Summaries of the Week

Why Motivating People Doesn’t Work . . . and What Does

Why Motivating People Doesn’t Work . . . and What Does

Inspiring and motivating people are key aspects of leadership that are as critical as they are elusive. Leaders struggle to find ways to keep their people engaged and performing at their best, and this is largely because they misunderstand the nature of motivation. In an effort to push people to achieve results, many leaders employ counterproductive strategies. In Why Motivating People Doesn’t Work . . .

Fowler, Susan
Mastering Mobile Learning

Mastering Mobile Learning

In this increasingly mobile society, technology is rapidly untethering employees from physical locations and transforming the way business is conducted. It makes sense, then, that the mobile revolution would make a dent in traditional models of education. In Mastering Mobile Learning, Chad Udell and Gary Woodill, along with other developers and tech education enthusiasts, pen an array of essays on topics across the spectrum of mobile learning.

Udell, Chad
The End of Copycat China

The End of Copycat China

Changing economic conditions in China mean that China’s days of being a copycat nation are ending. Innovation and the rise of the Chinese consumer are forces that are driving the Chinese economy to the forefront of the global stage. While ecommerce and the mobile phone market are established sectors that feature Chinese innovation, antipollution products, renewable energy, food safety, and travel and tourism also present areas of tremendous growth and profit. These sectors are the foundation of China’s acceleration into the economic future.

Rein, Shaun
Green Growth, Green Profit

Green Growth, Green Profit

Green Growth, Green Profit is a collection of essays that assembles the knowledge and practical experience of a large team of experts from Roland Berger Strategy Consultants to focus on the green revolution.

Roland Berger Strategy Consultants
Immunity to Change

Immunity to Change

Companies spend thousands of dollars every year on programs intended to create learning cultures and drive organizational change. Though initially it might look on the surface like change is taking place, time and time again these programs are unsuccessful at achieving the fundamental long-term changes that are desired. The problem is that people possess an inherentimmunity to change -- a protective and adaptive mindset that brings personal rewards from resisting change.

Kegan, Robert