Reading this book reminded me of attending a good conference where lots of company executives provide detailed examples of the issues they faced, and how they went about dealing with those issues. Since such conferences usually cost several hundred dollars, this book is a real bargain -- and you don't have to get on an airplane and fly someplace!

One of the strengths of the book is that you receive several perspectives on the context for each case history. The editors describe what each case means, and the conclusions section summarizes general patterns. Also, each case is presented in the same format which makes it easier to understand what is being shared. I was particularly grateful for the exhibits (which exist in electronic form in the CD enclosed in the book). I also appreciated that the cases were primarily written by Human Resources professionals inside the companies, rather than being a consultant's take on what happened.

Having said all those positive things, let me share some concerns. First, I looked in vain for my favorite examples of outstanding work in recruiting, retention, knowledge encouragement, and executive development. If this book is about "best practices" where were GE, Disney, Motorola, Ritz Carlton, and SAS Institute? Second, many of the cases involved companies that are better known for their poor performance than for excellence. If they are developing their people so well, what happened? Third, a lot of these cases involve new initiatives where the long-term consequences are hard to see. Fourth, the profit impact on the organizations was not well documented. That makes it hard to use these cases as examples to encourage your own company to follow suit. Fifth, as change management processes, most of these cases are far behind the curve of what is described in Peter Senge's various books of case histories such as The Dance of Change. Part of the reason seems to be that a number of these cases aren't very new.

Of the cases in the book, I recommend the ServiceMASTER, Westinghouse, Johnson & Johnson, Allstate, and Case Corporation examples as the most helpful to me. I mention that because there's a lot of material in this book. I read a lot and rapidly, and I found this book hard to tackle. By being more selective in what you go after, you can help avoid some of that problem. Naturally, if your own issues are only in a few areas, just look at those cases.

Develop the full potential of everyone, beginning with yourself!

"The principal goal of this book is to provide you with the key ingredients taken from best-companies to help you create and enhance your organization and human resource development (OD/HRD) initiative. Through a case study approach, this book provides practical, easy-to-apply tools, instruments, training, concepts, and competency models that can be used as benchmarks for the successful implementation of your specific OD/HRD initiative (from the Introduction)."

In this context, Louis Carter, David Giber, and Marshall Goldsmith (editors) divide core part of this book -Organization and Human Resources Development Case Studies- into following five OD/HRD topic areas:

I. Organization Development and Change: In this section, W. Warner Burke says, "Seven rich cases (Kraft Foods, Nortel, ServiceMASTER, SmithKline Beecham, Westinghouse, CK Witko, and Xerox) of organization development and change are discussed...The cases cover a wide range of change from how OD occurs every day to deep change in an organization's culture...Without doubt we can learn from these cases. And learn we must. Changing organization is too intricate to be left to novices. We have indeed learned and noted at the outset, but we still have much to learn. As one who has been involved for more than 35 years, helping organizations change is both thrilling and very satisfying. Learning, however, is the most exciting part (pp.6-8)."

II. Leadership Development: In this section, Jay A. Congerwrites that "In the cases that follow, we look at three companies (Boeing, Johnson & Johnson, and Sun Microsystems,Inc.) that have dedicated serious time and resources to leadership development...In addition, all three of the company cases make extended use of competency models, 360-degree feedback, and action learning (p.186)."

III. Recruitment and Retention: In this section of the book, John Sullivan writes, "you'll learn how three diverse companies tackled their retention and recruiting problems. Two of the firms are high tech (AMD and Cellular One), while another (Allstate) is in a more traditional industry. Both AMD and Cellular One focus on solving the hot issue of retention while Allstate takes a new look at the recruiting and selection processes. All three of the case studies use a scientific approach to identify which solutions have the most impact...All three of these case studies are worth examining because of their scientific methodology as well as their results. All are full of powerfull 'lessons learned' for those who are soon to begin a major recruitment or retention effort (pp.303-304)."

