During the past decade, leaders have increasingly relied on self-managing work groups, multifunctional teams, and cross-national executive groups to create the organization of the future. Yet groups are not a panacea for organizational problems; conflicts between individuals or factions within a group often create seemingly contradictory situations?paradoxes?that can prevent the group from reaching its goals. In this groundbreaking classic, Kenwyn Smith and David Berg offer a revolutionary approach to understanding groups and overcoming the problems that often paralyze group members, the group as a whole, and relations among groups. They explore the hidden dynamics that can prevent a group from functioning effectively. And they show how an apparently paradoxical suggestion?for example, inviting a success oriented group to risk failure, or affirming the benefits of going nowhere to a group focused on moving ahead?can break action barriers, overcome conflicts, and improve group performance. Smith and Berg offer a different way of thinking about groups that will open new avenues of inquiry for professors and students of group behavior, and they propose many innovative ideas that will prove valuable to consultants, trainers, therapists, and others who work with groups on a regular basis.

During the past decade, leaders have increasingly relied on self-managing work groups, multifunctional teams, and cross-national executive groups to create the organization of the future. Yet groups are not a panacea for organizational problems; conflicts between individuals or factions within a group often create seemingly contradictory situations?paradoxes?that can prevent the group from reaching its goals. In this groundbreaking classic, Kenwyn Smith and David Berg offer a revolutionary approach to understanding groups and overcoming the problems that often paralyze group members, the group as a whole, and relations among groups. They explore the hidden dynamics that can prevent a group from functioning effectively. And they show how an apparently paradoxical suggestion?for example, inviting a success oriented group to risk failure, or affirming the benefits of going nowhere to a group focused on moving ahead?can break action barriers, overcome conflicts, and improve group performance. Smith and Berg offer a different way of thinking about groups that will open new avenues of inquiry for professors and students of group behavior, and they propose many innovative ideas that will prove valuable to consultants, trainers, therapists, and others who work with groups on a regular basis.

An insightful and inspiring book on using "both/and" thinking to make more creative, flexible, and impactful decisions in a world of competing demands. Life is full of paradoxes. How can we each express our individuality while also being a team player? How do we balance work and life? How can we improve diversity while promoting opportunities for all? How can we manage the core business while innovating for the future? For many of us, these competing and interwoven demands are a source of conflict. Since our brains love to make either-or choices, we choose one option over the other. We deal with the uncertainty by asserting certainty. There's a better way. In Both/And Thinking, Wendy Smith and Marianne Lewis help readers cope with multiple, knotted tensions at the same time. Drawing from more than twenty years of pioneering research, they provide tools and lessons for transforming these tensions into opportunities for innovation and personal growth. Filled with practical advice and fascinating stories—including firsthand tales from IBM, LEGO, and Unilever, as well as from startups, nonprofits, and even an inn at one of the four corners of the world—Both/And Thinking will change the way you approach your most vexing problems.

"Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. ... As we are liberated from our own fear, our presence automatically liberates others." - Nelson Mandela, 1994 inaugural address Yearning for Home in Troubled Times addresses the issues that prevent us from feeling "at home" in our world. It examines this "homelessness" and shows us how to develop and build a sense of home.

Considers why U.S. society is believed to be less healthy in spite of disproportionate spending on health care, identifying a lack of social services, outdated care allocations, and a resistance to government programs as the problem.

Taking advantage of contradictory elements in oneself and one's situation can lead to better performance all around. In this guide, the authors present a five-step process for using paradoxes to find solutions to a wide range of problems. Includes case studies showing how real people have used paradoxical thinking to solve real problems.

Become a next generation leader—rich in emotional and social intelligence and orchestrating outstanding collaborative results—by mastering these eight status quo-shattering paradoxes. The Eight Paradoxes of Great Leadership unpacks the fresh strategies and new mindset required today from a next generation leader. Author Dr. Tim Elmore helps leaders of all kinds navigate increasingly complex, rapidly changing environments, as well as manage teams who bring a range of new demands and expectations to the workplace that haven’t been seen even one generation prior. After working alongside John C. Maxwell for twenty years, Tim offers counter-intuitive paradoxes that, when practiced, enable today’s leader to differentiate themselves and better connect with their team and customers. The book furnishes ideas that equip leaders to inspire team members in a way a paycheck never could. Having trained hundreds of thousands of young professionals to develop into leaders—Dr. Elmore shares the secrets of next generation leaders who have practiced the unique paradoxes outlined in this book and inspired their team members in a way that a paycheck never could. In The Eight Paradoxes of Great Leadership, readers will: Learn how today’s team members require a combination of different qualities from their leaders than they did in even the recent past; Grasp the importance of eight key paradoxes that are critical for next generation leaders to put into practice right now; Be inspired by historic and modern-day leaders who lived the eight paradoxes; and Understand how they too can lead with the eight paradoxes, guiding them to emotional and social intelligence that resonates with their teams and leads to outstanding collaborative results.