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Imagine an organizational model for church leadership that enables
the entire team to unleash their full potential. The joy and vigor
coming from a collective strength, intelligence, and skill in the
community of leaders not only brings greater potency but better
yields for your ministry. What would it be like to see this kind of
healthy leadership reproduced into the second, third, and fourth
generation, on multiple strands? Leveraging the metaphor Ori
Brafman popularized in his NYT best-selling book, The Starfish and
the Spider, Rob Wegner, Lance Ford, and Alan Hirsch show: How to
take a close look at your church's organizational structure and how
to adapt instead of simply adopt a certain kind of structural
approach. How churches can function without a rigid central
authority, making them nimbler in reacting to external forces. How
seeding starfish networks inside today's churches will prepare the
church of tomorrow to be agile while maintaining the accountability
to be effective. The Starfish and the Spirit is about creating a
culture where church leaders view themselves as curators of a
community on a mission, not the source of certainty for every
question and project. It's about creating a team of humble leaders
"in the middle" of the church, not at the top--leaders who
naturally reproduce multiple generations of leaders, from the
middle out.
You know the feeling. You meet someone new--at a party or at
work--and you just hit it off. There is an instant sense of
camaraderie.
In a word, you "click."
From the bestselling authors of "Sway, ""Click "is a fascinating
psychological investigation of the forces behind what makes us
click with certain people, or become fully immersed in whatever
activity or situation we're involved in.
From two co-workers who fall head over heels for each other while
out to dinner and are married a month later (and fifteen years
later remain just as in love), to a team of scientists who changed
the world with the magic of their invention, these kinds of peak
experiences, when our senses are completely focused on the moment,
are something that individuals--and companies--strive to achieve.
After all, when you're in the "zone," you're happier and more
productive. Why is it that we click in certain situations and with
certain people, but not with others? Can this kind of magical
connection be consciously encouraged? Is there a way to create such
peak experiences, whether on a date or in your job?
According to Ori and Rom Brafman, there is." "
In a powerful, story-driven narrative that weaves together
cutting-edge research in psychology and sociology, the Brafmans
explore what it means to "click" the common factors present when
our brain and senses are fully engaged. They identify five
"accelerators" that increase the likelihood of these kinds of magic
connections in our work and relationships.
From actors vying for a role on a popular TV series to police
officers negotiating with hostage takers, we learn how one can
foster an environment where we can click with another person and
shape our thinking, behavior, and emotions.
A fascinating journey into how we engage with the world around us,
"Click "will transform our thinking about those moments when we are
in the zone and everything seems to fall into place.
Acclaim for "Sway"
"A provocative new book about the psychological forces that lead us
to disregard facts or logic and behave in surprisingly irrational
ways." -"New York Times"
"A unique and compulsively readable look at unseen behavioral
trends." -"Fortune
"
"A breathtaking book that will challenge your every thought, "Sway"
hovers above the intersection of "Blink" and "Freakonomics.""--Tom
Rath, coauthor of the "New York Times" #1 bestseller "How Full Is
Your Bucket?
"
" An] engaging journey through the workings--and failings--of the
mind...Their stories of senselessness...are as fascinating as the
lessons we learn from them." -"Fast Company
"
"Count me swayed--but in this instance by the pull of entirely
rational forces. Ori and Rom Brafman have done a terrific job of
illuminating deep-seated tendencies that skew our behavior in ways
that can range from silly to deadly. We'd be fools not to learn
what they have to teach us."--Robert B. Cialdini, author of "New
York Times "bestseller "Influence
"
"If you think you know how you think, you'd better think again Take
this insightful, delightful trip to the sweet spot where economics,
psychology, and sociology converge, and you'll discover how our
all-too-human minds actually work."--Alan M. Webber, founding
editor of "Fast Company"
"From the Hardcover edition."
A WALL STREET JOURNAL BEST-SELLING BOOK
NAMED BY THE WASHINGTON POST AS ONE OF THE 11 LEADERSHIP BOOKS TO READ IN 2018
Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership examines today’s leadership landscape and describes the change it demands of leaders. Dempsey and Brafman persuasively explain that today’s leaders are in competition for the trust and confidence of those they lead more than ever before. They assert that the nature of power is changing and should not be measured by degree of control alone. They offer principles for adaptation and bring them to life with examples from business, academia, government, and the military.
