Sutton uses in-depth research and analysis to show how managers can eliminate mean-spirited and unproductive behavior--while positively channeling some of the virtues of problem employees--to generate a newly productive workplace.
The market for business knowledge is booming, as companies looking to improve their performance pour billions of dollars into training programs, consultants, and executive education. Why, then, are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and ...
The best organizations have the best talent...Financial incentives drive company performance...Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management 'wisdom' isn't wise at all - but, instead, flawed knowledge based on 'best practices' that are actually poor, incomplete, or outright ...
Sutton is a sought after consultant, speaker and Stanford professor. This book brings together 11 of his proven, counter intuitive ideas that work, from hiring people that make employers squirm to encouraging projects likely to fail.
Introduces the proven rules that a company can use to promote innovation, arguing that the corporate world should hire misfits and encourage them to defy the existing culture and actively consider ideas that appear ridiculous or impractical.
When the Harvard Business Review asked Robert Sutton for suggestions for its annual list of Breakthrough Ideas, he told them that the best business practice he knew of was 'the no asshole rule'. Sutton's piece became one of the most popular articles ever to appear in the HBR. Spurred on by the fear and despair that people expressed, the tricks ...
No-one is against creativity. Everyone agrees that creativity is a very good thing in people and in companies. The creative industries are where the action is, so creativity must be a good thing. However, it's not altogether clear what creativity is, and it certainly isn't easy to work out how to encourage it, to manage it, and above all how to ...
The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management "wisdom" isnt wise at all-but instead flawed knowledge based on "best practices" that are actually poor incomplete or outright ...
En el ambito de los negocios ya se ha comprendido la importancia del aprendizaje, el capital intelectual, la capacitacion. Pero con frecuencia existe una fractura entre el saber y el hacer. Jeffrey Pfeffer y Robert I. Sutton, Prestigiosos, autores y educadores, identifican claro: solo las empresas que aplican el conocimiento a la accion son las ...
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