- Gebundene Ausgabe: 224 Seiten
- Verlag: Portfolio Hardcover (14. Mai 2009)
- Sprache: Englisch
- ISBN-10: 159184262X
- ISBN-13: 978-1591842620
- Vom Hersteller empfohlenes Alter: 18 - 17 Jahre
- Größe und/oder Gewicht: 22,4 x 15,2 x 2,5 cm
- Durchschnittliche Kundenbewertung: 4.5 von 5 Sternen Alle Rezensionen anzeigen (2 Kundenrezensionen)
- Amazon Bestseller-Rang: Nr. 211.190 in Englische Bücher (Siehe Top 100 in Englische Bücher)
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Management Rewired
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Produktbeschreibungen
Pressestimmen
Jacobs, founder of the Amherst Consulting Group and managing partner of One Eighty Partners, debunks management myths in this provocative, counterintuitive volume, demonstrating how relying on emotions-rather than logic-leads to better business decisions. Jacobs draws on the latest research showing that positive and negative reinforcement don't improve performance, quantifiable objectives cause workers to fixate on the short term and sacrifice long-term focus and certain common management practices produce the opposite of the intended effect. He examines the limitations of current organizational strategy in light of brain science, using layman's language to map out how the brain interprets experience and responds to feedback, reward and punishment. He asserts that organizations that are able to apply brain science to their businesses will have a decided advantage over the competition, and he shows how his findings can enhance performance at every level of a company. Well argued and substantiated, this book turns prevalent management theory on its head and will have lasting impact on how it is taught in business schools and implemented in organizations.
-Publisher's Weekly (Starred review)
"This is a lively and often likably eccentric book that does a solid job of surveying some sensible management practices"
- Harvard Business Review
"the book is illuminating, thanks to the author's fluent style and wide learning, which he wears lightly and brings to bear usefully"
-Fortune Small Business
"Jacobs, who has spent decades consulting for blue-chip companies, proposes a radical rethinking of management techniques...reading Management Rewired might soften the touch--and boost the effectiveness--of many a corporate drill sergeant."
--Businessweek
"[Management Rewired] raises fascinating and important questions. Managers should take them seriously."
--Stefan Stern, Financial Times
"Armed with some startling scientific data...persuasive."
--Los Angeles Times
"Noteworthy."
--Kansas City Star
"Management Rewired demonstartes that science does have a role in developing an effective management strategy. By understanding how the brain works, managers can better motivate their employees, make the workplace more enjoyable and improve business performance."
--Risk Management
-Publisher's Weekly (Starred review)
"This is a lively and often likably eccentric book that does a solid job of surveying some sensible management practices"
- Harvard Business Review
"the book is illuminating, thanks to the author's fluent style and wide learning, which he wears lightly and brings to bear usefully"
-Fortune Small Business
"Jacobs, who has spent decades consulting for blue-chip companies, proposes a radical rethinking of management techniques...reading Management Rewired might soften the touch--and boost the effectiveness--of many a corporate drill sergeant."
--Businessweek
"[Management Rewired] raises fascinating and important questions. Managers should take them seriously."
--Stefan Stern, Financial Times
"Armed with some startling scientific data...persuasive."
--Los Angeles Times
"Noteworthy."
--Kansas City Star
"Management Rewired demonstartes that science does have a role in developing an effective management strategy. By understanding how the brain works, managers can better motivate their employees, make the workplace more enjoyable and improve business performance."
--Risk Management
Kurzbeschreibung
How brain science can help us make smarter management decisions
Businesspeople are taught to make decisions with facts and logic and to avoid emotional bias. But according to the latest research, we almost never decide rationally, despite thinking that we do. Our experiences carry an emotional charge, encoded in the synapses of our neurons. And when we try to deny what our emotions tell us, we lose what we've learned from the past. That's just one of many recent discoveries that help explain why management is so challenging. As Charles Jacobs explains, much of the conventional wisdom taught to managers is not only inadequate, it produces the opposite of what is intended. The better path is frequently counterintuitive.
