The market for business knowledge is booming as companies looking to improve their performance pour millions of pounds into training programmes, consultants, and executive education. Why then, are there so many gaps between what firms know they should do and waht they actual do? This volume confronts the challenge of turning knowledge about how to improve performance into actions that produce measurable results. The authors identify the causes of this gap and explain how to close it.

So often as leaders we look for solutions outside of ourselves or our teams, hoping it is better than what we can come up with. Sometimes when we find none, we give up. We give up on the pure potentiality of how we can improve things ourselves. With World Economic Forum Global Risks Reports looking bleaker year-on-year, with more interconnected risks than ever, it is time to turn inward and take grounded action with all that we have instead. This book provides an approach called dignity. It is a seven step creative problem-solving process that believes answers to our complex wicked problems are within and around us. We just need to work better, together. Visit www.goalweaver.biz for more information.

This volume is the outcome of the NATO Advanced Research Workshop on Time, Action and Cognition. which was held in Saint-Malo, France, in October 1991. The theme - time in action and cognition of time - was sparked by growing awareness in informal meetings between mostly French-speaking time psychologists of the need to bring together time specialists in the areas of development, motor behavior, attention, memory and representations. The workshop was designed to be a forum where different theoretical points of view and a variety of empirical approaches could be presented and discussed. Time psychologists tended to draw conclusions restricted to their specific fields of interest. From our own experience, we felt that addressing a common issue - possible relationships between time in action and representations of time - could lead to a more comprehensive approach. We are endebted to NATO for allowing us to bring this idea to fruition. We take this opportunity as well to express our thanks to Cognisciences ( Cognisud section) -- an active interdisciplinary research organization - for its financial backing and the CNRS for its scientific support.

"It is not thought as such that can move anything, but thought which is for the sake of something and is practical." This discerning insight, which dates back more than 2000years to Aristotle, seems to have been ignored by most psycholo gists. For more than 40years theories of human action have assumed that cogni tion and action are merely two sides of the same coin. Approaches as different as S-O-R behaviorism,social learning theory, consistency theories,and expectancy value theories of motivation and decision making have one thing in common: they all assume that "thought (or any other type of cognition) can move any thing," that there is a direct path from cognition to behavior. In recent years, we have become more and more aware of the complexities in volved in the relationship between cognition and behavior. People do not always do what they intend to do. Aside from several nonpsychological factors capable of reducing cognition-behavior consistency, there seems to be a set of complex psychological mechanisms which intervene between action-related cognitions, such as beliefs, expectancies, values, and intentions,and the enactment of the be havior suggested by those cognitions. In our recent research we have focused on volitional mechanismus which presumably enhance cognition-behavior consistency by supporting the main tenance of activated intentions and prevent them from being pushed aside by competing action tendencies.

The 10th Anniversary Edition of the Leadership Classic The surprisingly common sense approach to leading a global company, based on a theoretical framework first used by the nineteenth-century Prussian Army. For over a decade the approach known as 'mission command' has been taught at the leading HULT Ashridge International Business School and has been applied in transforming businesses as diverse as pharmaceuticals and F1 racing. What do you want me to do? This question is the enduring management issue, a perennial problem that Stephen Bungay shows has an old solution that is counter-intuitive and yet highly practical. The Art of Action is a thought-provoking and fresh look at how managers can turn planning into execution, and execution into results. Drawing on his experience as a consultant, senior manager and a highly respected military historian, Stephen Bungay takes a close look at the army which built its agility on the initiative of its highly empowered junior officers, to show business leaders how they can build more effective, productive organizations.

We like to think of ourselves, our friends, and our families as pretty decent people. We may not be saints, but we are basically good, fairly honest, relatively kind, and mostly trustworthy. 0One of the central themes of 'The Character Gap' is that we are badly mistaken in thinking this way. In recent years, hundreds of psychological studies have been done which tell a rather different story. We have serious character flaws that prevent us from being good people, many of which we do not even recognize in ourselves. Does this mean that instead we are wretched people, vicious, cruel or hateful? Christian Miller does not argue that this is necessarily the case either.

A sweeping leadership framework to institute clear and intentional actions throughout your organization so that people of all racial backgrounds are empowered to lead, collaborate, and excel at work. The Diversity Gap is a fearless, groundbreaking guide to help leaders at every level shatter the barriers that are causing diversity efforts to fail. Combining real-world research with honest first-person experiences, racial justice facilitator Bethaney Wilkinson provides leaders a replicable structure to foster a diverse culture of belonging within your organization. With illuminating and challenging insights on every page, you will: Better understand today’s racial climate and its negative impact on your organization and team; Be equipped to shift your organizational culture from one that has good intentions for “diversity” to one that addresses systemic barriers to all employees thriving at work; and Be emboldened to participate in creating an organizational culture where people from various racial backgrounds are growing in their purpose, making their highest contributions, and collaborating effectively towards greater impact at work and in the world. Ultimately, The Diversity Gap is the quantum shift between well-intentioned organizational diversity programs that do little to move the needle and a lasting culture of equity and belonging that can transform your organization and outpace your industry.