What does the MOA bring to the Consultation and Planning Process?

At the end of this unit, the successfui participant will 6e able to:

Understand the primary concepts emphasized by the MOA to Improve efficiency and effecriveness of land use plans and associated consultations. Identify actions he or she can take to Implement these concepts.

At the end of this unit, the successful participant will be able to:

Identify the benefits to Implementing the MOA. Identify ways to overcome potential barriers to Implementing the MOA. Interagency Cooperation

What does the MOA ask us to do differently?

• People and Teams • Process • Land Use Planning and Consultations

People and Teams

Early Communication

Early and Close Coordination Example: Action agency contacts consulting agency early in planning process. People and Teams

Organized Teams

Strong, organized team approach that includes consulting agency as memt>er - Working Groups.

f BO LUP \ ( Team Team J

Working Group

Reality Check People and Teams

Dispute Resolution

Pre-arranged dispute resolution process

- Local - Regional - National

Process Consultation Agreement Capture on paper -scope of proposed action -scale of analysis, information needs -staff and responsibilities -time frames -dispute resolution -staff coordination

Process Consultation Agreement

Adaptive Process -Be ready to change as needed -Communicate continuously -Agree on changes Process Plan and Program Level Design plans and programs to benefit candidate, proposed and listed species so that future actions will be "no jeopardy" Future consultations much easier to complete

Process Plan and Program Level

• Reduce consultations, increase coordination • Conserve species per 7(a)(1)

Process

Consultation Time Frames

Promote shorter time frames Written concurrence - 30 days Formal - 90 days 9

How are these time frames possible?

Agreement on BA/BE contents and conclusions before submitting consultation request

Planning and Consultations

Promote Conservation and Recovery

Build into LUPs conservation actions for candidates, proposed and listed species At a minimum, design programs to minimize impacts to candidate, proposed and listed species Planning and Consultations

Promote Conservation and Recovery Keep options open for future conservation opportunities include analysis of effects to candidates as part of planning process Include candidates in BA/BE

Planning and Consultations

Conference on Plans

Conference on plans when species is proposed Use formal conference where possible

Planning and Consultations Develop Guidance Criteria

• Effects analysis tool • Identify parameters for each species • Sort components into effects categories to facilitate BA/BE and BO preparation What's your reaction?

8 NOTES AND HANDOUTS What does the MOA bring to the consultation and planning process?

OBJECTIVES:

At the end of this session, the successful student will be able to:

1. Understand the primary concepts emphasized by the MOA to improve efficiency and effectiveness of land use plans and associated consultations.

2. Identify actions he/she can take to implement these concepts.

3. Identify the benefits to implementing the MOA (exercise).

4. Identify ways to overcome potential barriers to implementing the MOA (exercise).

1. What does the MOA ask us to do differently or emphasize more?

People and Teams Process Land Use Planning and Consultations

A. People and Teams

1. Early Communication

a. Early and Close Coordination - talk to each other, listen to each other very early in the planning process.

For example, the action agency will contact FWS/NMFS early in planning process to determine what proactive actions can be built into land use plans.

2. Organized Teams

a. Stronger, organized team approach that includes consulting agency as a member - Working Groups.

b. Use Working Groups to maintain coordination and communication throughout the planning and consultation process.

For Example, Working Groups will:

Coordinate and agree on content and conclusions of BA before initiation of consultation.

Coordinate and agree on content and conclusions of BO before issuing final opinion.

What does the MOA bring to the consultation and planning process? Detailed Outline Page 1 c. Field level biologists (action agency and consulting agency) basic operational unit - Program Level Working Groups. Link to LUP team (action agency) and BO team (consulting agency) through Working Group member. Thus, Working Group member also has a transmitter and translator role. Working Group member will need to objectively represent views and concerns of other agency.

d. Reality check on staffing levels - one person from consulting agency may be assigned to several LDP's.

Thus responsibility to be a successful transmitter and translator rests heavily with action agency biologist.

3. Dispute Resolution

a. Formal (pre-arranged) dispute resolution process after a good faith effort has been made by primary team to work it out.

Local, Regional and National Issue Resolution Working Groups

B. Process

1. Consultation Agreement

a. Capture in consultation agreement such items as; scope of proposed action, scale of analysis, information needs, staff and responsibilities, time frames, dispute resolution, staff coordination.

b. Adaptive process - not set in stone - be ready to change as needed - communicate continuously and agree on changes made to consultation agreement.

2. Focus on Plan and Program Level

a. If we design plans and programs to benefit or minimize impacts to candidate, proposed and listed species, future activities implemented under the plan and program will likely be "no jeopardy".

b. Future program or project level consultations that fit under the no jeopardy plan or program should be much easier to complete.

c. May reduce the number of consultations (avoid project by project) and provide a more coordinated approach for implementing programs and actions that benefit species or are least impacting.

d. Increase conservation under 7(a)(1).

What does the MOA bring to the consultation and planning process? Detailed Outline Page 2 3. New Consultation Time Frames

a. Will support shorter consultation time frames once BA is complete IF good coordination and cooperation is completed up front. Remember to check back against consultation agreement.

b. Goal of 30 days or less for concurrence letters, 90 days or less for complete formal consultation.

