkable book, he takes us on a thrilling tour through what business would be like if it had both a heart and a mind -a conscience and a consciousness. The result is a practice of business that transforms you and your world. Ken Wilber, philosopher and author of A Theory of Everything A fundamental book for our times. Peter Senge, MIT professor and author of The Fifth Discipline Fred has been an inspiration, helping connect responsibility and integrity to create the freedom leaders need to succeed. Daniel Rosensweig, Chief Operating Officer, Yahoo! Inc."Fred Kofman is a genius with a heart as big as his brain. In this remarkable book, he takes us on a thrilling tour through what business would be like if it had both a heart and a mind -a conscience and a consciousness. The result is a practice of business that transforms you and your world." - Ken Wilber, philosopher and author of A Theory of Everything "A fundamental book for our times." - Peter Senge, MIT professor and author of The Fifth Discipline "Fred has been an inspiration, helping connect responsibility and integrity to create the freedom leaders need to succeed." - Daniel Rosensweig, Chief Operating Officer, Yahoo! Inc.

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About the Author

Fred KofmanFred Kofman is Axialent's co-founder and President. An extraordinary teacher, Fred awakens people to act with greater responsibility, integrity and courage; his ideas combine philosophical depth with practical applicability. He has created and taught programs in leadership, personal mastery, team learning, organizational effectiveness and coaching for more than 15,000 participants. His clients include leaders such as Microsoft, Shell, Yahoo! and General Motors. Fred holds a Ph.D in economics from the University of California at Berkeley, where he was distinguished as outstanding instructor. He worked as an assistant professor of Management Accounting and Control Systems at MIT's Sloan School of Management, where he received the "Teacher of the Year" award in 1992. At MIT, he was also a senior researcher at the Organizational Learning Center, where he worked with Peter Senge. He is a founding member of the Business Branch of the Integral Institute, where he works with Ken Wilber. He is also a member of the Dharma Ocean Foundation, an organization devoted to meditation practice led by Reginald Ray. Fred has led seminars in the U.S., Europe, South America and Asia and presented his research at MIT's Sloan School, Harvard University's Economic Department, Harvard Business School, the University of Chicago, Northwestern University, the University of California at Los Angeles and Berkeley, The London School of Economics, the University of Tel Aviv, Universidad de Barcelona, Nanyang Technological Institute of Singapore, Universidad de Buenos Aires, Instituto Tecnologico de Buenos Aires, and Universidad Francisco Marroquon. He also teaches in Naropa University and the University of Notre Dame's Executive MBA and non-degree executive education programs. His work has appeared in several publications including The Fifth Discipline Field Book, The Journal of Organizational Dynamics, Management Science and Econometrica. He is the author of the trilogy Metamanagement (Granica, 2001) and the audio program Conscious Business (Sounds True, 2002). Beyond his work, Fred enjoys traveling and outdoor activities, having run nine marathons, climbed Aconcagua, Kilimanjaro and Mt. Kenya, heli-skied in the Bugaboos and the Himalayas, scuba-dived in the Caribbean, and trekked for several weeks in Nepal and Thailand. Fred lives with his wife and six children in Boulder, Colorado.Ken WilberKen Wilber is one of the most influential and widely read American philosophers of our time. His writing has been translated into more than 20 languages. Ken Wilber is the author of many books, including The Spectrum of Consciousness; The Eye of Spirit; Grace and Grit; Sex, Ecology, Spirituality; A Brief History of Everything; Boomeritis; and The Marriage of Sense and Soul. Ken Wilber lives in Denver, Colorado.Peter SengePeter Senge, Ph.D. is a senior lecturer at MIT Sloan School of Management; founding chairperson of the SoL (Society of Organizational Living), a global network of individuals and organizations working together for systemic change; the author of the widely acclaimed The Fifth Discipline; and co-author of Presence: Human Purpose and the Field of the Future. He teaches the principles of conscious learning to organizations and individuals internationally.

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Product details

Paperback: 360 pages

Publisher: Sounds True; Reprint edition (October 1, 2013)

Language: English

ISBN-10: 1622032020

ISBN-13: 978-1622032020

Product Dimensions:

6 x 1 x 9 inches

Shipping Weight: 14.4 ounces (View shipping rates and policies)

Average Customer Review:

4.6 out of 5 stars

106 customer reviews

Amazon Best Sellers Rank:

#78,775 in Books (See Top 100 in Books)

Thank you Fred - from your beginning words I was absorbed in your message.What makes your book such a compelling read, for me as a multiple business-owner who relies on valuable guidance + learnings? Because it puts the truth of what we're really about in business into useable tools. And the gracious way you go about doing this lifts my spirits and fills my heart 💖Thank you - Namaste 🙏

This is one of the best business books I have ever read. It speaks the truth about human interactions in the workplace and how each of us has the capacity to create a work experience that is more in alignment with our values. There are examples of dialogue between people with competing priorities and how some focused shifts in how we express ourselves can change the outcome of the conversation. I would recommend this book to anyone because it is not only filled with practical advice about how to make a company more successful, it is filled with wisdom about how to improve relationships that is applicable both inside and outside of work.

