MARGARET HEFFERNAN

. Un libro de la serie TED.. La importancia de los pequeños cambios para producir grandes impactos.La autora tiene una experiencia de décadas observando el desarrollo y funcionamiento de las organiza

One of the 100 best behavioural economic books of all time recommended by Jeff Bezos, Tim Ferriss, Satya Nadella, Brian Tracy and Erik Brynjolfsson. The Olympics. Britains Got Talent. The Rich List. The Nobel Prize. Everywhere you look: competition - for fame, money, attention, status. We depend on competition and expect it to identify the best, make complicated decisions easy and, most of all, to motivate the lazy and inspire the dreamers. How has that worked out so far? Rising levels of fraud, cheating, stress, inequality and political stalemates abound. Siblings wont speak to each other theyre so rivalrous. Kids cant make friends because they dont want to cede their top class ranking to their fellow students. (Their parents dont want them to either.) The richest men in the world sulk when they fall a notch or two in the rich list. Doping proliferates among athletes. Auditors and fund managers go to jail for insider trading. Our dog-eat-dog culture has decimated companies, incapacitated collaborators and sown distrust. Winners take all while the desire to win consumes all, inciting panic and despair. Just as we have learned that individuals arent rational and markets arent efficient but went ahead operating as though they were, we now know that competition quite regularly doesnt work, the best do not always rise to the top and the so-called efficiency of competition throws off a very great deal of waste. It might be comforting to designate these perverse outcomes but as aberrations mount, they start to look more like a norm. It doesnt have to be that way. Around the world, individuals and organizations are finding creative, collaborative ways to work that dont pit people against each other but support them in their desire to work together. While the rest of the world remains mired in pitiless sniping, racing to the bottom, the future belongs to the people and companies who have learned that they are greater working together than against one another. Some call that soft but its harder than anything theyve done before. They are the real winners.

Excellent (and very timely). Financial Times * Smartly assembled case studies and insights. Publishers Weekly * A Financial Times Best Book of the YearFormer CEO and popular TED speaker Margaret Heffernan offers powerful and practical tools so you can face the future with confidence and courage.Most of us are addicted to prediction, desperate for certainty about the future. But the complexity of modern life wont provide that; experts in forecasting are reluctant to look more than 400 days out. History doesnt repeat itself and even genetics wont tell you everything you want to know. Tomorrow remains uncharted territory, but Margaret Heffernan demonstrates how we can push aside uncertainty and forge ahead with agility.Drawing on a wide array of people and places, Uncharted traces long-term projects that shrewdly evolved over generations to meet the unpredictable challenges of every new age. Heffernan also looks at radical exercises and experiments that redefined standard practices by embracing different perspectives and testing fresh approaches. Preparing to confront a variable future provides the antidote to passivity and prediction.Ranging freely through history and from business to science, government to friendships, this refreshing book challenges us to mine our own creativity and humanity for the capacity to create the futures we want and can believe in.

An urgent read Karl Popper for the 21st century Robert Phillips, former CEO, Edelman EMEA and author of Trust me, PR is DeadHeffernan is ... a deft storyteller. Uncharted is ... wise and appealingly human Tim Harford, Financial TimesHow can we think about the future? What do we need to do and who do we need to be? In her bold and invigorating new book, distinguished businesswoman and author Margaret Heffernan explores the people and organisations who arent daunted by uncertainty. We are addicted to prediction, desperate for certainty about the future. But the complexity of modern life wont provide that; experts in forecasting are reluctant to look more than 400 days out. History doesnt repeat itself and even genetics wont tell you everything you want to know. Ineradicable uncertainty is now a fact of life. In complex environments, efficiency is a hazard not a help; being robust is the better, safer option. Drawing on a wide array of people and places, Margaret Heffernan looks at long-term projects developed over generations that could never have been planned the way that they have been run. Experiments, led by individuals and nations, discover new possibilities and options. Radical exercises in forging new futures with wildly diverse participants allow everyone to create outcomes together that none could do alone. Existential crises reveal the vital social component in resilience. Death is certain, but how we approach it impacts the future of those we leave behind. And preparedness doing everything today that you might need for tomorrow provides the antidote to passivity and prediction.Ranging freely through history and from business to science, government to friendships, this refreshing book challenges us to resist the false promises of technology and efficiency and instead to mine our own creativity and humanity for the capacity to create the futures we want and can believe in.

