Research in cognitive science over the last 30 years shows much of what we know about culture in the business world is based on myth, wishful thinking, outdated science, or is just plain wrong. This is why culture-shaping and change programs in organizations often amount to little more than sloganeering with minimal impact on the lived experience of employees. This book bridges the gap between the latest research on cognitive science and culture, providing a valuable guide for change leaders, CEOs, and practitioners on how to sustainably work with and change this important resource. It answers many of the major questions that have plagued culture work, such as: Why so many CEOs and management consultants preach culture change when so few culture interventions actually succeed Why CEOs persist in believing "culture starts at the top" when virtually no research in anthropology supports that claim Why most culture shaping approaches have no answer for how to affect culture in global companies Why culture doesn’t cause us to do anything, yet we persist in believing that somehow it does Why so many culture-shaping projects focus on corporate values despite the fact modern science shows why changing personal values is exceedingly difficult What we are learning about culture from the last 30 years of cognitive science gives us the foundation for far more impactful and sustainable interventions than have been possible to date. This book explains why, showing how everyday business practices well beyond HR are key to culture change. Why? Because the brain’s synaptic plasticity can only be altered through new sustained and widespread organizational habits and routines. This groundbreaking, practical guide will show you finally how to realize the full power of culture as a transformational, empowering, and competitive resource.

CHOICE 2015 Outstanding Academic TitleWhat do women academics classify as challenging, inequitable, or “hostile” work environments and experiences? How do these vary by women’s race/ethnicity, rank, sexual orientation, or other social locations?How do academic cultures and organizational structures work independently and in tandem to foster or challenge such work climates?What actions can institutions and individuals–independently and collectively–take toward equity in the academy?Despite tremendous progress toward gender equality and equity in institutions of higher education, deep patterns of discrimination against women in the academy persist. From the “chilly climate” to the “old boys’ club,” women academics must navigate structures and cultures that continue to marginalize, penalize, and undermine their success.This book is a “tool kit” for advancing greater gender equality and equity in higher education. It presents the latest research on issues of concern to them, and to anyone interested in a more equitable academy. It documents the challenging, sometimes hostile experiences of women academics through feminist analysis of qualitative and quantitative data, including narratives from women of different races and ethnicities across disciplines, ranks, and university types. The contributors’ research draws upon the experiences of women academics including those with under-examined identities such as lesbian, feminist, married or unmarried, and contingent faculty. And, it offers new perspectives on persistent issues such as family policies, pay and promotion inequalities, and disproportionate service burdens. The editors provide case studies of women who have encountered antagonistic workplaces, and offer action steps, best practices, and more than 100 online resources for individuals navigating similar situations. Beyond women in academe, this book is for their allies and for administrators interested in changing the climates, cultures, and policies that allow gender inequality to exist on their campuses, and to researchers/scholars investigating these phenomena. It aims to disrupt complacency amongst those who claim that things are “better” or “good enough” and to provide readers with strategies and resources to counter barriers created by culture, climate, or institutional structures.

Effective, sustainable cultural change requires evolution, not disruption The Corporate Culture Survival Guide is the essential primer and practical guide every organization needs. Corporate culture pioneer Edgar H. Schein breaks the concept of 'culture' down into real terms, delving into the behaviors, values, and shared assumptions that define it, and explains why culture is the central factor in an organization's success—or failure. This new third edition is designed specifically for practitioners needing to apply these practices in real-world settings, and has been updated with new coverage of globalization, technology, and managerial competencies. You'll learn how to get past subconscious bias to assess whether or not your existing culture truly serves your organization, and how to introduce change and manage the change process over time for a best-case-scenario outcome. Case studies illustrate successful change in real companies, providing models and setting the bar for dismantling dysfunctional cultures. Corporate culture begins with the founder, and evolves—or not—over time. Is your culture working for or against your organization? How can it be optimized? This book separates the truth from the nonsense to provide real-world guidance on initiating and managing cultural change. Understand when to assess your culture, and how to do it objectively Learn how cultures evolve and change over time, for better or worse Discover the reality of multiculturalism amidst the rise of globalization Evolve your culture to more effectively serve your organization Each of us is a part of many cultures—what you do, where you live, where you grew up, what you enjoy, how you live; in the workplace, many different people with many different cultures come together toward a common goal—will these cultures clash or synergize? The Corporate Culture Survival Guide shows you how to create an overarching corporate culture that gets everyone on the same page to drive your organization's success.