This is an excellent piece of real human education. First, I recommend that you get the audio CD.Often times audio books are read by a hired reader and many times they suffer from over-annunciation and become distracting as they can be stiff or attempt to be excessively perfect in their language. Fred Kofman speaks as if he is talking to you and his accent is so engaging that you find yourself listening intently; it feels like a one to one coaching.The concepts are straight forward and have real-world application. You will find that you exhibit many of the behaviors he describes and he explains ways to recognize them and overcome natural negative/destructive tendencies. I have listened to the CD three times and each time I learn more and apply it.The teachings here have had a positive impact and again are real and fee from touchy-feely-airy-fairy self help gibberish. Fred Kofman is the real deal.

I enjoyed this book a great deal, it meshed extremely well with my philosophy on business. I very much liked the authors approach, the examples, and how clearly written the book was. If you are striving to figure out your own personal business philosophy, and how you might want to run the business you own or one you might start – this is a super good book to read as a foundation for creating a winning culture in your organization.

Fascinating insightful read! I discovered this book when I google'd "what books are influential people in our society reading."I would agree with all the successful people who have read this book prior to me and recommend it - a must have source of information in anyone's professional and personal lives!

This book will help you realize those things that build barriers and how to overcome them by responding and listening appropriately to others. While I feel the examples are angelic, the real world doesn't present time to write an appropriate response to confrontation. However, this book will aid in awareness which is the beginning of changes to behavior. The idea that we are all response-able adults resonates deep.

Korman lays out the why and the how to begin looking at business practices through a "conscious" lens. I often recommend this book first when working with clients who think that being socially conscious can't be profitable. They couldn't be further from the truth and Kofman proves his argument simply and consciously. All business students and CEOs should read this book.

The old way of doing business will not work in the new paradigm. This book shows how business must change to survive. A must for every business owner, manager and employee.

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Download Statistical Bioinformatics: with RBy Sunil K. Mathur

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Designed for a one or two semester senior undergraduate or graduate bioinformatics course, Statistical Bioinformatics takes a broad view of the subject - not just gene expression and sequence analysis, but a careful balance of statistical theory in the context of bioinformatics applications. The inclusion of R  code as well as the development of advanced methodology such as Bayesian and Markov models provides students with the important foundation needed to conduct bioinformatics.

Ancillary list: * Online ISM- http://textbooks.elsevier.com/web/manuals.aspx?isbn=9780123751041 * Companion Website w/ R code and Ebook- http://textbooks.elsevier.com/web/manuals.aspx?isbn=9780123751041 * Powerpoint slides- http://textbooks.elsevier.com/web/Manuals.aspx?isbn=9780123751041

• Integrates biological, statistical and computational concepts
• Inclusion of R & SAS code
• Provides coverage of complex statistical methods in context with applications in bioinformatics
• Exercises and examples aid teaching and learning presented at the right level
• Bayesian methods and the modern multiple testing principles in one convenient book

• Sales Rank: #2203721 in Books
• Published on: 2010-01-26
• Original language: English
• Number of items: 1
• Dimensions: 9.30" h x .90" w x 7.40" l, 1.95 pounds
• Binding: Hardcover
• 336 pages

Review

"Students and biologists who want to specialize in the fast-paced field of bioinformatics should read this book. Mathur brings together a comprehensive and very practical view of the field. He combines sufficient mathematical proofs with hints and suggestions, and provides many real examples taken directly from the genetics, proteomics, and molecular biology fields…Many other bioinformatics topics--for example, clustering algorithms, specialized R packages, or the challenges of analyzing mass-spectrometry data--are only alluded to and not covered fully in the book. However, in its entirety, this is a very useful, clearly written introduction to statistical bioinformatics with R. It contains many real examples, and would be a help to those starting out in the field."--Computing Reviews.com

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• Sales Rank: #528860 in Books
• Published on: 1992
• Binding: Sheet music
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• Sales Rank: #5902397 in Books
• Published on: 1978-12
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 288 pages

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Get Free Ebook Holacracy: The New Management System for a Rapidly Changing World, by Brian J. Robertson