0. How are these timeframes possible? Agreement on BA/BE contents and conclusions before initiating consultation is the key!

0. Land Use Planning and Consultations

1. Use Land Use Plans to Promote Conservation and Recovery

a. Build into Land Use Plans conservation actions for candidate, proposed and listed species.

b. At a minimum, design programs to minimize impacts to candidate, proposed and listed species.

c. Make sure not to preclude future conservation opportunities.

d. Analyze effects of plan to candidates as part of planning process.

e. Include candidate species in BA's/BE's.

2. Conference on Plans

a. Conference on plans when species are proposed. This will avoid the possibility of making irreversible or irretrievable commitments of resources when species becomes listed.

BLM Policy already requires conference for may adversely affect actions. Example of how MOA standardizes across all four agencies.

b. Use formal conference where possible for proposed species.

3. Develop Guidance Criteria

a. Guidance Criteria = Effects Analysis Tool

b. Identify parameters or criteria for each species that normally would result in "no effect", "not likely to adversely affect", likely to adversely affect" and "likely to jeopardize".

c. Use criteria to sort components of the plan into effects categories and facilitate BA and BO preparation.

What does the MOA bring to the consultation and planning process? Detailed Outline Page 3 Exercise: Barriers and Benefits

Instructions

In your small discussion groups, discuss and write down in the table below:

Barriers to implementing the MOA concepts. Ways to overcome these barriers. Benefits to overcoming these barriers.

Select one person to capture your ideas on paper and one person to be your group spokesperson.

Brainstorm Your Barriers Here

r\

Barrier Ways to Overcome Barrier Benefits

Barrier 1.

Continue on back as needed

IV - Barriers and Benefits Exercise Barrier Way to Overcome Barrier Benefits

Barrier 2.

Barrier 3.

IV - Barriers and Benefits Exercise Booklist and Reviews

Beyond the Bottom Line: How to do More with Less In Nonprofit and Public Organizations by Martin W. Sandier, Deborah A. Hudson, James Champy, Hardcover - 256 pages(May 1998) Oxford Univ Press; ISBN: 0195116127

Synopsis: The authors provide detailed descriptions of nonprofits and public agencies that are meeting the challenge of doing more with less, and setting standards of efficiency and service that few business organizations can meet. The authors studied hundreds of nonprofit and public agencies around the country to find organizations like these that are meeting the challenges of shrinking resources and growing demand. Focusing on the thirty "best of breed" organizations, they developed a roster of attitudes and skills that distinguishes these top performers. In addition, they have distilled hundreds of practical techniques and strategies - transferable to any organization in any sector - that put these organizations at the head of their class.

Built to Last: Successful Habits of Visionary Companies by James 0. Collins, Jerry 1. Porras, Paperback - 368 pages (January 1997), Harper business; ISBN: 0887307396; Other Editions: Hardcover, Audio Cassette

Review: This analysis of what makes great companies great has been hailed everywhere as an instant classic and one of the best business tities since In Search of Excellence. The authors, James C. Collins and Jerry I. Porras, spent six years in research, and they freely admit that their own preconceptions about business success were devastated by their actual findings -along with the preconceptions of virtually everyone else.

Built to Last identifies 18 "visionary" companies and sets out to determine what's special about them. To get on the list, a company had to be world famous, have a stellar brand image, and be at least 50 years old. We're talking about companies that even a layperson knows to be, well, different: the Disney, the Wal-Marts, the Merck. Whatever the key to the success of these companies, the key to the success of this book is that the authors don't waste time comparing them to business failures. Instead, they use a control group of successful-but-second-rank" companies to highlight what's special about their 18 "visionary" picks. Thus Disney is compared to Columbia Pictures, Ford to GM, Hewlett Packard to Texas Instruments, and so on.

The core myth, according to the authors, is that visionary companies must start with a great product and be pushed into the future by charismatic leaders. There are examples of that pattern, they admit: Johnson & Johnson, for one. But there are also just too many counterexamples~in fact, the majority of the "visionary" companies, including giants like 3M, Sony, and Tl, don't fit the model. They were characterized by total lack of an initial business plan or key idea and by remarkably self-effacing leaders. Collins and Porras are much more impressed with something else they shared: an almost cult-like devotion to a "core ideology" or identity, and active indoctrination of employees into "ideologically commitment" to the company.

The comparison with the business "B"-team does tend to raise a significant methodological problem: which companies are to be counted as "visionary" in the first place? There's an air of circularity here, as if you achieve "visionary" status by... achieving visionary status. So many roads lead to Rome that the book is less practical than it might appear. But that's exactly the point of an eloquent chapter on 3M. This wildly successful company had no master plan, little structure, and no prima donnas.

