Unfortunately, far too many people don’t like where they work. Some organizations are unhealthy and full of disrespectful behavior. Other workplaces are simply uninspiring. For various reasons, countless people feel trapped, indifferent, or bored at work. The authors of this book believe that people should be able to like where they work. When employees like the places they work, it’s not only good for their mental health and well-being, it’s also good for their organizations – both financially and otherwise. When a workplace culture is purposely created to be respectful and inspiring, employees are happier, more productive, and more engaged. By exploring six key elements that make up a healthy workplace culture, The Culture Question answers two fundamental questions: “How does your organization’s culture impact how much people like where they work?” and “What can you do to make it better?” Discover how to create a workplace where people like to work by focusing on these six elements of healthy workplace culture: Communicating Your Purpose and Values. Employees are inspired when they work in organizations whose purpose and values resonate with them. Providing Meaningful Work. Most employees want to work on projects that inspire them, align with what they are good at, and allow them to grow. Focusing Your Leadership Team on People. How leaders relate to their employees plays a major role in how everyone feels about their workplace. Building Meaningful Relationships. When employees like the people they work with and for, they are more satisfied and more engaged in their work. Creating Peak Performing Teams. People are energized when they work together effectively because teams achieve things that no one person could do on their own. Practicing Constructive Conflict Management. When leaders don’t handle conflict promptly and well, it quickly sours the workplace. This book includes survey feedback from over 2,400 leaders and employees and resources for putting these ideas into action.

Fifty years ago, a troop of Japanese macaques was observed washing sandy sweet potatoes in a stream, sending ripples through the fields of ethology, comparative psychology, and cultural anthropology. The issue of animal culture has been hotly debated ever since. Now Kevin Laland and Bennett Galef have gathered key voices in the often rancorous debate to summarize the views along the continuum from “Culture? Of course!” to “Culture? Of course not!” The result is essential reading for anyone interested in the validity of animal culture, and what it might say about our own.

NEW YORK TIMES BESTSELLER • The author of The Talent Code unlocks the secrets of highly successful groups and provides tomorrow’s leaders with the tools to build a cohesive, motivated culture. NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG AND LIBRARY JOURNAL Where does great culture come from? How do you build and sustain it in your group, or strengthen a culture that needs fixing? In The Culture Code, Daniel Coyle goes inside some of the world’s most successful organizations—including the U.S. Navy’s SEAL Team Six, IDEO, and the San Antonio Spurs—and reveals what makes them tick. He demystifies the culture-building process by identifying three key skills that generate cohesion and cooperation, and explains how diverse groups learn to function with a single mind. Drawing on examples that range from Internet retailer Zappos to the comedy troupe Upright Citizens Brigade to a daring gang of jewel thieves, Coyle offers specific strategies that trigger learning, spark collaboration, build trust, and drive positive change. Coyle unearths helpful stories of failure that illustrate what not to do, troubleshoots common pitfalls, and shares advice about reforming a toxic culture. Combining leading-edge science, on-the-ground insights from world-class leaders, and practical ideas for action, The Culture Code offers a roadmap for creating an environment where innovation flourishes, problems get solved, and expectations are exceeded. Culture is not something you are—it’s something you do. The Culture Code puts the power in your hands. No matter the size of your group or your goal, this book can teach you the principles of cultural chemistry that transform individuals into teams that can accomplish amazing things together. Praise for The Culture Code “I’ve been waiting years for someone to write this book—I’ve built it up in my mind into something extraordinary. But it is even better than I imagined. Daniel Coyle has produced a truly brilliant, mesmerizing read that demystifies the magic of great groups. It blows all other books on culture right out of the water.”—Adam Grant, New York Times bestselling author of Option B, Originals, and Give and Take “If you want to understand how successful groups work—the signals they transmit, the language they speak, the cues that foster creativity—you won’t find a more essential guide than The Culture Code.”—Charles Duhigg, New York Times bestselling author of The Power of Habit and Smarter Faster Better

Yali's Question is the story of a remarkable physical and social creation—Ramu Sugar Limited (RSL), a sugar plantation created in a remote part of Papua New Guinea. As an embodiment of imported industrial production, RSL's smoke-belching, steam-shrieking factory and vast fields of carefully tended sugar cane contrast sharply with the surrounding grassland. RSL not only dominates the landscape, but also shapes those culturally diverse thousands who left their homes to work there. To understand the creation of such a startling place, Frederick Errington and Deborah Gewertz explore the perspectives of the diverse participants that had a hand in its creation. In examining these views, they also consider those of Yali, a local Papua New Guinean political leader. Significantly, Yali features not only in the story of RSL, but also in Jared Diamond's Pulitzer Prize winning world history Guns, Germs, and Steel—a history probed through its contrast with RSL's. The authors' disagreement with Diamond stems, not from the generality of his focus and the specificity of theirs, but from a difference in view about how history is made—and from an insistence that those with power be held accountable for affecting history.

From executives complaining that their teams don’t contribute ideas to employees giving up because their input isn’t valued--company culture is the culprit. Courageous Cultures provides a road map to build a high-performance, high-engagement culture around sharing ideas, solving problems, and rewarding contributions from all levels. Many leaders are convinced they have an open environment that encourages employees to speak up and are shocked when they learn that employees are holding back. Employees have ideas and want to be heard. Leadership wants to hear them. Too often, however, employees and leaders both feel that no one cares about making things better. The disconnect typically only widens over time, with both sides becoming more firmly entrenched in their viewpoints. Becoming a courageous culture means building teams of microinnovators, problem solvers, and customer advocates working together. In our world of rapid change, a courageous culture is your competitive advantage. It ensures that your company is “sticky” for both customers and employees. In Courageous Cultures, you’ll learn practical tools that help you: Learn the difference between microinnovators, problem solvers, and customer advocates and how they work together. See how the latest research conducted by the authors confirms why organizations struggle when it comes to creating strong cultures where employees are encouraged to contribute their best thinking. Learn proven models and tools that leaders can apply throughout all levels of the organization, to reengage and motivate employees. Understand best practices from companies around the world and learn how to apply these strategies and techniques in your own organization. This book provides you with the practical tools to uncover, leverage, and scale the best ideas from every level of your organization.

The place of women's rights in African American public culture has been an enduring question, one that has long engaged activists, commentators, and scholars. All Bound Up Together explores the roles black women played in their communities' social movements and the consequences of elevating women into positions of visibility and leadership. Martha Jones reveals how, through the nineteenth century, the "woman question" was at the core of movements against slavery and for civil rights. Unlike white women activists, who often created their own institutions separate from men, black women, Jones explains, often organized within already existing institutions--churches, political organizations, mutual aid societies, and schools. Covering three generations of black women activists, Jones demonstrates that their approach was not unanimous or monolithic but changed over time and took a variety of forms, from a woman's right to control her body to her right to vote. Through a far-ranging look at politics, church, and social life, Jones demonstrates how women have helped shape the course of black public culture.

Cultural displacement -- physical dislocation from one's native culture or the colonizing imposition of a foreign culture -- is one of the most formative experiences of our century. These essays examine the impact of this experience on contemporary notions of cultural identity from the perspectives of anthropology, history, philosophy, literature, and psychology.