For example, it turns out that pay doesn't really drive performance. When we do work that's inherently engaging, the neurotransmitter dopamine is released, creating feelings of pleasure not unlike a cocaine high. But when we work primarily for money, the dopamine isn't triggered and it's harder to stay motivated.
Once we understand the lessons of neuroscience, we can create more effective strategies, inspire people to maximize their potential, and overcome the biggest hurdle to improving business performance-making change stick.
Businesspeople are taught to make decisions with facts and logic and to avoid emotional bias. But according to the latest research, we almost never decide rationally, despite thinking that we do. Our experiences carry an emotional charge, encoded in the synapses of our neurons. And when we try to deny what our emotions tell us, we lose what we've learned from the past. That's just one of many recent discoveries that help explain why management is so challenging. As Charles Jacobs explains, much of the conventional wisdom taught to managers is not only inadequate, it produces the opposite of what is intended. The better path is frequently counterintuitive.
For example, it turns out that pay doesn't really drive performance. When we do work that's inherently engaging, the neurotransmitter dopamine is released, creating feelings of pleasure not unlike a cocaine high. But when we work primarily for money, the dopamine isn't triggered and it's harder to stay motivated.
Once we understand the lessons of neuroscience, we can create more effective strategies, inspire people to maximize their potential, and overcome the biggest hurdle to improving business performance-making change stick.
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1 von 1 Kunden fanden die folgende Rezension hilfreich
Strangely organized, but insightful and well-written book on new leadership and change
9. Januar 2010
Format:Gebundene Ausgabe
This is a pretty good book on the rationale for changing organizations, leaving traditional command-and-control-management behind, and also about the difficulties and success strategies for change.
As the title suggests, the book is based upon the assumption that we have a lot to learn from the relatively recent advancements of brain science. Jacobs is neither a brain scientist, nor a psychologist, as one might expect from the book's title. He is a management consultant. Thus, the approach presented here is rather surprising, given the author's biography. The chapter structure of the book doesn't make much sense, in my views, and the specific advice of how to change processes and tools is half-baked. But that aside, this is a pretty amazing little book. The story-telling and style is crisp and convincing, and the cases and stories are drawn from both consulting (including interesting failures), management history, Greek mythodology, brain science, and more. I found the chapters on Frederick Taylor's legacy, and on the psychology of change especially convincing.
Overall, the book offers fine, enlightening and enjoyable reading for everyone interested in the underpinnings, and the consequences of the "new" organizational paradigm. This will especially appeal to all those who fancy approaching organizational transformation from "management" to "new leadership" and who would like to understand the logic, and the challenges of transformation.
As the title suggests, the book is based upon the assumption that we have a lot to learn from the relatively recent advancements of brain science. Jacobs is neither a brain scientist, nor a psychologist, as one might expect from the book's title. He is a management consultant. Thus, the approach presented here is rather surprising, given the author's biography. The chapter structure of the book doesn't make much sense, in my views, and the specific advice of how to change processes and tools is half-baked. But that aside, this is a pretty amazing little book. The story-telling and style is crisp and convincing, and the cases and stories are drawn from both consulting (including interesting failures), management history, Greek mythodology, brain science, and more. I found the chapters on Frederick Taylor's legacy, and on the psychology of change especially convincing.
Overall, the book offers fine, enlightening and enjoyable reading for everyone interested in the underpinnings, and the consequences of the "new" organizational paradigm. This will especially appeal to all those who fancy approaching organizational transformation from "management" to "new leadership" and who would like to understand the logic, and the challenges of transformation.