Barriers and Benefits Exercise Booklist and Reviews Page 1 Instead it had an atmosphere In which bright people were both keen to see the company succeed and unafraid to "try a lot of stuff and keep what works." -Richard Farr, Amazon.com

Business @ the Speed of Thought: Using a Digital Nervous System by Bill Gates, Collins Hemingway (Contributor), Hardcover - 470 pages(March 24,1999), Wamer Books; ISBN: 0446525685 ; Other Editions: Audio Cassette (Abridged), Audio Cassette (Unabridged), Audio CD (Abridged)

Review:"So where do you want to go tomorrow? That's the question Bill Gates tries to answer in Business @ the Speed of Thought. Gates offers a 12-step program for companies wanting to do business in the next millennium. The book's premise: Thanks to technology, the speed of business is accelerating at an ever-increasing rate, and to survive, it must develop an infrastructure~a "digital nervous system"~that allows for the unfettered movement of information inside a company. Gates writes that'The most meaningful way to differentiate your company from your competition ... is to do an outstanding job with information. How you gather, manage, and use information will determine whether you win or lose." With excerpts in Time magazine, a dedicated Web site, and an all-out media assault, Microsoft is working hard to push Business @ the Speed of Thought into the national dialogue, and for many it will be difficult to see the book as anything but a finely tuned marketing campaign for the forthcoming versions of Windows NT and MS Office. Nevertheless, as Gates has shown time and time again, him, Microsoft, and perhaps even this book you may ignore at your own peril." - Harry C. Edwards, Amazon.com Customer Centered Growth: Five Proven Strategies for Building Competitive Advantage by Richard Whiteley and Diane Hessan; Paperback - 320 pages, Addison-Wesley Publishing Co.; ISBN: 0-201-15493 -5.

Review:"The authors reveal the ingredients needed to keep an enterprise mindful of its defining purpose. Tools for enhanced financial wizardry, retooled efficient operations, and energized team abound. Until this book there has been no guide to the dynamics of growing within your firm's marketplace." Jeffrey Sonnefeld, Director of Center for Leadership and Career Studies, Professor at Emory University. Diffusion of Innovations by Everett M. Rogers (Preface) Paperback - 519 pages 4th edition (May 1995) Free Press; ISBN: 0029266718. Reviews: One of the BEST "business" books overwritten - INC magazine. Dr. Rogers is a brilliant sage whose lifelong quest for understanding how and why people adopt or deny innovation began, he tells me, on his family's farm in Iowa as a boy. At a young age he observed that some farmers were quick to adopt the latest innovations while many others were slower or even resistant to change. He also noticed that adoption didn't always equal success, nor did the refusal to change. So whether your gig is plowshares or computers or languages or healthcare or just about anything, you will find this book fascinating and illuminating. The book takes an "innovation" tour around the globe and through history with poignant examples of how new ways are diffused into societies. INC. magazine recently named this book as one of the 25 most important books written for understanding commerce. Ev is truly one of the wise men of today.- Amazon.com- [email protected] from Santa Fe, New Mexico , August 7,1999 "Innovations are the mercy of their host environments.... I found this book very interesting as it provides real case studies of great innovations of our time that failed as

Barriers and Benefits Exercise Booklist and Reviews Page 2 people forgot the soft issues necessary for successful implementation. I believe this book is very useful specially to IT professional, as it provides insights into areas at times overlooked in the pursuit of introducing changes through technology." - [email protected] from Canada , April 16,1998 on Amazon.com Discovering the Soul of Service: The Nine Drivers of Sustainable Business Success by Leonard L. Berry, Hardcover, 270pp., ISBN: 0684845113, The Free Press, February 1999.

Review: Leonard Berry, a foremost researcher on service quality in America, builds a comprehensive model in Discovering the Soul of Service of what makes an organization successful. Focusing on fourteen standout companies - including Charles Schwab, Dial-A-Mattress, and Midwest Express Airlines ~ Berry identifies nine drivers of sustainable success for any service organization.... strategic focus, executional excellence, control of destiny, trust-based relationships; generosity, investment in employee success, acting small, and brand cultivation to drive customer satisfaction, innovation, and growth. Dedicating a chapter to each of these nine drivers, this book presents the principles and step-by-step actions that continuously bring success to life in a company.

Emotional intelligence by Daniel Goleman, Paperback - 352 pages. Reprint edition (July 1997) Bantam Books; ISBN: 0553375067.

Review: "There was a time when IQ was considered the leading determinant of success. In this fascinating book, based on brain and behavioral research, Daniel Goleman argues that our IQ-idolizing view of intelligence is far too narrow. Instead, Goleman makes the case for "emotional intelligence" being the strongest indicator of human success. He defines emotional intelligence in terms of self-awareness, altruism, personal motivation, empathy, and the ability to love and be loved by friends, partners, and family members. People who possess high emotional intelligence are the people who truly succeed in work as well as play, building flourishing careers and lasting, meaningful relationships. Because emotional intelligence isn't fixed at birth, Goleman outlines how adults as well as parents of young children can sow the seeds."- Amazon.com

First, Break All the Rules: What the World's Greatest Managers Do Differently by Marcus Buckingham, Curt Coffman, Hardcover - 271 pages(May 1999) Simon & Schuster; ISBN: 0684852861 ; Other Editions: Audio Cassette (Abridged)

Review: Marcus Buckingham and Curt Coffman expose the fallacies of standard management thinking in First, Break All the Rules: What the World's Greatest Managers Do Differently. In seven chapters, the two consultants for the Gallup Organization debunk some dearly held notions about management, such as "treat people as you like to be treated"; "people are capable of almost anything"; and "a manager's role is diminishing in today's economy.""Great managers are revolutionaries," the authors write. "This book will take you inside the minds of these managers to explain why they have toppled conventional wisdom and reveal the new truths they have forged in its place."

