Shellenberger and Nordhaus - Society and Economy
Explore essential books on society and economy from Shellenberger and Nordhaus, featuring The Progress Paradox, Good to Great, and more for insightful analysis.
Book
The Fifth Discipline
by Peter M. Senge
Finally in paperback, Senge's national bestseller The Fifth Discipline, which has turned the principles of the learning organization into a movement of snowballing size and strength. The ability to respond to change is the crucial issue of the '90s, but management tools such as "reengineering" and "total quality" simply treat the symptoms. Adopted by Ford, AT&T, and others, here is a cure for the disease Senge calls "learning disabilities".
Book
Good to Great
by Jim Collins
The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?
Book
The Progress Paradox
by Gregg Easterbrook
aIn The Progress Paradox, Gregg Easterbrook draws upon three decades of wide-ranging research and thinking to make the persuasive assertion that almost all aspects of Western life have vastly improved in the past century--and yet today, most men and women feel less happy than in previous generations. Why this is so and what we should do about it is the subject of this book. Between contemporary emphasis on grievances and the fears engendered by 9/11, today it is common to hear it said that life has started downhill, or that our parents had it better. But objectively, almost everyone in today's United States or European Union lives better than his or her parents did. Still, studies show that the percentage of the population that is happy has not increased in fifty years, while depression and stress have become ever more prevalent. The Progress Paradox explores why ever-higher living standards don't seem to make us any happier. Detailing the emerging science of "positive psychology," which seeks to understand what causes a person's sense of well-being, Easterbrook offers an alternative to our culture of crisis and complaint. He makes a Compelling case that optimism, gratitude, and acts of forgiveness not only make modern life more fulfilling but are actually in our self-interest. Seemingly insoluble problems of the past, such as crime in New York City and smog in Los Angeles, have proved more tractable than they were thought to be. Likewise, today's "impossible" problems, such as global warming and Islamic terrorism, can be tackled too. Like The Tipping Point, this book offers an affirming and constructive way of seeing the world anew. The Progress Paradox will change theway you think about your place in the world, and about our collective ability to make it better.