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Review

“Holacracy is the opposite of the cliché way to run a startup. People romanticize startup cultures and their lack of structure, but it actually creates tons of anxiety and inefficiency, whether we have to build consensus around every decision, or deal with land grabs for power. In contrast, Holacracy creates clarity: who is in charge of what, and who makes each kind of decision--and there is a system for changing that, so it's very flexible at the same time.” ―Evan Williams, co-founder of Blogger, Twitter, and Medium“This book reminds me of a book that I must have read 100 times during my quest to become a better poker player. The first reading will most likely result in a complete paradigm shift, and you'll gain new insight every single time you reread it, especially when interspersed with actual practice playing the game on a regular basis. Just like I had a 'poker bible' I constantly referenced and reread, I highly recommend this book as your 'Holacracy Bible' if you're looking to explore a new way of working.” ―Tony Hsieh, CEO of Zappos and author of the #1 New York Times bestseller DELIVERING HAPPINESS

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About the Author

Brian J. Robertson created Holacracy and founded HolacracyOne, the organization that is training people and companies all over the world in this new system. Robertson had previously launched a successful software company, where he first introduced the principles that would become Holacracy, making him not just a management theorist, but someone who has successfully implemented a holacracy-powered organization. He lives in Philadelphia.

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Product details

Hardcover: 240 pages

Publisher: Henry Holt and Co. (June 2, 2015)

Language: English

ISBN-10: 162779428X

ISBN-13: 978-1627794282

Product Dimensions:

5.7 x 1.1 x 8.5 inches

Shipping Weight: 11.7 ounces (View shipping rates and policies)

Average Customer Review:

4.3 out of 5 stars

61 customer reviews

Amazon Best Sellers Rank:

#41,877 in Books (See Top 100 in Books)

I came into this via Reinventing Organizations. Though I had heard of Holacracy a bit before, I had never looked into it in much detail. I am predisposed to like this kind of book. I am a manager-of-managers in a high-tech company and I often feel like "there must be a better way".I came away fundamentally unsatisfied. This feels like a Cliff Notes version of Holacracy rather than something that would convince me to try it out in my company. The author (eventually) makes a good case for the governance meetings, though I feel like the explanation was spread out across multiple chapters. For instance it isn't until Chapter 10 (a chapter ostensibly about how to adopt Holacracy piece-meal if wholesale adoption is impossible) the author explains "change your language, change your culture" and why the terms "tension" and "tension processing" were chosen. I feel like this discussion should have been up in Chapter 4 when the governance meetings were introduced.I think in general the book does a good job of explaining the "what" of Holacracy but is pretty hit-or-miss when it comes to explaining the "why". Another example is the repeated claim that you "can't adopt only parts of Holacracy". This includes a rigid formula for meetings that includes a closing round where you go around the room and "give each person space to share a closing reflection about the meeting". I'm not saying that's a bad idea but I don't understand why that is integral to Holacracy. If I leave out that one part do I really lose all the benefit of Holacracy? I guess I'm just skeptical of that.But the biggest failing of the book is that is it just too light on implementation details. This comes out in two main areas: role definition and the "apps" that are suddenly introduced at the end of the book. For the role definitions, Holacracy seems to rely in an almost legalistically complete role definition. Since Holacracy has been rolled out in many companies, I'm not saying it is impossible to do. But that book doesn't really give any real world examples of how this role clarification works in large and messy teams.How many people really know all the roles they fill and what the scope of all those roles are? How do you realistically make that switch? I'd have loved to see that detail.What about jobs where you seem to have a lot of people who are somewhat interchangeable? How does that work. For instance, imagine a software team with 15 developers working in a normal scrum-kind-of-way where you take stories from the top of the backlog. What does the role definition look like for them? What is the scope of their autocracy? I'm sure there are answers but the book doesn't provide any, instead relying on contrived examples in a company that appears to have about 5 employees.But my single biggest complaint is when you get to Chapter 8 and a subsection introduces "apps". By that point I was skeptical on some details, didn't fully by in, but felt it had some good and interesting ideas. But I had these nagging questions at the back of my mind and was wondering when the book would get around to providing some answers."How do you set salary? How do you give raises? How do you give promotions? How do you make hiring and firing decisions? How do you decide to shutdown an entire office and lay off 150 people? How do you decide to IPO or accept a buyout? How do you set budgets and enforce them?"The book's answer is...."You could design your own system, given your specific needs, but you may find it useful to check out [the HolacracyOne] 'app store'."No link or URL is provided. It is hard to get excited about designing from scratch my own systems for these things (I don't expect a perfectly formed solution that requires no tweaking but starting with a totally blank canvas?) and I'm also not excited that the answer is to go read a web page—I bought this book for a reason, hoping it would make a compelling argument.(FWIW, there is exactly one "app" on the "app store" for compensation. It sounds interesting but it also sounds similar to the compensation system a startup called hanno.co blogged about using...and then nine months later blogged about moving away from. So I'm not exactly sold on it as a great option.)