The authors have culled their observations from more than 80,000 interviews conducted by Gallup during the past 25 years. Quoting leaders such as basketball coach Phil Jackson, Buckingham and Coffman outline "four keys" to becoming an excellent manager: Finding the right fit for employees, focusing on strengths of employees, defining the right results, and selecting staff for talent-not just knowledge and skills. First, Break All the Rules offers specific techniques for helping people perform better on

Barriers and Benefits Exercise Booklist and Reviews Page 3 the job. For instance, the authors show ways to structure a trial period for a new worker and how to create a pay plan that rewards people for their expertise instead of how fast they climb the company ladder. "The point is to focus people toward performance," they write. "The manager is, and should be, totally responsible for this." Written in plain English and well organized, this book tells you exactly how to improve as a supervisor. ^ -Dan Ring, Amazon.com

Flight of the Buffalo, Soaring to Exceiience, Learning to Let Employees Lead by James Beiasco and Ralph C. Stayer; Paperback - 355 pages, Warner Books; ISBN: 0-446-67008-1.

Review: "Extraordinarily articulate...an excellent job of offering specific suggestions about how management can better integrate its overall responsibilities with a more precise focus on the aspirations of colleagues and the desires of customers. This book should help us all "flap our wings"." ~ Robert Crandell, chairman of American Airlines.

Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace by Ron Zemke, Claire Raines, Bob Filipczak Hardcover - 256 pages 1 Ed edition (October 1999) AMACOM; ISBN: 0814404804 r

Review: "Generations at Work is intended to help you bridge the gap or, more accurately, gaps between people of different ages who work at your company. What's so vexing about the workplace is that four different groups are vying for roles and recognition. There are the veterans, boomers, Xers, and the nexters. The people in each cohort, the book argues, have more in common than just their age: They share memories of the same world-shaping events, the same childhood heroes, the same early work experiences. Learning about differences may be fun. But learning about cooperation is useful. And it's here that Generation at Work becomes a valuable tool."- Fast Company, October, 1999 Getting Past No: Negotiating Your Way from Confrontation to Cooperation by William Ury; Paperback -189 pages. Bantam Double Dell Pub; ISBN: 0553371312.

Synopsis: A guide to successful negotiation shows readers how to stay cool under pressure, stand up for themselves without provoking opposition, deal with underhanded tactics, find mutually agreeable options, and more. It reveals how to tum adversaries into negotiating partners.

Review: " Immediately useful, stimulating and wise. This book is filled with advice that will help you in your very next negotiation. Like Getting to YES, it's easy to read, entertaining, and most importantly, enormously helpful. The theory is elegant, and therefore easy to internalize." - Douglas Stone, co-author. Difficult Conversations: How to Discuss What Matters Most. Getting to Yes: Negotiating Agreement Without Giving in by Roger Fisher, Wiiiiam Ury, Bruce Patton (Editor) Paperback - 200 pages 2nd/Rep edition (December 1991), Penguin USA (Paper); ISBN: 0140157352 ; Other Editions: Hardcover Review: "In this new edition, two negotiation experts from Harvard offer a universally applicable method for negotiating personal and professional disputes without getting taken-and without getting nasty. Concise, step-by-step, proven strategies aid the reader in coming to mutually acceptable agreements in any type of conflict.

Barriers and Benefits Exercise Booklist and Reviews Page 4 This is by far the best thing I've ever read about negotiation. It is equally relevant for the individual who would like to keep his friends, property, and income and the statesman who would like to keep the peace." -John Kenneth Galbraith, Amazon.com

If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice by Caria O'Dell C. Jackson Grayson Nilly Essaides, Hardcover, 238pp. ISBN: 0684844745, Simon & Schuster.

Review: "While companies search the world over to benchmark best practices, vast treasure troves of knowledge and know-how remain hidden right under their noses: in the minds of their own employees, in the often unique structure of their operations, and in the written history of their organizations. Now, acclaimed productivity and quality experts CarIa O'Dell and Jack Grayson explain for the first time how applying the ideas of Knowledge Management can help employers identify their own internal best practices and share this intellectual capital throughout their organizations. Knowledge Management(KM) is a conscious strategy of getting the right information to the right people at the right time so they can take action and create value. Basing KM on three major studies of best practices at one hundred companies, the authors demonstrate how managers can utilize a visual process model to actually transfer best practices from one business unit of the organization to another. No amount of knowledge or insight can keep a company ahead if it is not properly distributed where it's needed. Entirely accessible and immensely readable."- The Publisher

InfoSense: Turning information into Knowiedge by Keith Devlin, Hardcover - 215 pages (June 23, 1999) W H Freeman & Co.; ISBN: 0716734842.

