The fact is, because they're the ones actually doing the day-to-day work front-line employees see a great many problems and opportunities that their managers don't. But most organizations do very poorly at tapping into this extraordinary potential source of revenue-enhancing, savings-generating ideas. Ideas Are Free sets out a roadmap for totally integrating ideas and idea management into the way companies are structured and operate. Alan Robinson and Dean Schroeder draw on their ten years experience with more than three hundred organizations in fifteen countries to show precisely how to design a system to take advantage of this virtually free, perpetually renewing font of innovation. Robinson and Schroeder deal with two fundamental principles of managing ideas that are highly counterintuitive - the importance of going after small ideas rather than big ones, and the problems with the most common reward schemes and how to avoid them. They describe how to make ideas part of everyone's job, and how to set up and run an effective process for handling ideas-how to take a good idea system and make it great. And they show how good idea systems have a profound impact on an organization's culture. At the end of each chapter they provide "Guerrilla Tactics for the Idea Revolutionary", actions to promote ideas that any manager can take on his or her own authority, and that require little or no resources.
“Examples from all over the world make it fun to read…convincingly demonstrate[s] the power of incorporating frontline thinking into your organization.” —Marshall Goldsmith, #1 New York Times-bestselling author of Triggers Too many organizations overlook, or even suppress, their single most powerful source of growth and innovation—and it’s right under their noses. The frontline employees who interact directly with your customers, make your products, and provide your services have unparalleled insights into where problems exist and what improvements and new offerings would have the most impact. In this follow-up to their bestseller Ideas Are Free, Alan G. Robinson and Dean M. Schroeder show how to align every part of an organization around generating and implementing employee ideas and offer dozens of examples of what a tremendous competitive advantage this can offer—not just for revenue but for worker retention. Their advice enables leaders to build organizations capable of implementing twenty, fifty, or even a hundred ideas per employee per year. Citing organizations from around the world, they explain what’s needed to put together a management team that embraces grassroots ideas and describe the strategies, policies, and practices that enable them. They detail exactly how high-performing idea processes work and how to design one for your organization. There’s pressure today to do more with less. But cutting wages and benefits and pushing people to work harder with fewer resources can go only so far. Ironically, the best solution resides with the very people who’ve been bearing the brunt of these measures. With this book, you can unleash a constant stream of great ideas that will strengthen every facet of your organization.
This book is a comprehensive guide to an exciting new approach that managers at any level can use to transform their corners of government. Whether people want more government or less, everyone wants an efficient government. Traditional thinking is that this requires a government to be run more like a business. But a government is not a business, and this approach merely replaces old problems with new ones. In their six-year, five-country study of seventy-seven government organizations-ranging from small departments to entire states-Alan Robinson and Dean Schroeder found that the predominant private-sector approaches to improvement don't work well in the public sector, while practices that are rare in the private sector prove highly effective. The highest performers they studied had attained levels of efficiency that rivaled the best private-sector companies. Rather than management making the improvements, as is the norm in the private sector, these high-performers focused on front-line-driven improvement, where most of the change activity was led by supervisors and low-level managers who unleashed the creativity and ideas of their employees to improve their operations bit by bit every day. You'll discover how Denver's Department of Excise and Licenses reduced wait times from an hour and forty minutes to just seven minutes; how the Washington State Patrol garage tripled its productivity and became a national benchmark; how a K8 school in New Brunswick, Canada, boosted the percentage of students reading at the appropriate age level from 22 percent to 78 percent; and much more.
Based on extensive research with hundreds of companies around the world and in every major field, this practical book shows how to draw the most useful ideas from frontline employees and, in the process, significantly improve the atmosphere--and success quotient--of any organization.
