Workplace Behavior

Today, new technologies, the increased role of social media, and the ubiquity of remote work have resulted in more polarized workplaces, the breakdown of social mores, and downright rude behavior. These days, it seems like there are more people we can't stand—not fewer—and, too often, if we aren't yelling at each other, we've just quit talking altogether. The global bestseller Dealing with People You Can't Stand has been helping people make the best of tough situations for nearly three decades, and this new edition has been fully updated to address the needs of our time.

Currently, despite their skills and work ethics, members of ADHD, autism, Tourette Syndrome, learning differences, and related communities face drastic barriers to hiring and advancement. In the US, 30-40% of neurodivergent people and 85% of autistic college graduates struggle with unemployment. Lack of flexibility, transparency, and psychological safety excludes neurodivergent, disabled, and multiply marginalized talent—and leaves most employees stressed and disengaged.

Starting in 1997, Bob Chapman and Barry-Wehmiller pioneered a dramatically different approach to leadership that creates off-the-charts morale, loyalty, creativity, and business performance. The company utterly rejects the idea that employees are simply functions to be moved around, "managed" with carrots and sticks, or discarded at will. Instead Barry-Wehmiller manifests the reality that every single person matters, just like in a family. That's not a cliché on a mission statement; it's the bedrock of the company's success.

The most effective leaders know how to connect with people. It's not about power or popularity, but about making the people around you feel heard, comfortable, and understood. While it may seem like some folks are born with a commanding presence that draws people in, the fact is anyone can learn to communicate in ways that consistently build powerful connections. Bestselling author and leadership expert John C. Maxwell offers advice for effective communication to those who continually run into obstacles when it comes to personal success.

While several version of behavior-based safety (BBS) have been around since the 1980s, few of them have truly adapted to the changing environment in which they must operate. The Lean BBS process has not only evolved, but continues to do so with each customized implementation. Making BBS fit your culture, operations, and logistical realities, rather than trying to make your company fit some idealistic model, is a key to success in today's realities.

Young, ambitious, and overwhelmed, Andrew O'Brien personifies a part of every leader as he wanders in search of the elusive silver bullet that will propel him to success. He happens upon an unlikely guide who distills the seemingly infinite list of leadership perils into the five temptations of a CEO. In an intense and often combative exchange, the two debate fundamental issues faced by all leaders, issues involving personal integrity and effectiveness in the ongoing struggle for success.

We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Michael E. Porter to Katrina Lake and company examples from Alibaba to 3M, this volume brings the most current and important management conversations right to your fingertips.

Team Topologies is a practical, step-by-step, adaptive model for organizational design and team interaction based on four fundamental team types and three team interaction patterns. It is a model that treats teams as the fundamental means of delivery, where team structures and communication pathways are able to evolve with technological and organizational maturity. In Team Topologies, IT consultants Matthew Skelton and Manuel Pais share secrets of successful team patterns and interactions to help listeners choose and evolve the right team patterns for their organization.

There is a large body of shared knowledge between the study of Organizational Behaviour and Human Resource Management but despite the crossover, they are often treated as very distinct disciplines. Written by a team of experts across both fields, Organizational Behaviour bridges the gap between OB and HRM, with an emphasis on inter-cultural and cross-cultural perspectives of organizational development, talent management, and leadership

"Silos" are organizations' vertical structures—but the word has become synonymous with barriers to workplace effectiveness and connotes deep political infighting. Silos devastate organizations, kill productivity, push good people out the door, and jeopardize the achievement of corporate goals. They cause stress, exasperation, and disappointment by forcing employees to fight bloody, unwinnable battles with people who should be teammates.

Being highly attuned to your emotions, your environment, and the behavior of others can be the keys to success, but they can also lead to overthinking everything and burnout. Human behavior expert and executive coach Melody Wilding, LMSW has spent the past 10 years working with Sensitive Strivers like you. In this groundbreaking book, she draws on decades of research and client work to examine the intersection of sensitivity and achievement in the workplace and offer neuroscience-based strategies you can use to reclaim control of your life and reach your full potential.

Self-made billionaire Sam Zell consistently sees what others don't. From finding a market for overpriced Playboy magazines among his junior high classmates, to buying real estate on the cheap after a market crash, to investing in often unglamorous industries with long-term value, Zell acts boldly on supply and demand trends to grab the first-mover advantage. And he can find opportunity virtually anywhere - from an arcane piece of legislation to a desert meeting in Abu Dhabi.

Journalist Simone Stolzoff traces how work has come to dominate Americans’ lives—and why we find it so difficult to let go. Based on groundbreaking reporting and interviews with Michelin star chefs, Wall Street bankers, overwhelmed teachers and other workers across the American economy, Stolzoff exposes what we lose when we expect work to be more than a job. Rather than treat work as a calling or a dream, he asks what it would take to reframe work as a part of life rather than the entirety of our lives. What does it mean for a job to be good enough?

Whereas the first edition of Beyond Performance introduced the authors' "Five Frames of Performance and Health" approach to change management, the fully revised and updated Beyond Performance 2.0 has been transformed into a truly practical "how to" guide for leaders. Every aspect of how to lead change at scale is covered in a step-by-step manner, always accompanied by practical tools and real-life examples.

“Accountability is the glue that ties commitment to the result." This quote, from author Bob Proctor, illustrates perfectly the key role accountability plays in personal and organizational success. But it begs the question: If accountability brings results then how do I ensure it in my own life? It feels like nobody is accountable today. Excuses abound, and our society seems to have fostered an atmosphere of complacency. This culture of complacency can seriously hurt your team or organization.

When it comes to what we believe, humans see what they want to see. In other words, we have what Julia Galef calls a "soldier" mindset. From tribalism and wishful thinking, to rationalizing in our personal lives and everything in between, we are driven to defend the ideas we most want to believe - and shoot down those we don't.

It is commonly believed that the Great Depression that began in 1929 resulted from a confluence of events beyond any one person's or government's control. In fact, as Liaquat Ahamed reveals, it was the decisions made by a small number of central bankers that were the primary cause of the economic meltdown, the effects of which set the stage for World War II and reverberated for decades.

In Snakes in Suits, Hare, an expert on the scientific study of psychopathy, and Babiak, an industrial and organizational psychologist and a leading authority on the corporate psychopath, examine the role of psychopaths in modern corporations and provide the tools employers can use to avoid and deal with them. Together, they have developed the B-Scan 360, a research tool designed specifically for business professionals.

With the rapid development of artificial intelligence and labor-saving technologies like self-checkouts and automated factories, the future of work has never been more uncertain, and even jobs requiring high levels of human interaction are no longer safe. The Last Human Job explores the human connections that underlie our work, arguing that what people do for each other in these settings is valuable and worth preserving.

When we avoid taking a decision, what happens to it? In The Unaccountability Machine, Dan Davies examines why markets, institutions and even governments systematically generate outcomes that everyone involved claims not to want. He casts new light on the writing of Stafford Beer, a legendary economist who argued in the 1950s that we should regard organisations as artificial intelligences, capable of taking decisions that are distinct from the intentions of their members.