Review: It has been called everything from the new gold standard to the fundamental building block of the universe. No matter where we live or what we do for a living, it is ever-present in our lives and many of us are barraged with it daily. Yet few of us know how to distinguish information from mere data, real knowledge, or worthwhile communication in short, few of us know how to make sense of it.

In InfoSense, noted mathematician and popular science writer Keith Devlin shows us how to make sense of the constant flow of information that swirls past us daily. What is crucial, Devlin points out, is to understand the difference between data, information and knowledge. By exploring the nature of each, and describing what distinguishes them from each other, he shows how all of us-businesses and individuals alike-can benefit from better information management. Using clear, nontechnical language, simple diagrams and many real-life examples, Devlin explains such important and far-reaching points as:

* Why people, not computers, are the most effective way to transfer knowledge * How social and cultural factors influence work * The hidden rules of everyday communication * How to conduct a meeting to achieve what you want * How to avoid miscommunication

As information becomes the single most valuable asset in many industries, the key to success lies in our ability to manage that information. With InfoSense, Keith Devlin offers an easy and accessible way to learn not only how to manage it but to use it to Live and work successfully in the Knowledge Age.

Keeping Score: Using the Right Metrics to Drive Worid-Ciass Performance by Mark Graham Brown, Hardcover - 224 pages(May 1996) Productivity Inc.; ISBN: 0527763128

Barriers and Benefits Exercise Booklist and Reviews Page 5 Reviews: "Full of specific examples and best practices gathered from the author's years of working with world-class companies, Keeping Score offers practical advice and guidance for developing measurement systems that lead to organizational excellence." - - Robert J. Mruz, Director, Total Quality Management, III Sheraton, North America

"Keeping Score delivers comprehensive and easy-to-understand guidelines for the development or tune-up of an organization's measurement system. Written with the same user-friendly clarity of his popular book Baldrige Award Winning Quality, Brown makes the ovenvhelming subject of measurement less intimidating through his step-by-step presentation."Julie S. Mehta, Performance Consultant, U.S. Coast Guard Leading Change by John P. Kotter, Hardcover -187 pages(September 1996), Harvard Business School Pr; ISBN: 0875847471

Review: "Kotter's thesis is that strategies for change often fail in corporations because the changes do not alter behavior. He identifies the most common mistakes in effecting change, offering eight steps to overcoming obstacles. The eight-step process consists of establishing a sense of urgency by analyzing competition and identifying potential crises; putting together a powerful team to lead change; creating a vision; communicating the new vision, strategies, and expected behavior; removing obstacles to the change and encouraging risk taking; recognizing and rewarding short-term successes; identifying people who can implement change; and ensuring that the changes become part of the institutional culture for long-term transformation and growth. The author acknowledges that substantive change requires leadership, but not the elitist notion of leadership as a divine gift of birth granted to a few. Kotter makes a compelling case that winners will be those who outgrow their rivals." - Mary Whaley, American Library Association. Managing at the Speed of Change: How Resilient Managers Succeed and Prosper Where Others Fail by Daryl R. Conner Hardcover - 282 pages (January 1993) Villard Books; ISBN: 0679406840. Review: "Conner's premise is that all of us move through life at our own speed of change, and that we have the ability to enhance our skills by understanding the characteristics of people who have successfully dealt with change. These people have an enormous amount of resilience, characterized by being positive, focused, flexible, organized, and proactive. When these resilient people work within the structure of change, and lead others through the eight patterns in the organizational change process, positive results happen. This book is powerful, and few authors have shared their persona experience with change as openly as Conner, which lends this book a credibility few can match. When read with William Bridges''Transitions", you have a 1-2 punch in making change your ally."— Amazon.com Management Challenges for the 21st Century by Peter Ferdinand Drucker, Hardcover - 207 pages 1 Ed edition (May 1999), Harper business; ISBN: 0887309984 ; Other Editions: Audio Cassette (Unabridged) Review:" No single person has influenced the course of business in the 20th century as much as Peter Drucker. He practically invented management as a discipline in the 1950s, elevating it from an Ignored, even despised, profession into a necessary institution that "reflects the basic spirit of the modem age." Now, in Management Challenges for the 21st Century, Drucker looks at the profound social and economic changes occumng today and considers how management-not govemment or free markets-should orient itself to address these new realities.

Barriers and Benefits Exercise Booklist and Reviews Page 6 Drucker sees the period we're living In as one of"PROFOUND TRANSITION-and the changes are more radical perhaps than even those that ushered In the 'Second Industrial Revolution' of the middle of the 19th century, or the structural changes triggered by the Great Depression and the Second World War." In the midst of all this change, he contends, there are five social and political certainties that will shape business strategy In the not-too-distant future; the collapsing birthrate In the developed world; shifts In distribution of disposable Income; a redefinition of corporate performance; global competitiveness; and the growing Incongruence between economic and political reality. Drucker then looks at requirements for leadership ("One cannot manage change. One can only be ahead of It"), the characteristics of the "new Information revolution"(one should focus on the meaning of Information, not the technology that collects It), productivity of the knowledge worker (unlike manual workers, knowledge workers must be seen as capital assets, not costs), and finally the responsibilities that knowledge workers must assume In managing themselves and their careers....This book Is for people who care about their businesses and careers In the Information age-CEOs, managers, and knowledge workers. Highly recommended." -Harry 0. Edwards, Amazon.com

Managing Transitions: Making the Most of Change by William Bridges Paperback -130 pages (September 1991) Perseus Pr; ISBN: 0201550733.

