Consilience Leadership introduces business leaders to the multitude of ways that science in all its forms is helping to transform the art of leadership into the science of leadership. What do Osama Bin Laden's death, April's deadly tornados in the southern US, the "Arab Spring," and recent comments from the US Coast Guard and others about the Deepwater Disaster all have in common? They all are examples of what leaders can learn from Consilience Leadership. Cook demonstrates how lessons learned from Highly Reliable Organization theory, behavioral economics, neuroscience and other disciplines are helping us understand how to better deal with terrorism and Katrina-like disasters. You and your organization can learn to better anticipate and avoid political and other disasters by reading Gary Cook's new book.

A bestseller--more than 300,000 copies sold, translated into seventeen languages, and featured in the Los Angeles Times, Washington Post, Miami Herald, Harvard Business Review, Fast Company, and Fortune; Shows how discoveries in quantum physics, biology, and chaos theory enable us to deal successfully with change and uncertainty in our organizations and our lives; Includes a new chapter on how the new sciences can help us understand and cope with some of the major social challenges of our timesWe live in a time of chaos, rich in potential for new possibilities. A new world is being born. We need new ideas, new ways of seeing, and new relationships to help us now. New science--the new discoveries in biology, chaos theory, and quantum physics that are changing our understanding of how the world works--offers this guidance. It describes a world where chaos is natural, where order exists ''for free.'' It displays the intricate webs of cooperation that connect us. It assures us that life seeks order, but uses messes to get there.Leadership and the New Science is the bestselling, most acclaimed, and most influential guide to applying the new science to organizations and management. In it, Wheatley describes how the new science radically alters our understanding of the world, and how it can teach us to live and work well together in these chaotic times. It will teach you how to move with greater certainty and easier grace into the new forms of organizations and communities that are taking shape.

This book represents the first comprehensive investigation of the role of emotional intelligence in promoting innovation in the organizational context. Offering emerging insights into the human side of innovation. This book highlights how it has become strategically important for firm innovativeness to identify and evaluate those behavioral competencies that enable entrepreneurs and professionals to generate different types of innovation (product, process, marketing, organizational and strategic innovation). It illustrates a classification of behavioral competencies for innovation and provides empirical evidence collected through the application of the competency-based methodology to a sample of entrepreneurs and new product development teams. This book provides practical policy and managerial implications on how to develop and evaluate behavioral competencies in the higher education and organizational settings in order to foster individual innovation capacity.

In his new book, Dr. Heemsbergen shows that the best insights into leadership can come not from what leaders are thinking, but from how leaders think. The author suggests a fresh approach to how leaders can think, and describes the necessary processes and tools required to improve the leader's capability in volatile and complex times. Leveraging extensive research findings and observations, the author makes some unexpected connections between: brain research and how leaders think; the artistic process; our knowledge of the nonconscious; and leadership development. Heemsbergen, a psychologist, university lecturer and developer of leaders has developed new powerful metaphor tools from artistic practice and brain research to help leaders probe deeply into their perceptions, thoughts and emotions and uncover those things that they don't even know, they don't know. There is much that goes on in the mind that we're not aware of, and most of what influences what leaders say and do occurs below the water line of the iceberg at the nonconscious level. That's why need new methods, techniques and tools are required to get at what leaders don't know they know. Leaders also need to develop a "beginner's mind", become better sensors and see things with fresh eyes. Much of what leaders do in organizations is based on the idea of finding the right answer to a question. Unfortunately it is often assumed there is only one right answer, and we do not need to think about the topic further. In real life, much of what is known is in a state of flux, waiting for a new bit of evidence to modify the knowledge. To assist leaders in becoming more effective the author has developed methods and tools based on neuropsychology, psychoanalysis, and artistic practice. He calls it the (H-SAT), the Heemsbergen Sensory Awareness Tools. These tools assist in: uncovering the mental models that guide leadership behavior, illuminating leadership blindspots, and improving leadership decision making capability. Heemsbergen concludes, "the eye, ear and body have been the most important tools for the gathering of information since the dawn of time. Using time tested methods of artistic practice in combination with breakthroughs in brain research opens the possibility for uncovering hidden leadership talent to deal more effectively with a complex and volatile world."

Leadership. Creativity. Innovation. When you put it all together, EVERYTHING CONNECTS. The constant cascade of new technologies and social changes is creating a more empowered population. Workforces are increasingly dispersed, demanding of self-expression, and quite possibly disengaged. Within this topsy-turvy context, leaders must spark creativity, drive innovation, and ensure sustainability. What are the remedies? The newest problems of the world find solutions in the oldest and time-less practices such as mindfulness, authenticity, and perseverance—because Everything Connects. Everything Connects is a kaleidoscopic view of the way humans—by being able to think out of the box—have been able to achieve greatness for themselves, their organizations, and the world at large. It is your step-by-step guide for working with yourself and others—for meaningful success. Using real-life practical experiences, serial entrepreneur and thought leader Faisal Hoque teams up with journalist Drake Baer to provide a personal and professional playbook that shows how to: Holistically connect the “when” and “what” with who you are Inspire and lead inside and outside of your organization Generate ideas, grounded decisions, and long-term value Part philosophy, part business, and part history, Everything Connects offers the wisdom of 2,500-year-old Eastern philosophies and the interconnected insights of Leonardo da Vinci. Couple that with Fortune 100 corporate cross pollination for creativity and startup thinking for how to adapt with ease, and you’ll quickly discover that Everything Connects. This isn’t just a quick fix for your next financial quarter; this is how you succeed in the long run. It is a systemization of the best practices of spirituality and entrepreneurship—loaded with knowledge, humor, and humanity.

In this book, Otto Scharmer invites us to see the world in new ways. Fundamental problems, as Einstein once noted, cannot be solved at the same level of thought that created them. What we pay attention to, and how we pay attention - both individually and collectively - is key to what we create. What often prevents us from "attending" is what Scharmer calls our "blind spot," the inner place from which each of us operates. Learning to become aware of our blind spot is critical to bringing forth the profound systemic changes so needed in business and society today. First introduced in Presence, the "U" methodology of leading profound change is expanded and deepened in Theory U. By moving through the "U" process we learn to connect to our essential Self in the realm of presencing - a term coined by Scharmer that combines the present with sensing. Here we are able to see our own blind spot and pay attention in a way that allows us to experience the opening of our minds, our hearts, and our wills. This wholistic opening constitutes a shift in awareness that allows us to learn from the future as it emerges, and to realize that future in the world. Theory U explores a new territory of scientific research and personal leadership, one that is grounded in real life experience and shared practices. Scharmer shares much from his own personal and professional development, and draws from a rich diversity of compelling stories and examples. --book jacket.

M. C. Roco and W.S. Bainbridge In the early decades of the 21st century, concentrated efforts can unify science based on the unity of nature, thereby advancing the combination of nanotechnology, biotechnology, information technology, and new technologies based in cognitive science. With proper attention to ethical issues and societal needs, converging in human abilities, societal technologies could achieve a tremendous improvement outcomes, the nation's productivity, and the quality of life. This is a broad, cross cutting, emerging and timely opportunity of interest to individuals, society and humanity in the long term. The phrase "convergent technologies" refers to the synergistic combination of four major "NBIC" (nano-bio-info-cogno) provinces of science and technology, each of which is currently progressing at a rapid rate: (a) nanoscience and nanotechnology; (b) biotechnology and biomedicine, including genetic engineering; (c) information technology, including advanced computing and communications; (d) cognitive science, including cognitive neuroscience. Timely and Broad Opportunity. Convergence of diverse technologies is based on material unity at the nanoscale and on technology integration from that scale.