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Management Rewired: Why Feedback Doesn't Work and Other Surprising Lessons fromthe Latest Brain Science

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Overview

The founder of the Amherst Consulting Group and managing partner of One Eighty Partners turns current management theory on its head, arguing that organizations that are able to apply brain science to their businesses will overtake the competition and enhance performance at every level. He demonstrates how relying on emotions--rather than logic--leads to better business decisions.

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Overview

The founder of the Amherst Consulting Group and managing partner of One Eighty Partners turns current management theory on its head, arguing that organizations that are able to apply brain science to their businesses will overtake the competition and enhance performance at every level. He demonstrates how relying on emotions--rather than logic--leads to better business decisions.

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Editorial Reviews

Publishers Weekly

Jacobs, founder of the Amherst Consulting Group and managing partner of One Eighty Partners, debunks management myths in this provocative, counterintuitive volume, demonstrating how relying on emotions-rather than logic-leads to better business decisions. Jacobs draws on the latest research showing that positive and negative reinforcement don't improve performance, quantifiable objectives cause workers to fixate on the short term and sacrifice long-term focus and certain common management practices produce the opposite of the intended effect. He examines the limitations of current organizational strategy in light of brain science, using layman's language to map out how the brain interprets experience and responds to feedback, reward and punishment. He asserts that organizations that are able to apply brain science to their businesses will have a decided advantage over the competition, and he shows how his findings can enhance performance at every level of a company. Well argued and substantiated, this book turns prevalent management theory on its head and will have lasting impact on how it is taught in business schools and implemented in organizations. (May)

Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Los Angeles Times
Armed with some startling scientific data...persuasive.
Kansas City Star
Noteworthy
Harvard Business Review
This is a lively and often likably eccentric book that does a solid job of surveying some sensible management practices
Financial Times
[MANAGEMENT REWIRED] raises fascinating and important questions. Managers should take them seriously.
—Stefan Stern
Businessweek
Jacobs, who has spent decades consulting for blue-chip companies, proposes a radical rethinking of management techniques....reading Management Rewired might soften the touch--and boost the effectiveness--of many a corporate drill sergeant.
Fortune Small Business
the book is illuminating, thanks to the author's fluent style and wide learning, which he wears lightly and brings to bear usefully
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Product Details

  • ISBN-13: 9781591842620
  • Publisher: Penguin Group (USA) Incorporated
  • Publication date: 5/14/2009
  • Pages: 224
  • Product dimensions: 6.28 (w) x 9.28 (h) x 0.86 (d)

Meet the Author

Charles S. Jacobs is managing partner of One Eighty Partners and an advisor to Fortune 500 companies. He was also the founder of the Amherst Consulting Group. He lives in Boston.
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Table of Contents

Introduction 1

1 Brain Science 7

2 From Brain to Mind 25

3 Working Relationships 45

4 Managing Upside Down 67

5 Organizing Leverage 91

6 Thinking Strategically 113

7 Changing Minds 139

8 Leading Ideas 163

9 All Things Are Ready 187

Notes 203

Acknowledgments 209

Index 211

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Customer Reviews

Average Rating 4.5
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Sort by: Showing all of 3 Customer Reviews
  • Posted August 22, 2009

    I Also Recommend:

    An exploration of a deeper view for causation of behavior relating to business and life.

    Jacobs has produced a wonderfully readable explanation of human behavior toward improving the way management engages employees as well as any other human toward influencing their behavior and productive outcomes. This is ultimately about how our brains interpret the world and attempt to influence other brains toward our visions.

    I found that this book reinforced the thoughts I have found as "truths" about human behavior and influence and how it relates to management. It also explains why so much of traditional command and control management ends up useless, destructive or worse and becomes fodder for the pages of "Dilbert". Unlike many, Jacobs offers method and solution and not just a "view".

    Critics of this book obviously are of the group of people who would like to think that their minds are much more sophisticated than their brains are capable. Of course that's what my brain thinks :-)

    1 out of 1 people found this review helpful.

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    Posted July 20, 2009

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    Posted December 2, 2010

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