Review: "Business consultant William Bridges attacks an area of managing change that many not only avoid, but also do not even recognlze-the human side of change. Directed at managers and employees In today's corporations, where change Is necessary to revitalize and Improve corporate performance, this book addresses the fact that It is people who have to carry out the change."- - Amazon.com

9 Natural Laws of Leadership by Warren Blank- 288 pages(November 1995) AMACOM; ISBN: 0814403093.

Synopsis: What does It mean to be a leader? Why do so many leaders fall? Why do so few people ever get the chance to take leadership roles? The author answers these and other questions pertaining to the topic of leadership, proposing a new leadership model based on the modem science of quantum physics. Includes over 100 practical action Ideas and specific examples.

Leadership Is the power that drives organizations but that power Is often underutilized or directed In ways that do not enhance organizational productivity. The Nine Natural Laws of Leadership clarifies the real definition of a leader and the real meaning of leadership. The book describes how leaders gain willing followers through Influence that transcends managerial authority. The book describes the differences between when and how leaders need to provide direction In contrast to when managers are supposed to provide direction. Over 150 "Action Ideas" are presented along with countless real world examples that Illustrate how to apply the Nine Natural Leadership Laws. The book has been adopted by Shell Oil Company, Exxon, The Federal Executive institute, the U.S. Navy, the U.S. EPA, as part of their leadership development programs.

Reviews: Insightful and very practical. Great stories arid many good action Ideas that I found Immediately useful. Blank takes a different approach to understanding leadership: he clearly describes the distinction between "leaders" vs. "managers". He also explains how, through awareness and then use of specific "natural laws"(both Individual and universal), anyone can create attunement with "followers" — which according to Blank, Is the basis of successful leadership. - A reader from Washington, DC , May 4, 1999 on Amazon.com

Barriers and Benefits Exercise Booklist and Reviews Page 7 Peter Drucker—Shaping the Managerial Mind: How the World's Foremost Management Thinker Crafted the Essentials of Business Success by John E. Flaherty, Hardcover, ed., 420pp., ISBN: 0787947644, New Lexington Press, October 1999.

Review: For almost six decades Peter Drucker's writings, lectures, and consulting have created a legacy of scholarship for business students and a fertile source of knowledge and inspiration for business practitioners. In this new title Drucker's student, follower and friend John Flaherty presents a comprehensive synthesis of his management work. This is the only book to focus exclusively on his management principles.

From Library Joumal: Ask any CEO and/or business professor to name the "father of modern management," and the answer will probably be Peter Drucker. Flaherty (Peter Drucker: Contributions to Business Enterprise)focuses on Drucker's management principles; his intent is not to update his earlier work but instead to present Drucker's influence on the shaping of modem management. Flaherty's 40-year friendship with Drucker proves invaluable to readers interested in learning how Drucker's early political thinking shaped his managerial mind and how the emergence of modern management converged with his own thinking. Topics covered in this fascinating story include Drucker's quest for a theory in his early years, views on strategy and entrepreneurship, and ideas on executive effectiveness. While this is not the definitive biography of Drucker (yet to be written), it nicely complements Jack Beatty's The World According to Peter Drucker(LJ 1/98) and is essential for academic libraries.-Dale Farris, Groves, Cahners Business Information.

Principled Centered Leadership by Stephen R. Covey; Hardback - 334 pages; Summit Books; ISBN: 0-671-74910-2.

Review: "The difference between principle and preference is rarely understood, much less explained in clear, understandable language. Stephen both understands and explains the difference with examples that give the reader confidence that there is much more to this book than a description of the latest management fad." ~ Bruce Christensen, President, Public Broadcasting Service The Dance of Change by Peter M. Senge, Art Kleiner (Editor), Charlotte Roberts, George Roth, Rick Ross, Paperback - 596 pages(March 16,1999), Currency Doubleday; ISBN: 0385493223 ;Other Editions: Audio Cassette (Abridged), Audio CD (Abridged) Review:"Since its release in 1990, Peter M. Senge's best selling The Fifth Discipline has converted readers to its innovative business principles of the "leaming organization," personal mastery, and systems thinking. Published nearly a decade later. Dance of Change provides a formidable response to businesspeople wondering how to make his programs stick. He outlines potential obstacles (such as initiating transformation, personal fear and anxiety, and measuring the unmeasurable) and proposes ways to tum these obstacles into sources of improvement. Senge—with considerable help from the team who worked on the follow-up development manual. The Fifth Discipline Fieldbook-presents an insider's account of long-term maintenance efforts at General Electric, Harley-Davidson, the U.S. Army, and others who are learning organization, along with experience-based suggestions and exercises for individuals and teams."We are seeking to understand how people nurture the reinforcing growth processes that naturally enable an organization to evolve and change," Senge explains, "and how they tend to the limiting processes that can impede or stop that growth." -Howard Rothman, Amazon.com

Barriers and Benefits Exercise Booklist and Reviews Page 8 The Disney Way: Harnessing the Management Secrets of Disney in Your Company by Bill Capodagii Lynn Jackson, Hardcover, 221pp., ISBN: 0070120641, McGraw-Hill Companies, December 1998.