The business ideas and innovation philosophies of the world’s great entrepreneurs—for anyone to implement in any business Steve Jobs. Jeff Bezos. Larry Page. Sergey Brin. Zhang Ruimin. Marc Benioff. Millions of words have been written about the great entrepreneurs of the world. This book is not about describing their achievements. Nor is it about their charisma, personal trials, or their place in popular culture. We have all heard or read about them already. This book is about the entrepreneur, the thinker. It is about the grand ideas, the disruptive thoughts, the innovative underpinnings and business philosophies that gave rise to their achievements. Thank You For Disrupting: The Disruptive Business Philosophies of The World’s Great Entrepreneurs examines 20 of the most significant business leaders of our time. Author Jean-Marie Dru, himself a disruptor who coined the term decades ago, explains not only the impact these leaders have had on their own companies, but also their immense influence on the business world as a whole. Each chapter is replete with in-depth analyses, insightful comments, and personal observations from the author, including discussions covering the experimentation and platforms of Jeff Bezos, to the recruitment policies and core values of Sergey Brin and Larry Page, to the complete CSR and company activism of Paul Polman, and many more. Illustrating how the vision of a disruptive innovator can reach far beyond his or her company, this engaging book encourages and inspires readers to become disruptors in in their own businesses. The Disruptive Business Philosophies of The World’s Great Entrepreneurs is a must-read for anyone interested in the why and how behind the most significant and influential business achievements of our time.

Surf the waves of change. We are no longer an economy of products and services. The digital transformation demands that we focus our attention on experiences and outcomes. Business leaders and their organizations must shift to keeping promises—no matter how their customers interact with them. But organizations no longer control the conversation. In this era of social and mobile technology, customers, employees, suppliers, and partners are in direct communication with one another. Those personal networks and the brands they’re passionate about influence their decision making and their spending. The workforce has changed too. Employees expect to be able to determine when and how they will work, the technology they’ll use, and the values their company will espouse. Organizations can take part in this conversation only if they recognize how and where it’s happening. Resisting these changes will leave executives, managers, and their companies powerless. Organizations must pivot with and ahead of these social, organizational, and technological shifts or risk being left behind. Technology guru Ray Wang shows how organizations can surf the waves of change—how they can keep their promises. Current trends, when taken seriously, require a new way of thinking about business that includes five key areas: 1. Consumerization of technology and the new C-suite 2. Data’s influence in driving decisions 3. Digital marketing transformation 4. The future of work 5. Matrix commerce Digital disruption has changed how we do our work. But by mastering these trends you’ll delight your customers with every interaction.

Many companies make disruption their goal. They believe that if they develop the right innovation, they will disrupt their markets forever and drive the kind of growth worthy of a magazine cover story. But as bestselling author Charlene Li explains, that's not how disruption works. Disruption doesn't create growth; instead, growth creates disruption. Growth is always hard, and disruptive growth is exponentially harder. It requires companies to make tough decisions in the face of daunting uncertainties: Should we bet our company's future on next-generation customers or today's reliable ones? Should we abandon our current business model for an entirely new one? Making bold changes demands bold leadership and, often, massive cultural transformation. Over the years, Li has seen some organizations beat the odds and succeed at becoming disruptive: Adobe, ING Bank, Nokia, Southern New Hampshire University, and T-Mobile, among them. Their stories make it clear that organizations don't have to be tech start-ups or have the latest innovations to transform. What they need to do is develop a disruptive mindset that permeates every aspect of the organization. Li lays out how to do so by focusing on three elements: a strategy designed to meet the needs of future customers; leadership that creates a movement to drive and sustain transformation; and a culture that thrives on disruptive change. Drawing on interviews with some of the most audacious people driving disruptive transformation today, Li will inspire leaders at all levels to answer the call to lead disruptive transformation in their organizations, communities, and society.

Disrupting Fraternity Culture explores how young men and women perform male and female roles to "fit in" during the college or young adult years. It is arguable that many young men "perform" the role of the hegemonic male to fit in among peers, and that performing the hegemonic male is to perform acts of violence against women. This project actively examines university organizations and institutions, such as fraternities and sororities, which can encourage anti-female attitudes. All of the narratives used in this study were given willingly and given primarily by peers. The names of the individuals and the names of the fraternity and sorority houses the individuals belong to will not be revealed in this project. Fraternities and sororities are useful institutions to study because so many young men and women desire to become a part of Greek culture, and in order to fit in, may not realize that they are contributing to and maintaining an institution of violence against women. It is worthy to explore why so many young men and women choose to partake in this elective rite of passage, especially considering the mental and physical hazing men and women endure. Both men and women are telling stories and participating in rituals that objectify women, and the attitudes and behaviors conveyed in these environments are ubiquitously contributing to views on troubling violence.