Bøker av Robert I. Sutton

Scaling up excellence is the key to creating a great organisation. Scaling Up Excellence is the first management book devoted to what is - or should be - a core priority for every organisation.

'If every leader took the ideas in this book seriously, the world would be a less miserable, more productive place.' Adam Grant, author of Think AgainEvery organisation is plagued by destructive friction. Lengthy and convoluted emails, inefficient processes, and antiquated procedures can all be obstacles to excellence at work.Yet some forms of friction are incredibly useful. Often teams need to slow down, struggle and develop some bad ideas to find that rare good one. And leaders who attempt to improve workplace efficiency often make things even worse.Drawing from seven years of hands-on research, The Friction Project by bestselling authors Robert I. Sutton and Huggy Rao teaches readers how to become "friction fixers."Sutton and Rao will help you to:identify where to avert and repair bad organisational frictionacknowledge where to maintain and inject good frictionreframe friction troubles that can't be immediately fixed, so they feel less threateningrepair failing organisationsThe Friction Project is the ultimate guide to making the right things easier and the wrong things harder.'Hard to put down and easy to like, this is a business book to savour.' Tim Harford, author of The Data Detective

The definitive guide to eliminating the forces that make it harder, more complicated, or downright impossible to get things done in organizations. Find out why Adam Grant says "If every leader took the ideas in this book seriously, the world would be a less miserable, more productive place."Every organization is plagued by destructive friction. Yet some forms of friction are incredibly useful, and leaders who attempt to improve workplace efficiency often make things even worse. Drawing from seven years of hands-on research, The Friction Project by bestselling authors Robert I. Sutton and Huggy Rao teaches readers how to become "friction fixers."Sutton and Rao kick off the book by unpacking how skilled friction fixers think and act like trustees of others' time. They provide friction forensics to help readers identify where to avert and repair bad organizational friction and where to maintain and inject good friction. Then their help pyramid shows how friction fixers do their work, from reframing friction troubles they can't fix right now, so they feel less threatening, to designing and repairing organizations. The heart of the book digs into the causes and solutions for five of the most common and damaging friction troubles: oblivious leaders, addition sickness, broken connections, jargon monoxide, and fast and frenzied people and teams.Sound familiar? Sutton and Rao are here to help. They wrap things up with lessons for leading your own friction project, including linking little things to big things; the power of civility, caring, and love for propelling designs and repairs; and embracing the mess that is an inevitable part of the process (while still trying to clean it up). 'Entertaining and eminently practical' - Financial Times

Why 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 insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear--firms that turn knowledge into action avoid the "e;smart talk trap."e; Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.

The ultimate prescriptive handbook for preserving your own civility, sanity, and success when facing a business world full of unsavory people