Review:" In The Disney Way: Harnessing the Management Secrets of Disney in Your Company, Bill Capodagii and Lynn Jackson, Fortune 100 consultants with clients throughout the world, examine Disney's business philosophy and explain how it can be used in any company to achieve superior teamwork, creativity, and innovation. The authors introduce four principles - Dream, Believe, Dare, and Do - and reveal how these ideas drive the 10 principles that are at the heart of every Disney strategy. Each principle is then examined in detail by illustrating the principle at work at Disney as well as at other successful companies.

In this book, you'll learn how to give every member of your organization the chance to dream, and tap into the creativity those dreams embody; treat your customers like guests; build long-term relationships with key suppliers and partners; dare to take calculated risks in order to bring innovative ideas to fruition; and align long-term vision with short-term execution."- The Publisher

The Fifth Discipline :The Art and Practice of the Learning Organization, by Peter M. Senge, Paperback - 423 pages (October 1994), Doubleday Books; ISBN: 0385260954 ; Other Editions: Hardcover

Review: "Peter Senge,founder of the Center for Organizational Learning at MITs Sloan School of Management, experienced an epiphany while meditating one moming back in the fall of 1987. That was the day he first saw the possibilities of a "learning organization" that used "systems thinking" as the primary tenet of a revolutionary management philosophy. He advanced the concept into this primer, originally released in 1990, written for those interested in integrating his philosophy into their corporate culture.

The Fifth Discipline has turned many readers into true believers; it remains the ideal introduction to Senge's carefully integrated corporate framework, which is structured around "personal mastery," "mental models,""shared vision," and "team learning." Using ideas that originate in fields from science to spirituality, Senge explains why the learning organization matters, provides an unvamished summary of his management principals, offers some basic tools for practicing it, and shows what it's like to operate under this system. The book's concepts remain stimulating and relevant as ever."-Howard Rothman Amazon.com

The 21 indispensable Qualities of a Leader: Becoming the Person Others Will Want to Follow by John 0. Maxwell, Hardcover 157 pages, 1999, Thomas Nelson; ISBN: 0-7852- 7440-5.

Review: "Everything rises and falls on leadership," says Dr. Maxwell, "but knowing how to lead is only half the battle. Understanding leadership and actually leading are two different activities." Dr. Maxwell explains that the key to transforming yourself from someone who understands leadership to a person who successfully leads in the real world is character. Your character qualities activate and empower your leadership ability, or they can stand in the way of your success! In his latest book. Dr. Maxwell discusses several other key attributes to being a good leader including:

Charisma: The First Impression Can Seal the Deal Courage: One Person With Courage Is a Majority

Barriers and Benefits Exercise Booklist and Reviews Page 9 Problem Solving: You Can"t Let Your Problems Be a Problem Teachability: To Keep Leading, Keep Learning Vision: You can Seize Only What You Can See

If you look at all great leaders of the past and present, you'll find that they possess the 21 qualities that are discussed in The 21 Indispensable Qualities of a Leader. If you can become the leader you ought to be on the inside, you will be able to become the leader that you want to be on the outside. "If you are able to do that," says Maxwell, "you"ll find there"s nothing in this world you cannot do."- The Publisher

The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You by John 0. Maxwell, Zig Ziglar, Hardcover - 233 pages (September 1998), Thomas Nelson; ISBN: 0785274316.

Review: The author, John 0. Maxwell, October 23,1998: Why I wrote The 21 Irrefutable Laws of Leadership I believe that to be successful in life, every person needs four skills: 1) The ability to cultivate relationships with others; 2)The ability to equip and develop other people; 3) A positive attitude; and 4) Leadership ability. I wrote The 21 Irrefutable Laws of Leadership to help people develop their leadership skills. I've taken everything I've learned from over thirty years of leadership in business and volunteer organizations, and I've boiled it down to 21 timeless principles that anyone can use and apply, regardless of profession, culture, gender, or position. Leadership is influence. No matter whether you are a business person trying to run a better company, a coach trying to build a winning team, or a parent trying to influence your children, your success depends on leadership. Ignore a law of leadership, and you suffer the consequences. It's like dealing with the law of gravity. Your awareness of the laws of physics doesn't matter. Jump out of a window, and you must deal with the results of your actions. They are inevitable. The same is true of the laws of leadership. Leam and follow the laws, and people will follow you. Violate or ignore them, and they won't. Someone recently asked me why I didn't include a lot of concrete application in this book, as I have in most of the other books I've written. The reason is this: I don't know what your particular leadership situation is. Application changes from person to person, but the laws apply no matter who you are or where you find yourself leading. Learn the principles, and you can apply them anywhere. Apply them, and you will become a better leader. And that will make you more effective, no matter what you want to accomplish in life. The 7 Habits of Highly Effective People :Powerful Lessons In Personal Change by Stephen R. Covey, Paperback - 360 pages Reprint edition (August 1990), Fireside; ISBN: 0671708635; Dimensions (in inches): 0.90 x 8.38 x 5.53 Other Editions: Hardcover, Audio Cassette (Abridged), Audio Cassette, Audio CD (1.5 hours)

