Today's global, complex, and disruptive business environment demands companies to make their organizations more adaptive and agile. It's imperative that organizations upskill their personnel and set their culture intentionally. The companies that develop this culture right will have an incredible, competitive advantage. Leading change is everybody's job; nobody can do it alone. A systemic and collaborative approach is needed: a we culture mentality. The We Culture book will help you create a culture in the future of work to increase employee engagement, agility, quality and innovation through the 12-skills CARE model for hybrid workplaces. You will find: Real-life examples and interviews with company leaders Hands-on exercises in every chapter Opportunities for blended learning with the We Culture platform including videos, blogs, and audio content We Culture is an invitation to co-create a culture of conscious teamwork, where we can bring our whole selves to work, while simultaneously producing more cost-effective products and services to become more customer-oriented.

Social scientists seek to develop systematic ways to understand how people make meaning and how the meanings they make shape them and the world in which they live. But how do we measure such processes? Measuring Culture is an essential point of entry for both those new to the field and those who are deeply immersed in the measurement of meaning. Written collectively by a team of leading qualitative and quantitative sociologists of culture, the book considers three common subjects of measurement—people, objects, and relationships—and then discusses how to pivot effectively between subjects and methods. Measuring Culture takes the reader on a tour of the state of the art in measuring meaning, from discussions of neuroscience to computational social science. It provides both the definitive introduction to the sociological literature on culture as well as a critical set of case studies for methods courses across the social sciences.

The 'job system' for organizing work has only existed for around 200 years - since the industrial revolution. Always problematic, it now approaches collapse, and what follows, either for good or ill, depends on decisions made and executed in current times. Many people are filled with dismay, and turn for succor to political opportunists. Prescient of the looming disaster, Frithjof Bergmann began to devise alternatives to the job system in the 1970s. He started with the fostering of dialogue, about ameliorating the impacts of layoffs in times of recession, among the workforce in the auto industry and community, in Flint, Michigan. What has evolved, over years, is his proposed alternative to the job system. New Work, New Culture recounts the development of his ideas, and describes one course which humanity might follow, that all might live better lives.

Drawing on his own expertise in the humanities and on the Web, Steven Johnson not only demonstrates how interfaces - those buttons, graphics, and words on the computer screen through which we control information - influence our daily lives, but also tracks their roots back to Victorian novels, early cinema, and even medieval urban planning. The result is a lush cultural and historical tableau in which today's interfaces take their rightful place in the lineage of artistic innovation. With a distinctively accessible style, Interface Culture brings new intellectual depth to the vital discussion of how technology has transformed society, and is sure to provoke wide debate in both literary and technological circles.

An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice.

It's the twenty-first century, yet most companies maintain a twentieth century corporate culture. Despite instant communication and collaboration through wireless computers and smartphones, employers needlessly rent or own office space. Bryan Miles has a reality check for you: the future of business is virtual, and it's going to take more than technology upgrades for you to upgrade your workplace environment. In VIRTUAL CULTURE, visionary entrepreneur Bryan Miles champions the benefits of remote working, which will save your company tons of money and create an atmosphere of trust between you and your employees. Productivity comes from people completing their tasks in a timely, professional, adult manner, not from mandatory daily attendance in a sea of cubicles and offices. When you recognize and respect your employees' time inside and outside work hours, giving them the freedom to work from home, you will retain amazing talent and create a result-oriented virtual culture as a forward-thinking employer that embraces the future of work.

Internet trolls live to upset as many people as possible, using all the technical and psychological tools at their disposal. They gleefully whip the media into a frenzy over a fake teen drug crisis; they post offensive messages on Facebook memorial pages, traumatizing grief-stricken friends and family; they use unabashedly racist language and images. They take pleasure in ruining a complete stranger's day and find amusement in their victim's anguish. In short, trolling is the obstacle to a kinder, gentler Internet. To quote a famous Internet meme, trolling is why we can't have nice things online. Or at least that's what we have been led to believe. In this provocative book, Whitney Phillips argues that trolling, widely condemned as obscene and deviant, actually fits comfortably within the contemporary media landscape. Trolling may be obscene, but, Phillips argues, it isn't all that deviant. Trolls' actions are born of and fueled by culturally sanctioned impulses -- which are just as damaging as the trolls' most disruptive behaviors. Phillips describes, for example, the relationship between trolling and sensationalist corporate media -- pointing out that for trolls, exploitation is a leisure activity; for media, it's a business strategy. She shows how trolls, "the grimacing poster children for a socially networked world," align with social media. And she documents how trolls, in addition to parroting media tropes, also offer a grotesque pantomime of dominant cultural tropes, including gendered notions of dominance and success and an ideology of entitlement. We don't just have a trolling problem, Phillips argues; we have a culture problem. This Is Why We Can't Have Nice Things isn't only about trolls; it's about a culture in which trolls thrive.