IV. Performance Management: This section examines performance management systems of Case Corporation and Sonoco. Edward E. Lawler III says that "the performance management systems in most organizations are contoversial, ineffective, and constantly under construction. They are so problematic that critics argue many organizations would be better off if they simply didn't have a performance management system, particularly one in which performance appraisals are tied to pay actions. But-and it is an important but- if individuals are not appraised, counseled, coached, and rewarded for performance, how can an organization pruduce the organized, coordinated, and motivated behavior that it takes to perform well? The answer most likely is that it can't (p.393)."

V. Coaching and Mentoring: Introduction of this section, Beverly Kaye writes, "the last 5 years have seen a groundswell in both arenas. And it's not just been more of the same; organizations have begun to use mentoring and coaching more purposefully. HR and OD practitioners have worked to utilize both interventions to meet pressing business problems having to do with the development and retention of talent, as well as the growth of future leaders. These interventions have been more systemic, more thoughtful, and more innovative than ever before. The case studies (Dow Corning, and MediaOne Group-AT&T) illustrate this trend. Both were motivated by specific business drivers, both were preceded by intensive research, both were implemented over time, and both were evaluated seriously. Readers will find them instructive, detailed, and engaging (p.438)."

Finally, Louis Carter (editor) says that "contributors were asked to indicate where they envision their organization is heading with its initiative within the next 5 to 10 years. Responses indicate that the contributors want to keep the organization on a track to continuously learn and develop its capabilities. Comments from some contributors indicate that they want to leverage lessons learned from this experience. Some contributors commented that they want to firmly ingrain the initiative into the organization to the point that it is almost invisible to the user, making it an accepted part of life at the company. Other contributors will continue to refine the present initiative in place, while others will expand their efforts into other business lines. Survey results clearly indicate that the present state of the initiatives represented in this book represent snapshots of moving targets. Further growth and innovation is inevitable for these best practice organizations, as they work to stay ahead of their competitors by embracing change and continuously learning and improving (pp.531-532)."

Strongly recommended.

Here in a single volume is about all that is needed to design, implement, and then monitor a program through which to achieve organizational transformation. Moreover, the editors have selected both information and wisdom which can help to ensure that such a program is comprehensive, cohesive, and cost-effective. The phrase "best practices" is apt but should not be misconstrued to mean that strategies and tactics which have been highly successful in some organizations are necessary going to be successful in all others. Moreover, I urge the reader to keep in mind that, although the organizations featured (e.g. Boeing, Johnson & Johnson, Kraft Foods, Nortel Networks, ServiceMASTER, SmithKline Beecham, and Sun Microsystems) are among the largest in their respective industries, much of the material in this book is also relevant to small-to-midsize organizations. My own rather extensive past experience with all manner of organizations (including non-profits) has convinced me that most people do not fear change; rather, they fear the unfamiliar. Hence the importance of three on-going initiatives: communicate, communicate, and communicate.

Part One consists of Acknowledgments, About This Book, How to Use This Book, and an excellent Foreword by Richard Beckhard. Carter, Giber, and Goldsmith then shift their attention in Part Two of "Organization & Human Resources Development Case Studies." The individual case studies are distributed within this thematic structure:

Organizational Development & Change

Leadership Development

Recruitment & Retention

Performance Management

Coaching & Mentoring

Part Three: Conclusion consists of Research (OD/HRD Trends and Findings), Endnotes, About Linkage, Inc., About the Editors, Index, and How to Use the CD-ROM, terrific value-added benefit.

Back to Beckhard's Foreword for a moment. In it, he identifies six (6) "elements" which are basic to each case study; all are central to and sequential within the change process associated with organizational development/human resource development (OD/HRD). They are: Business Diagnosis, Assessment, Program Design, Implementation, On-the-Job Support, and Evaluation. It is helpful to keep these six "elements" clearly in mind while working your way through the abundance of information which the editors provide. Fortunately, they have organized the (sometimes daunting) material with meticulous care and write exceptionally well. I also urge you to use the same six "elements" as guidelines when determining what the design of your own program for organizational change should be, and, when selecting those strategies and tactics discussed in the book which are most appropriate to the implementation and evaluation of that program. This is especially true of decision-makers in small-to-midsize organizations.