In building their argument, Dempsey and Brafman introduce several concepts that illuminate both the vulnerability and the opportunity in leading today:
Radical Inclusion. Fear of losing control in our fast-paced, complex, highly scrutinized environment is pushing us toward exclusion―exactly the wrong direction. Leaders should instead develop an instinct for inclusion. The word “radical” emphasizes the urgency of doing so.
The Era of the Digital Echo. The speed and accessibility of information create “digital echoes” that make facts vulnerable, eroding the trust between leader and follower.
Relinquishing Control to Preserve Power. Power and control once went hand in hand, but no longer. In today’s environment, control is seductive but unlikely to produce optimum, affordable, sustainable solutions. Leaders must relinquish and share control to build and preserve power.
The principles discussed in Radical Inclusion are memorable and the book is full of engaging stories. From a young vegan’s confrontation with opponents in Berkeley to a young lieutenant’s surprising visitor during the Cold War, from a reflection on the significance of Burning Man to a discussion of challenges faced in the Situation Room, Radical Inclusion will provide you with leadership tools to address real leadership challenges.
A fascinating journey into the hidden psychological influences that
derail our decision-making, "Sway "will change the way you think
about the way you think.
Why is it so difficult to sell a plummeting stock or end a doomed
relationship? Why do we listen to advice just because it came from
someone "important"? Why are we more likely to fall in love when
there's danger involved? In "Sway," renowned organizational thinker
Ori Brafman and his brother, psychologist Rom Brafman, answer all
these questions and more.
Drawing on cutting-edge research from the fields of social
psychology, behavioral economics, and organizational behavior,
"Sway" reveals dynamic forces that influence every aspect of our
personal and business lives, including loss aversion (our tendency
to go to great lengths to avoid perceived losses), the diagnosis
bias (our inability to reevaluate our initial diagnosis of a person
or situation), and the "chameleon effect" (our tendency to take on
characteristics that have been arbitrarily assigned to us).
"Sway" introduces us to the Harvard Business School professor who
got his students to pay $204 for a $20 bill, the head of airline
safety whose disregard for his years of training led to the
transformation of an entire industry, and the football coach who
turned conventional strategy on its head to lead his team to
victory. We also learn the curse of the NBA draft, discover why
interviews are a terrible way to gauge future job performance, and
go inside a session with the Supreme Court to see how the world's
most powerful justices avoid the dangers of group dynamics.
Every once in a while, a book comes along that not only challenges
our views of the world but changes the way we think. In "Sway, "
Ori and Rom Brafman not only uncover rational explanations for a
wide variety of irrational behaviors but also point readers toward
ways to avoid succumbing to their pull.
Decentralisation isn't easy for people who are used to the classic
chain of commerce organisation. But as readers will learn through
this book's fascinating stories - ranging from the music business
to geopolitics - it can be a very dangerous trend to ignore.
A fascinating journey into the hidden psychological influences that
derail our decision-making, "Sway "will change the way you think
about the way you think.
Why is it so difficult to sell a plummeting stock or end a doomed
relationship? Why do we listen to advice just because it came from
someone "important"? Why are we more likely to fall in love when
there's danger involved? In "Sway," renowned organizational thinker
Ori Brafman and his brother, psychologist Rom Brafman, answer all
these questions and more.
Drawing on cutting-edge research from the fields of social
psychology, behavioral economics, and organizational behavior,
"Sway" reveals dynamic forces that influence every aspect of our
personal and business lives, including loss aversion (our tendency
to go to great lengths to avoid perceived losses), the diagnosis
bias (our inability to reevaluate our initial diagnosis of a person
or situation), and the "chameleon effect" (our tendency to take on
characteristics that have been arbitrarily assigned to us).
"Sway" introduces us to the Harvard Business School professor who
got his students to pay $204 for a $20 bill, the head of airline
safety whose disregard for his years of training led to the
transformation of an entire industry, and the football coach who
turned conventional strategy on its head to lead his team to
victory. We also learn the curse of the NBA draft, discover why
interviews are a terrible way to gauge future job performance, and
go inside a session with the Supreme Court to see how the world's
most powerful justices avoid the dangers of group dynamics.
Every once in a while, a book comes along that not only challenges
our views of the world but changes the way we think. In "Sway, "
Ori and Rom Brafman not only uncover rational explanations for a
wide variety of irrational behaviors but also point readers toward
ways to avoid succumbing to their pull.
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