Review:"The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change was a groundbreaker when it was first published in 1990, and it continues to be a business bestseller with more than 10 million copies sold. Stephen Covey, an internationally respected leadership authority, realizes that true success encompasses a balance of personal and professional effectiveness, so this book is a manual for performing better in both arenas. His anecdotes are as frequently from family situations as from business chailenges. Before you can adopt the seven habits, you'll need to accomplish what Covey calls a "paradigm shift"-a change in perception and interpretation of how the world works. Covey takes you through this change, which affects how you perceive and act regarding productivity, time management, positive thinking, developing your "proactive muscles" (acting with initiative rather than reacting), and much more." -Joan Price, Amazon.com

Barriers and Benefits Exercise Booklist and Reviews Page 10 The Wisdom of Teams: Creating the High-Performance Organization by Jon R. Katzenbach, Douglas K. Smith, Paperback - 336 pages Reissue edition (March 1994) Harper business; ISBN: 0887306764; Other Editions: Hardcover, Audio Cassette (Abridged)

Reviews: " This book offers valuable advice in the fine art of building teams for high performance results...The authors provide real and disguised examples...along with specific recommendations...and offer useful ideas for balancing work responsibilities, executive egos, communications, and skills." - Industry Week

" An unusually thorough study of teams...As well as challenging much conventional wisdom about teams, the book is full of advice about how to organize proper—and properly effective-teams." Financial Times

Who Moved My Cheese?: An Amazing Way to Deal With Change in Your Work and in Your Life by Spencer Johnson, Kenneth Bianchard, Hardcover - 94 pages (September 1998), Penguin USA (Paper); ISBN: 0399144463 ;Other Editions: Audio Cassette (Unabridged)

Review:" With Who Moved My Cheese? Dr. Spencer Johnson realizes the need for finding the language and tools to deal with change-an issue that makes all of us nervous and uncomfortable. Most people are fearful of change because they don't believe they have any control over how or when it happens to them. Since change happens either to the individual or by the individual. Spencer Johnson shows us that what matters most is the attitude we have about change. Who Moved My Cheese? takes the fear and anxiety out of managing the future and shows people a simple way to successfully deal with the changing times, providing them with a method for moving ahead with their work and lives safely and effectively." - Amazon.com

Barriers and Benefits Exercise Booklist and Reviews Page 11 Light Reading

The following books are Included In the "light reading" category - supplementing, but not replacing, the preceding list of suggestions for Leadership Academy book reports.

A Whack on the Side of the Head: How you can be More Creative by Roger Von Oech, Paperback - 240 pages, Revised edition (December 1998), Warner Books; ISBN: 0446674559.

Reviews: "Very refreshing ... a book about how to get through life!" -Richard Bolles, author of "What Color Is Your Parachute?"

"A wonderfully entertaining book that will enhance your creative ability. It will make a difference in your life." -James Adams, author of "Conceptual Blockbusting"

"This new WHACK is even more potent." -Betty Edwards, author of "Drawing on the Right Side of the Brain"

1001 Ways to Reward Employees by Rob Nelson Paperback - 302 pages (March 1994) Workman Publishing Company; ISBN: 156305339X. Other Editions: Audio Cassette

Synopsis: Finally, managers are catching on to something employees already know: What really motivates a person to perform are those thoughtful, unexpected gestures that signify real appreciation. This chock-full guide to rewards of every conceivable type for every conceivable situation, written by management specialist Bob Nelson, offers over a thousand innovative ideas beyond the expected raise and/or promotion. Illustrations throughout.

Review: Better than money: Praise and personal gestures motivate workers. Things that don't cost money are ironically the most effective. - The Wall Street Joumal

The Entrepreneurial Cat: 13 Ways to Transform Your Work Life by Mary Hessler-Key, Dino Kotopoulis (Illustrator) Paperback - 64 pages(March 1999) Berrett-Koehler Publisher's; ISBN: 1576750647

Synopsis: Cats don't worry about what others think - they just do what come naturally. Readers will take this and a dozen other feline lessons to heart in this amusing, informative guide that shows how to be more proactive in business and in life. The 13 elemental tenets from the cat world help readers face the demands of a business world that makes it harder than ever to create meaningful work. From "Being Curious and Finding the Right Niche" to 'Taking Naps," Jazzie the cat reminds readers of time-honored truths that successful business people can use to their entrepreneurial advantage.

Barriers and Benefits Exercise Booklist and Reviews Page 12 Working Collaboratively

(Teaming Refresher)

Objective:

• Understand team dynamics • Understand how to work effectively in a collaborative environment

What makes a good team?

Exercise:

At your table, recall a time when you were working on a team that functioned extremely well; they were in the Zone