Those who share my high regard for this book are urged to check out O'Toole's Leading Change, Katzenbach's Real Change Leaders as well as his Peak Performance , Kaplan and Norton's The Balanced Scorecard and The Strategy-Focused Organization, Quinn's Deep Change, O'Dell and Grayson's If Only We Knew What We Know, Isaacs' Dialogue and the Art of Thinking Together, and Senge's The Dance of Change. Those especially interested in Six Sigma are encouraged to check out (and read in this order) Pande's The Six Sigma Way, Breyfogle's Implementing Six Sigma, and Eckes's Making Six Sigma Last.

I bought this book based on customer reviews. Folks, you let me down. This is a horribly written book. Just like the pedantic text books you were happy to leave behind when you left school. The author rambles and rambles in long winding paragraphs that fail to bring to life this vitally interesting period in our history. Added to this is his bad habit of destroying any notion of linear time by not having his chapters follow a time sequence.

Style aside, the author's condescension toward the great figures he covers is highly annoying, as well as his minimizing of the impact they had. We're told that Washington was a lousy general at first, but "he improved during the course of the war." There is a substantial lack of respect for the people the author is describing and the impersonal way he presents these people does not allow you to get any idea of who these folks were.

To complement his lackluster effort, this author takes several gratuituous slaps at Christians in his chapter on Social Reform, saying, among other things, that Christians could counter science only with casuistry, that pastors cared more about loose living than about their flock, and that Christians "to this day" continue to seek favors improperly from their government.

So, if you're thinking about buying a general history of the Revolution, you'd be best served by bypassing this book. It is a lifeless work compared to the many fine histories available about this topic. Instead, take a look at "Angel in the Whirlwind" which covers this topic as well, and which is authored by someone who can write.

The opening is breath taking in its writing. Alden's expose of the conditions of the British Empire and the Colonies is insightful and poetic. It is a hard book to put down and yet its brevity still somehow does not deprive the reader of a full account of the war and much of its politics, and yet. . .Alden's depictions of the Southern campaign are really lacking. This is so typical, this Yankee bias, that it fails to rile me up anymore. But to write many more pages of the Boston tea party and Lexington-n-Concord versus the events in Charleston, like the first true Patriot victory is shameful. To sketch the magnificient victories of Kings Mountain,and Cowpens and the defeat at Camden, along with the guerilla warfare of Marion and Sumter and Pickens and MUCH, MUCH more at a fraction of the space to the defeat at Quebec and the tie at Bunker Hill is typical Yankee chauvinism. And don't forget Cornwallis came from South Carolina to Virginia, all in the South, where he surrendered to the Southerner Gen. Washington effectively ending the war. Yes read this book, it is good. But read some other books about the more turbulant South, so that you can really get a full account of the pressure points. I suggest The Battleground of Freedom by Hilborn--great maps and photos of the battlefields et. I hope it is still in print or can be found. Also a famous one that I have not yet read is The Road to Yorktown--can't vouch for that one though. A bio of Francis Marion is a MUST. There are several, but I can't recomend one because I have not read the perfect one yet. The heroes and heroines of the first War for Independence make for endless interesting reading and inspiration, but the Yankee slant from NY publishing houses shows that we do live in two defacto countries, and it makes one wish that we would have won the second War for Independence too. Oh well, there is always tomorrow to free the South from the Yankee Empire as was done with the British Empire. In fact I often amuse myself by reading the Declararion of Independence in a Southern vein as in 1860 and as in now: "When in the course of human Events, it becomes necessary to dissolve the Political Bands which connect them--" You get the picture.

This is an excellent book on the american revolution. The book is just superb and I would recommend it for anyone who wants to learn more about this most important event in American history.

A brisk, but not too brief account of Washington and the times surrounding him. Alden touches on most every event and aspect concerning the subject: from Shay's Rebellion to Martha's disposition, from the Hamilton-Jefferson Feud to his agricultural experiments. It is objective without trying to debunk a great man. Only the cursory discussion on slavery does the junvenile yankee condescention surface (Whose ships were involved in the slave trade even after the Virginians pushed through its ban via the Constitution? Yankees ie the Great Hypocrites of All Time.) It is, however, a thorough and interesting biography and highly recommended.