A powerful manifesto for CEOs and employees alike: Influential and award-winning business leader Margaret Heffernan reveals how organizations can build ideal workplace cultures and create seismic shifts by making deceptively small changes.By implementing sweeping changes, businesses often think its possible to do better, to earn more, and have happier employees. So why does engagement prove so difficult and productivity so elusive?In Beyond Measure, Margaret Heffernan looks back over her decades spent overseeing different organizations and comes to a counterintuitive conclusion: its the small shifts that have the greatest impact. Heffernan argues that building the strongest organization can be accelerated by implementing seemingly small changes, such as embracing conflict as a creative catalyst; using every mind on the team; celebrating mistakes; speaking up and listening more; and encouraging time off from work.Packed with incredible anecdotes and startling statistics, Beyond Measure takes us on a fascinating tour across the globe, highlighting disparate businesses and revealing how theyve managed to change themselves in big ways through incremental shifts. How did the CIA revolutionize their intelligence gathering with one simple question? How did one organization increase their revenue by $15 million by instituting a short coffee break? How can a day-long hackathon change the culture of a company? Told with wry wit and knowing humor, Heffernan proves that its often the small changes that make the greatest, most lasting impact.

La autora tiene una experiencia de décadas observando el desarrollo y funcionamiento de las organizaciones y ha llegado a una conclusión contraintuitiva: son los pequeños cambios los que tienen un mayor impacto. Lo mas importante para fortalecer una organizacion no son los grandes cambios estructurales, sino una serie de pequeños cambios tales como admitir el conflicto como catalizador creativo, celebrar los errores, escuchar a todas las personas de un equipo, etc.Lleno de anecdotas, humor y alguna estadistica desconcertante, este libro muestra como las mas diversas empresas se han modificado gracias a pequeños cambios.

Co-winner of the 2015 Salon London Transmission Prize Get into the best schools. Land your next big promotion. Dress for success. Run faster. Play tougher. Work harder. Keep score. And whatever you do -- make sure you win. Competition runs through every aspect of our lives today. From the cubicle to the race track, in business and love, religion and science, what matters now is to be the biggest, fastest, meanest, toughest, richest. The upshot of all these contests? As Margaret Heffernan shows in this eye-opening book, competition regularly backfires, producing an explosion of cheating, corruption, inequality, and risk. The demolition derby of modern life has damaged our ability to work together. But it doesnt have to be this way. CEOs, scientists, engineers, investors, and inventors around the world are pioneering better ways to create great products, build enduring businesses, and grow relationships. Their secret? Generosity. Trust. Time. Theater. From the cranberry bogs of Massachusetts to the classrooms of Singapore and Finland, from tiny start-ups to global engineering firms and beloved American organizations -- like Ocean Spray, Eileen Fisher, Gore, and Boston Scientific -- Heffernan discovers ways of living and working that foster creativity, spark innovation, reinforce our social fabric, and feel so much better than winning.

Fully revised and updated since its first publication in 2011 to encompass further appalling instances of wilful blindness: Grenfell Tower, Carillion, Harvey Weinstein, Windrush and many more. Why, after every major accident and blunder, do we look back and ask, how could we have been so blind? Why do some people see what others dont? And how can we change? Drawing on studies by psychologists and neuroscientists, and from interviews with business leaders, whistle blowers and white collar criminals, distinguished businesswoman and writer Margaret Heffernan examines the phenomenon of wilful blindness, exploring the reasons that individuals and groups are blind to impending personal tragedies, corporate collapses, engineering failures even crimes against humanity. We turn a blind eye in order to feel safe, to avoid conflict, to reduce anxiety and to protect prestige. It makes us feel good at first, with consequences we dont see. But greater understanding leads to solutions, and Heffernan shows how by challenging our biases, encouraging debate, discouraging conformity, and not backing away from difficult or complicated problems we can be more mindful of whats going on around us and be proactive instead of reactive.