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What's wrong with foreign aid? Many policymakers, aid practitioners, and scholars have called into question its ability to increase economic growth, alleviate poverty, or promote social development. At the macro level, only tenuous links between development aid and improved living conditions have been found. At the micro level, only a few programs outlast donor support and even fewer appear to achieve lasting improvements. The authors of this book argue that much of aid's failure is related...
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Rapid Results! shows how to make large-scale changes succeed by using 100-day results-producing projects to develop this vital implementation capability. Written by Robert H. Schaffer, Ronald N. Ashkenas, and their associates—leaders in the field of change management—Rapid Results! describes an approach that has been field-tested by real organizations of every size and description to improve performance and speed the pace of change. Rapid results projects produce results quickly, introduce...
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We waste billions of dollars each year on entirely preventable mistakes. The biggest tragedy is that software failure is for the most part predictable and avoidable. Unfortunately, most organizations don't see preventing failure as an urgent matter, even though that view risks harming the organization and maybe even destroying it. Understanding why this attitude persists is not just an academic exercise; it has tremendous implications for business and society.
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Discussions with traditional developers and managers concerning agile software development practices nearly always contain two somewhat contradictory ideas. They find that on small, stand-alone projects, agile practices are less burdensome and more in tune with the software industry's increasing needs for rapid development and coping with continuous change. Managers face several barriers, real and perceived, when they try to bring agile approaches into traditional organizations. They...
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After-action reviews identify past mistakes but rarely enhance future performance. Companies wanting to fully exploit this tool should look to its master: the U.S. Army’s standing enemy brigade, where soldiers learn and improve even in the midst of battle.
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Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan their flames.
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This article challenges a normative assumption about accountability in organizations: that more accountability is necessarily better. More specifically, it examines two forms of “myopia” that characterize conceptions of accountability among service-oriented nonprofit organizations: (a) accountability as a set of unconnected binary relationships rather than as a system of relations and (b) accountability as short-term and rule-following behavior rather than as a means to longer-term social...
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