Format:Taschenbuch
Das Buch lässt sich relativ gut lesen und obwohl es teilweise um die neuste Hirnforschung geht, so hält er sich mit Fachtermini doch eher zurück. Im ganzen Buch sind die Geschichten immer mit Anekdoten veranschaulicht und es kommt ziemlich glaubhaft rüber. Die Kapitel sind auch gut unterteilt, so dass man am Ende des Kapitels noch was vom Anfang weiß. Leider dürfte es nicht zitierfähig sein, aber dafür gibt er ja Primärquellen an.
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22 Rezensionen
111 von 119 Kunden fanden die folgende Rezension hilfreich
Not surprising, not accurate, not the latest brain science and not worth the money
8. Juli 2009
Format:Gebundene Ausgabe
When I first saw heard about the book, Management Rewired: Why Feedback Doesn't Work and Other Surprising Lessons from the Latest Brain Science, I got excited. There's been a lot of research in the last decade about how we perceive the world and how our sensory systems and brains work. I expected the book to be about what we've learned.
The subtitle and publicity material make some very provocative claims. We're told that "feedback doesn't work" and that "setting measureable objectives often backfires on managers" to name two. I expected the book to support those assertions.
But this book doesn't do either of those things. Instead it's filled with selectively chosen research that is more from the last century than the latest brain research.
The author claims that "feedback doesn't work." The way he supports that assertion seems characteristic of the book.
To quote the book:"a landmark study at General Electric found that the company's performance appraisal system didn't work, it produced results that were virtually the opposite of what was intended."
First, it's not a "landmark study" within any common meaning of the term. The article is cited only six times in scholarly literature
The researchers did not study feedback. They studied the performance appraisal system in place at GE. Their comments on feedback were about feedback as delivered in an annual performance appraisal and a system where it was common that the annual appraisal was the only time a worker received feedback. GE has since changed this procedure in several ways.
The study (named "Split Roles in Performance Appraisal") was based on the analysis of less than one hundred questionnaires. Not a real big or broad sample.
This is not "the latest brain science" either. The study in question was reported in the Harvard Business Review issue for January-February 1965.
So the conclusion that "feedback doesn't work" turns out to be based primarily on a small study of one company's performance appraisal system as it existed almost half a century ago.
Other studies are also offered to support this "surprising lesson." There is one by Leon Festinger that is mentioned but not cited. It deals with cognitive dissonance produced when people are paid to lie.
Elliot Aronson is one of the greatest of psychologists. But his studies cited here involve children solving puzzles and playing or not playing with toys based on the reward system used. They don't relate to management and they aren't "the latest brain science."
The author also cites research by George Homans on how people respond when they do not get a reward they expect. Homans says they get angry. This is not exactly cutting edge, either.
So, let's review. The research cited is not "the latest brain science." This is old stuff.
The only study that involves the workplace involves a small sample in one company four decades ago. And the study was on the performance appraisal system, not feedback.
The other studies are the kind of laboratory psychology that is difficult to translate into practical actions you can take in the workplace. Even so, they are selectively quoted. If you read only this book, you would never know that there's a lot of solid academic research that comes to very different conclusions.
Weasel wording abounds in the book. Jacobs says, "Setting measurable objectives often backfires on the manager." But when you read that text it turns out that the real finding is that "setting measurable objectives without team member participation often backfires." Any manager who's ever tried that could have told you.
There are lots of other findings that just don't' seem all that "surprising." Here are some.
"Smaller rewards tend to be more motivational that larger rewards." This is not news. My grandmother knew it which is why she always gave us lots of small presents instead of fewer big ones.
"Being competitive is often the best way to encourage cooperation." This is a workplace staple when one team or shift or plant competes with another.
"Pay increases don't motivate." We've known for decades that for most people most of the time pay is a hygiene factor, not a motivation factor.
There you have it. The "surprising lessons" in this book are only sketchily supported by carefully selected "evidence." Other lessons really aren't that surprising. And only a pinch of those lessons have anything to do with the latest brain science.
Don't waste your time or money on this book.
