Toni Ronnow-Rasmussen explores the distinction between what is finally good and what is finally good-for: he argues that these two value notions are equally important in ethics and practical deliberation. His analysis challenges the widespread idea that there are no genuine practical and moral dilemmas.

"A polemic on the state of black America that argues that we don't yet live in a post-racial society"--

Bridging the Values Gap Business has a values problem. It's not just spectacular public scandals like Enron (which, incidentally, had a great corporate values statement). Many companies fail to live up to the standards they set for themselves, alienating the public and leaving employees cynical and disengaged—resulting in lower productivity, less innovation, and sometimes outright corruption. The reason, argue top scholars and consultants Edward Freeman and Ellen Auster, is that all too often values are handed down from on high, with little employee input, discussion, or connection to the challenges and opportunities facing the organization. Although the words may be well-intentioned, they aren't reflected in the everyday practices, policies, and processes of the organization. This practically invites disconnects between intention and reality. To bridge this gap between the “talk” and the “walk”, Freeman and Auster provide a process through which organizations can collectively surface deeply held values that truly resonate with everyone, from top to bottom. Their Values Through Conversation (VTC) process focuses on four key types of values conversations: introspective (reflecting on ourselves and how we do things in the organization), historical (exploring our understanding of our past and how it impacts us), connectedness (creating a strong community where we work well together), and aspirational (sharing our hopes and dreams). By developing values through discussions—casual or formal, one-on-one or in groups—VTC ensures that values are dynamic and evolving, not static words on a wall or a website. Freeman and Auster offer advice, real-world examples, and sample questions to help you create values that are authentic and embraced because they are rooted in the lived experience of the organization.

Toni Ronnow-Rasmussen explores the distinction between what is finally good and what is finally good-for: he argues that these two value notions are equally important in ethics and practical deliberation. His analysis challenges the widespread idea that there are no genuine practical and moral dilemmas.

In The Value Gap, Toni Rønnow-Rasmussen addresses the distinction between what is finally good and what is finally good-for, two value notions that are central to ethics and practical deliberation. The first part of the book argues against views that claim that one of these notions is either faulty, or at best conceptually dependent on the other notion. Whereas these two views disagree on whether it is good or good-for that is the flawed or dependent concept, it is argued, as against both approaches, that goodness and goodness-for are independent value notions that cannot be fully understood in terms of one another. The second part provides an analysis of good and good-for in terms of a fitting-attitude analysis. By elaborating a more nuanced understanding of the key elements of this analysis—reasons and pro-attitudes—Rønnow-Rasmussen challenges the widespread idea that there are no genuine practical and moral dilemmas. The result is that the gap between favouring for a reason what is good and favouring for a reason what is good for someone appears insurmountable.

"In this project, Courtney Brannon Donoghue follows female-driven film projects ("starring, written, produced, and/or directed by women") and the women creating them from pitch to premiere, looking at all the unique challenges they face along the way. She focuses on the ways that industry lore (e.g., "female-led movies don't make money" or "female directors don't have the experience (or desire) to direct big-budget action blockbusters") and established business practices serve to limit women's options or co-opt their stories, using a wide range of research, from conducting extensive interviews and participant observation to engaging with marketing materials, trade publications, and industry studies. She began her research in 2016, shortly before the #MeToo movement dramatically changed the public conversation, which has allowed her to give readers a front-row seat to this hopefully transformative moment in the industry. Throughout, she aims "to connect larger conversations about the industry's historic gendered division of labor and changing notions of 'women's work' to the lived experiences of film professionals negotiating larger structural barriers alongside changing institutional cultures.""--

People don't buy from people they like. No! Your buyer doesn't care about you or your product or service. It's not your job to overcome objections, it's your buyer's. Closing isn't a skill of good salespeople; it's the skill of weak salespeople. Price isn't the main reason salespeople lose the sale. Gap Selling shreds traditional and closely held sales beliefs that have been hurting salespeople for decades. For years, salespeople have embraced a myriad of sales tactics and belief systems that have unknowingly created many of the issues they have been trying to avoid such as: long sales cycles, price objections, no decision, prospects going dark, last minute feature requests, and more. Success at sales requires more than a set of tactics. Salespeople need to understand the game of sales, how sales works, and what the buyer is going through in order to make the decision to buy (change) or not to buy (not change). Gap Selling is a game-changing book designed to raise the sales IQ of selling organizations around the world. In his unapologetic and irreverent style, Keenan breaks down the tired old sales myths causing today's frustrating sales issues, to highlight a deceptively powerful new way to connect with buyers. Today's sales world is littered with glorified order takers, beholden to a frustrated buyer, unable to influence the sale and create value. Gap Selling flips the script and creates salespeople with immense influence at every stage of the buying process, capable of impacting the sales metrics that matter: Shorter Sales Cycles Increased Revenue Elevated Deal Values Higher Win Rates Fewer No Decisions More Leads And Happier Buyers Gap Selling elevates the sales world's selling IQ and turns sales order takers into sales influencers.