This book is a comprehensive guide to an exciting new approach that managers at any level can use to transform their corners of government. Whether people want more government or less, everyone wants an efficient government. Traditional thinking is that this requires a government to be run more like a business. But a government is not a business, and this approach merely replaces old problems with new ones. In their six-year, five-country study of seventy-seven government organizations-ranging from small departments to entire states-Alan Robinson and Dean Schroeder found that the predominant private-sector approaches to improvement don't work well in the public sector, while practices that are rare in the private sector prove highly effective. The highest performers they studied had attained levels of efficiency that rivaled the best private-sector companies. Rather than management making the improvements, as is the norm in the private sector, these high-performers focused on front-line-driven improvement, where most of the change activity was led by supervisors and low-level managers who unleashed the creativity and ideas of their employees to improve their operations bit by bit every day. You'll discover how Denver's Department of Excise and Licenses reduced wait times from an hour and forty minutes to just seven minutes; how the Washington State Patrol garage tripled its productivity and became a national benchmark; how a K8 school in New Brunswick, Canada, boosted the percentage of students reading at the appropriate age level from 22 percent to 78 percent; and much more.
In their much-anticipated sequel to the bestseller Ideas Are Free (over 50,000 copies sold), Alan Robinson and Dean Schroeder explain that employee ideas are no longer a "nice-to-have" but rather the very lifeblood of competitiveness, culture, and strategy. Their new book shows how to align every part of the organization around generating and implementing ideas at the front line.
I am very pleased and privileged to write a short foreword for the monograph of Dean Driebe: Fully Chaotic Maps and Broken Time Symmetry. Despite the technical title this book deals with a problem of fundamental importance. To appreciate its meaning we have to go back to the tragic struggle that was initiated by the work of the great theoretical physicist Ludwig Boltzmann in the second half of the 19th century. Ludwig Boltzmann tried to emulate in physics what Charles Darwin had done in biology and to formulate an evolutionary approach in which past and future would play different roles. Boltzmann's work has lead to innumerable controversies as the laws of classical mechanics (as well as the laws of quan tum mechanics) as traditionally formulated imply symmetry between past and future. As is well known, Albert Einstein often stated that "Time is an illusion". Indeed, as long as dynamics is associated with trajectories satisfy ing the equations of classical mechanics, explaining irreversibility in terms of trajectories appears, as Henri Poincare concluded, as a logical error. After a long struggle, Boltzmann acknowledged his defeat and introduced a probabil ity description in which all microscopic states are supposed to have the same a priori probability. Irreversibility would then be due to the imperfection of our observations associated only with the "macroscopic" state described by temperature, pressure and other similar parameters. Irreversibility then appears devoid of any fundamental significance. However today this position has become untenable.
The Handbook of Research Methods in Abnormal and Clinical Psychology presents a diverse range of areas critical to any researcher or student entering the field. It provides valuable information on the foundations of research methods, including validity in experimental design, ethics, and statistical methods. The contributors discuss design and instrumentation for methods that are particular to abnormal and clinical psychology, including behavioral assessment, psychophysiological assessment and observational methods. They also offer details on new advances in research methodology and analysis, such as meta-analysis, taxometric methods, item response theory, and approaches to determining clinical significance. In addition, this volume covers specialty topics within abnormal and clinical psychology from forensic psychology to behavior genetics to treatment outcome methods.
When Congress Makes a Joke is an engaging look at the intentional use of humor by members of Congress, exploring their humor as political communication. Highlighting several politicians noted for their use of humor--including Senators Robert Dole and Alan Simpson and Representatives Patricia Schroeder and Barney Frank, among others--this intriguing book features original personal interviews with the Congress members, allowing them to talk about their own (and others') use of humor in political ways. Yarwood also includes theories of humor as communication, a historical look at humor in Congress, the function of telling humorous stories, and the role of humor in the integration of African American and women members into the institution of Congress. Readers will find When Congress Makes a Joke an enjoyable, accessible view into humor's place in political communication--how it is created, how it is used, and what consequences may stem from it.
No other book on the subject Chronic diseases, especially those associated with poor nutrition, obesity, and addiction have grown to epidemic proportion in many poor and minority populations Covers all essential topics, including Navigating Language Barriers, Understanding Disability, Patient Education, Substance Abusers, the Care of Gay and Lesbian Patients, Reproductive Issues in Poor Women, and much more
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