Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1951 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection.

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In a global survey by the Katzenbach Center, 80 percent of respondents believed that their organization must evolve to succeed. But a full quarter of them reported that a change effort at their organization had resulted in no visible results. Why? The fate of any change effort depends on whether and how leaders engage their culture: the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things are done in an organization. Culture is implicit rather than explicit, emotional rather than rational--that's what makes it so hard to work with, but that's also what makes it so powerful. For the first time, this book lays out the Katzenbach Center's proven methodology for identifying your culture's four most critical elements: traits, characteristics that are at the heart of people's emotional connection to what they do; keystone behaviors, actions that would lead your company to succeed if they were replicated at a greater scale; authentic informal leaders, people who have a high degree of "emotional intuition" or social connectedness; and metrics, integrated, thoughtful measures to track progress, encourage the self-reinforcing cycle of lasting change and link to business performance. By leveraging these critical few elements, you can tap into a source of catalytic change within your organization. People will make an emotional, not just a rational, commitment to new initiatives. You will elicit enthusiasm and creativity and build the kind of powerful company that people recognize for its innate value and effectiveness.

The English-language debut of Hiroko Oyamada—one of the most powerfully strange young voices in Japan The English-language debut of one of Japan's most exciting new writers, The Factory follows three workers at a sprawling industrial factory. Each worker focuses intently on the specific task they've been assigned: one shreds paper, one proofreads documents, and another studies the moss growing all over the expansive grounds. But their lives slowly become governed by their work—days take on a strange logic and momentum, and little by little, the margins of reality seem to be dissolving: Where does the factory end and the rest of the world begin? What's going on with the strange animals here? And after a while—it could be weeks or years—the three workers struggle to answer the most basic question: What am I doing here? With hints of Kafka and unexpected moments of creeping humor, The Factory casts a vivid—and sometimes surreal—portrait of the absurdity and meaninglessness of the modern workplace.