The subtitle and publicity material make some very provocative claims. We're told that "feedback doesn't work" and that "setting measureable objectives often backfires on managers" to name two. I expected the book to support those assertions.
But this book doesn't do either of those things. Instead it's filled with selectively chosen research that is more from the last century than the latest brain research.
The author claims that "feedback doesn't work." The way he supports that assertion seems characteristic of the book.
To quote the book:"a landmark study at General Electric found that the company's performance appraisal system didn't work, it produced results that were virtually the opposite of what was intended."
First, it's not a "landmark study" within any common meaning of the term. The article is cited only six times in scholarly literature
The researchers did not study feedback. They studied the performance appraisal system in place at GE. Their comments on feedback were about feedback as delivered in an annual performance appraisal and a system where it was common that the annual appraisal was the only time a worker received feedback. GE has since changed this procedure in several ways.
The study (named "Split Roles in Performance Appraisal") was based on the analysis of less than one hundred questionnaires. Not a real big or broad sample.
This is not "the latest brain science" either. The study in question was reported in the Harvard Business Review issue for January-February 1965.
So the conclusion that "feedback doesn't work" turns out to be based primarily on a small study of one company's performance appraisal system as it existed almost half a century ago.
Other studies are also offered to support this "surprising lesson." There is one by Leon Festinger that is mentioned but not cited. It deals with cognitive dissonance produced when people are paid to lie.
Elliot Aronson is one of the greatest of psychologists. But his studies cited here involve children solving puzzles and playing or not playing with toys based on the reward system used. They don't relate to management and they aren't "the latest brain science."
The author also cites research by George Homans on how people respond when they do not get a reward they expect. Homans says they get angry. This is not exactly cutting edge, either.
So, let's review. The research cited is not "the latest brain science." This is old stuff.
The only study that involves the workplace involves a small sample in one company four decades ago. And the study was on the performance appraisal system, not feedback.
The other studies are the kind of laboratory psychology that is difficult to translate into practical actions you can take in the workplace. Even so, they are selectively quoted. If you read only this book, you would never know that there's a lot of solid academic research that comes to very different conclusions.
Weasel wording abounds in the book. Jacobs says, "Setting measurable objectives often backfires on the manager." But when you read that text it turns out that the real finding is that "setting measurable objectives without team member participation often backfires." Any manager who's ever tried that could have told you.
There are lots of other findings that just don't' seem all that "surprising." Here are some.
"Smaller rewards tend to be more motivational that larger rewards." This is not news. My grandmother knew it which is why she always gave us lots of small presents instead of fewer big ones.
"Being competitive is often the best way to encourage cooperation." This is a workplace staple when one team or shift or plant competes with another.
"Pay increases don't motivate." We've known for decades that for most people most of the time pay is a hygiene factor, not a motivation factor.
There you have it. The "surprising lessons" in this book are only sketchily supported by carefully selected "evidence." Other lessons really aren't that surprising. And only a pinch of those lessons have anything to do with the latest brain science.
Don't waste your time or money on this book.
1 von 1 Kunden fanden die folgende Rezension hilfreich
Interesting but short on references
13. Juni 2010
Von Amazon bestätigter Kauf
Interesting ideas and concepts of neuroscience applied to management and leadership. Lacks significant referenceing for further research.
1 von 1 Kunden fanden die folgende Rezension hilfreich
Interesting
11. Februar 2010
I, as did several other reviewers, thought this book might be a little deeper in its discussion regarding management and its workings. It can be a little tough to read in some sections. At first I was disappointed with what was presented. However, after I finished the book I began to realize that I actually had started to think defferently about management and how it was to be practiced. It did not give me many case studies and examples as I might have liked, but it does sow enough seeds to get you thinking. The Author even said near the end that these seeds were planted and now it was time for the Reader to find the best way to water and nuture the seeds. It also reinforces that idea that there is no one best way to manage, but there is a preferred methodology of thinking about how to manage.
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