Research shows that every time the size of a city doubles, innovation or productivity per resident increases by 15%. When companies get bigger, either their innovation or productivity per employee generally deceases.“In today’s post-industrial world,” author Brian Robertson explains, “organizations face significant new challenges: increasing complexity, enhanced transparency, greater interconnection, shorter time horizons, economic and environmental instability, and demands to have a more positive impact on the world.”The problem is not only that we don’t change fast enough, but that the employees sense this dissonance, and they don’t like it. Most have at least a vague sense that organizations seem designed not to get the best out of them.The quest for stability and success was believed to lie in up-front planning, centralized control, and deviation prevention. This model worked well enough in the simple and static environments of the industrial age.This book deals with the restructuring of organizations. It is not that we haven’t tried to restructure our organizations, we most definitely have tried, but we haven’t succeeded because all our changes have not gone far enough. We have merely bolted changes onto a conventionally-structured organizational system.As an example of the problem of this change, Robertson tells of a company which had adopted empowerment as a primary issue. When a much loved leader was fired, one of his team, lamenting the departure of his boss, turned to his co-worker and asked: “Who will empower us now?”!This book is a sterling guide to making our organizations not simply more evolved, but to turn our organizations into an evolutionary organism, “one that can sense and adapt and learn and integrate.”Holacracy bears a striking similarity to the way the human body is designed to function efficiently and effectively. It does this through a system of autonomous, self-organizing entities distributed throughout the body. The body processes extraordinary amounts of information each moment, that would be impossible to centralize at the top, in the conscious mind.Consider the difference between the bureaucratic organization of a company and the self-organization of people in a city. In a city, people share space and resources, and almost all of them understand their boundaries and their responsibilities. When these laws are obeyed, the traffic (for example,) flows and we move about faster. Yes, there are governing bodies to define and enforce those laws, but the residents of our cities don’t have to wait for authorization from the boss for every decision they make, they have plenty of autonomy.This image of a city was shared with the author by Tony Hseih, one of the founders of the exceptional online shoe company, Zappos, that has a turnover of $1b and employs 500 people. “I’m trying to find a way to run Zappos more like a city,” he said, and engaged Robertson to do so after hearing his talk about Holacracy.“In contrast,” says Robertson, “the power and authority within (a conventional) organization is tight, we establish who can expect what, and from whom, and who can make which decisions, and within what limits. This command and control is at odds with what we need, and how adults wish to be treated.”The holacratic organization is comprised of roles that are required to fulfil the purpose of the organization – management, finance, marketing, production, etc. People are assigned to these roles with clear responsibility to fulfil the role in the best interests of the organization. They own the role fully; no one can make decisions about their role for them or interfere in its execution. If there is something wrong with the role - it is too large for one person or clashes with another role - this governance issue is discussed at one of the regular governance meetings so the matter can be resolved quickly.There is a strong distinction between a person and the role. Clashes are between roles, not people, and roles mutate or are adjusted as needed.These roles are not just a fancy way of describing a job description. Job descriptions are intended to be static, at least for a while if well-constructed, but Holacracy’s roles are intended and expected to mutate as the company and is need from the role changes.The decision to change is made by the occupants of the roles themselves, not the CEO. Their only criterion is what is good for the constitution that guide the organization.In effect, the decision-making is devolved to the local level. No one can co-opt the power of others. When assisting companies to transform into Holacracies, Robertson delights in telling CEOs that they no longer have the power to make decisions beyond their role. The CEO has in fact ceded his power to the constitution that governs the organization, and no matter how good a dictator he is, he is never better than a good constitution.Elliott Jaques, the organizational psychologist, identified three distinct types of “structure” in any organization. There is the “formal structure”—the organizational chart and the job descriptions, often far removed from real day-to-day events and needs. There is the “extant structure”, the structure that is actually operating, even though it is unstated. It describes who really makes decisions, or who really owns which projects. Then there is the “requisite structure,” which is the structure that would be most natural and best suited to the work and purpose of the organization. The Holacracy is this structure, articulated and documented and lived. Holacracy offers an alternative way to structure an organization, and needs to be seriously considered, and then adopted!Readability Light ---+- SeriousInsights High -+--- LowPractical High +----Low*Ian Mann of Gateways consults internationally on leadership and strategy and is the author ofStrategy that Works. Views expressed are his own.

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