"To paraphrase a number of philosophers, the major challenge any executive or manager (and especially any CEO) faces is that his or her experience of the reality of the organization is not the same as the reality itself. How then does an executive: 1) develop a more accurate and complete representation of the organization, 2) identify critical business issues and improvement opportunities across this system, 3) design a way forward, and 4) install the feedback and measurement mechanisms necessary to ensure the organizational system delivers the performance and stays on course? This is where this book comes into its own." -- Michael DeNoma president and CEO, Chinatrust Commercial Bank "Every CEO (or executive managing a business) should read and understand Rediscovering Value if they want to effectively lead and manage their company. Leading a company without an understanding of the value and resource dimensions and how to manage them is like flying an airplane without a navigation system. The team at PDL has done an unbelievable job of describing the principles of an organization and how to effectively organize, lead, and manage the enterprise. Our company used PDL's systems approach to planning and managing and it was like turning on the lights in a dark room. Our people became process- and work-focused and morale improved dramatically as we moved away from the silo approach of running a business. Rediscovering Value is a must-read for any executive." -- Steve Hassenfelt CEO, Granville Capital, Inc. From author of the acclaimed Improving Performance, an exploration of the concept of Value Management and technology, comes the next step resource that introduces the transformation model. Rediscovering Value gives a preliminary description of the SOE phase, and covers the dimensions of the model. The book dissects each phase of the model, and describes what is accomplished along each dimension, the criteria to reach the next phase, and the key challenges of each phase (Stabilize, Optimize, Exploit in detail). It lays out the success factors for effective process design, improvement, and management.

When we start with the wrong question, no matter how good an answer we get, it won’t give us the results we want. Rather than joining the throngs who are asking, When will this economic crisis be over? Jim Wallis says the right question to ask is How will this crisis change us? The worst thing we can do now, Wallis tells us, is to go back to normal. Normal is what got us into this situation. We need a new normal, and this economic crisis is an invitation to discover what that means. Some of the principles Wallis unpacks for our new normal are . . . • Spending money we don’t have for things we don’t need is a bad foundation for an economy or a family. • It’s time to stop keeping up with the Joneses and start making sure the Joneses are okay. • The values of commercials and billboards are not the things we want to teach our children. • Care for the poor is not just a moral duty but is critical for the common good. • A healthy society is a balanced society in which markets, the government, and our communities all play a role. • The operating principle of God’s economy says that there is enough if we share it. • And much, much more . . . In the pages of this book, Wallis provides us with a moral compass for this new economy—one that will guide us on Wall Street, Main Street, and Your Street. Embracing a New Economy Getting back to "the way things were" is not an option. It is time we take our economic uncertainty and use it to find some moral clarity. Too often we have been ruled by the maxims that greed is good, it’s all about me, and I want it now. Those can be challenged only with some of our oldest and best values—enough is enough, we are in it together, and thinking not just for tomorrow but for future generations. Jim Wallis shows that the solution to our problems will be found only as individuals, families, friends, churches, mosques, synagogues, and entire communities wrestle with the question of values together.

This unique and timely book, edited by Michael J. Austin, introduces and connects social justice to the core values of social work across the curriculum. It presents the history and philosophy that supports social justice and ties it to ethical concepts that will help readers understand social justice as a core social work value. The book further conveys the importance of amplifying client voice; explores organization-based advocacy; and describes how an understanding of social justice can inform practice and outlines implications for education and practice.

This provocative anthology addresses the plight of the human spirit in modern business.

When well-designed institutions function properly, people thrive. Few institutions have been more ingeniously designed than the U.S. federal government via the Constitution in 1787. This auspicious beginning more than two centuries ago helps explain why the U.S. remains a magnet for opportunity seekers, students, entrepreneurs, dissidents, and persecuted believers. Yet for decades now, America’s federal government has been underperforming. Social Security and Medicare face looming insolvency. The federal government’s “war on poverty” has failed to “end poverty” and arguably made it worse. In 2012, the United States Postal Service lost more money than the nation spent on the State Department, and Amtrak has lost money every year since being created in 1971. How can an enduring institution, so thoughtfully crafted, now produce such poor results? The federal government has grown so much because it serves a new and different vision, American Progressivism. American Progressives believed that democratically elected, public-minded federal politicians and employees could use federal programs to solve the nation’s greatest problems in a way no other American institution could. This idea justified the federal government’s massive expansion: today, the federal government runs over 1,500 programs and employs over 5% of the U.S. workforce. Yet federal results do not match Progressive expectations. Three key problems – “windfall politics”, “the government surcharge”, and “complexity failure” – overlooked by American Progressives explain the federal government’s consistent failures. American Progressive’s rosy-eyed view of human nature and political institutions have not been borne out by the evidence. In an era of substantial political fermentation and debate, rediscovering and re-applying American Republicanism represents the best path forward for the United States. The federal government should retain many necessary responsibilities but turn over those where it has failed – for social welfare, federally provided services, and retirement savings among others – to the country’s state governments, civil society, and individual citizens respectively.

Authentic Leadership provides a framework for leaders to understand their purpose in leading, from a seasoned CEO who has truly been there. It focuses on the crucibles of experience through which leaders come to know who they are and solidify what they stand for. It speaks to leaders who want to lead with heart and compassion for those they serve. Purpose, values, relationships, self-discipline, and heart -- these are the five qualities George develops in the book.