The Self-Sabotage Cycle: Why We Repeat Behaviors That Create Hardships and Ruin Relationships

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A 12-year-old boy vows he will never do to his future family what his father did by leaving the boy, his sister and mother. Yet, 30 years later, the boy now a man leaves his own family. A young woman who's broken off an abusive relationship is now attracted to the same kind of personality in a potential boyfriend. And an attorney who grew up with an impossible-to-please father takes a job in a firm where the boss thinks praise is never productive. These are the kind of repetitive cycles that Stanley Rosner has seen time and again in his practice across 40 years as a clinical psychologist. A past president of the Connecticut Psychological Association, Rosner examines in this book whether there is for some people a compulsion to repeat self-destructive acts, and what the foundation for that compulsion might be, as well as how it can be changed to afford better, happier living.

Assisted by popular author Patricia Hermes, Rosner offers many eye-opening vignettes from his therapy rooms, showing us clearly how early life events can create unconscious dilemmas that move us to repeat the situation in other forms. He aims to show us how we can resolve the issues that linger, explaining how to recognize these issues, then move forward to put them to rest in ways that are not self-sabotaging. What I have to offer, says Rosner, is the opportunity for change.

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The Self-Sabotage Cycle: Why We Repeat Behaviors That Create Hardships and Ruin Relationships Review

I came across this book by chance and the very word "cycle" in the title called my attention. What a nice surprise it was! This is not your typical self-help book where the author claims to be authoritative and then goes on to offer a nicely packaged solution. It is a brilliant book where you can follow the author's own efforts to understand and help people who suffer from repeating self-defeating behaviors. It is an insightful journey where the author provides a unique view of the relationship doctor-patient in a psychotherapy. You will be challenged to put this book down.

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Shadow of the Other: Intersubjectivity and Gender in Psychoanalysis

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Shadow of the Other is a discussion of how the individual has two sorts of relationships with an "other"--other beings, other individuals. The first regards the other as an entirely different being from oneself, but one which is still recognizable. The second understands and recognizes this other by its function as a repository of characteristics cast from oneself.

In recognizing how this dual relationship is reconciled within the self, and its implications in male/female relations, Jessica Benjamin continues her exploration of intersubjectivity and gender, taking up questions of contemporary debates in feminist theory and psychoanalysis.

Shadow of the Other: Intersubjectivity and Gender in Psychoanalysis Review

As are all of Benjamin's books, Shadow of the Other is a brilliant work singular in its economy. Her insights into the intersections of power, gender, and the psyche are nothing short of spectacular. As ever, she avoids jargon; her vocabulary is precise and meaningful. I highly recommend this book.

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Edgewalkers: People and Organizations That Take Risks, Build Bridges, and Break New Ground

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In ancient cultures, each village had a shaman or medicine man who would visit the invisible world to obtain vital information, guidance, and healing for members of the tribe. These edgewalkers have contemporary counterparts in today's organizations� �those individuals who don't fit squarely into any one box; in their metaphorical travels they interpret trends from the marketplace, translate messages across departments, and envision the future impact of today's decisions and actions. Edgewalking doesn't come without its own risks and challenges; these unconventional people often clash with more traditional, rule-bound colleagues, and they are often frustrated by organizational systems that emphasize quantitative results over creative impulses. And yet in today's fast-changing, diverse, and globalized business environment, organizations must recruit and support these people in order to stay competitive. Featuring colorful interviews and practical tools to gauge and manage your own edgewalking skills, EdgewalkerS&Lt;/i> explores the opportunities that are created by defying formal boundaries and fostering creativity at every level of the organization.

They're the first people to volunteer to head up a new business unit, lead a cross-company initiative, or take on an overseas assignment. They're the glass half-full folks, who are constantly thinking out of the box, forging alliances with colleagues in other departments, seeking out new solutions to old problems, and anticipating challenges on the horizon. And in today's increasingly diverse workplaces, they are often people who have pursued unusual educational and career paths, traveled widely, and speak more than one language. Judi Neal has a term for these people: Edgewalkers.

Literally, an edgewalker is someone who walks between two worlds. In ancient cultures, each village had a shaman or medicine man who would visit the invisible world to obtain vital information, guidance, and healing for members of the tribe. Today's corporate edgewalkers serve a similar function, interpreting trends from the marketplace, translating messages across departments, and envisioning the future impact of today's decisions and actions. Edgewalking doesn't come without its own risks and challenges; these unconventional people often clash with more traditional, rule-bound colleagues, and they are often frustrated by organizational systems that emphasize quantitative results over creative impulses. And yet in today's fast-changing, globalized business environment, organizations must recruit and support these people in order to stay competitive. Featuring colorful interviews with edgewalkers from a variety of fields and practical tools to gauge and manage your own edgewalking skills, EdgewalkerS&Lt;/i> explores the opportunities that are created by defying formal boundaries and fostering creativity at every level of the organization.

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Edgewalkers: People and Organizations That Take Risks, Build Bridges, and Break New Ground Review

On the surface, this book describes people who are "Edgewalkers," people who walk between two worlds, building bridges between different ways of thinking and acting. I think the book is worth reading for the stories and description of "Edgewalking." However, I think the book is also very useful for ANYONE who desires to have more meaning, depth, and purpose in their work. I've read many books about management and leadership. This is one of the best. I highly recommend this book if you want to know how to be true to your own values and also be effective in your workplace. Neal uses stories to illustrate every point she makes. It is an easy and engaging read that also has substance and helpful step-by-step instructions for finding your own vision and making it happen.

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World Class Reliability: Using Multiple Environment Overstress Tests to Make it Happen

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Companies following the Six Sigma process have seen their products' initial quality statistics soar, with defects all but eliminated. But how can companies make sure the quality lasts? One method is to subject products to exaggerated conditions that simulate the wear and tear of months, years, or a lifetime of use. Called Multiple Environment Overstress Tests (MEOST), these rigorous tests can expose potential design flaws, limitations of materials, and construction that normal quality inspections might miss. "World Class Reliability" presents a blueprint for creating and applying the MEOST methodology to products in almost any industry.

World Class Reliability: Using Multiple Environment Overstress Tests to Make it Happen Review

If you are looking for a text with an technical aspect with regards to Reliability this is NOT the book to get! I've read Bhote's book on "World Class Quality", and found that to be informative, but it is apparent that his knowledge in Reliability may not extend far beyond his 'opinions'...

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Reasons and Rationalizations: The Limits to Organizational Knowledge

You looking to find the "Reasons and Rationalizations: The Limits to Organizational Knowledge" Good news! You can purchase Reasons and Rationalizations: The Limits to Organizational Knowledge with secure price and compare to view update price on this product. And deals on this product is available only for limited time.

   

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What is the purpose of social science and management research? Do scholars/researchers have a responsibility to generate insights and knowledge that are of practical (implementable) value and validity? We are told we live in turbulent and changing times, should this not provide an important opportunity for management researchers to provide understanding and guidance? Yet there is widespread concern about the efficacy of much research. These are some of the puzzles/pressing problems that Chris Argyris addresses in this short book. Argyris is one of the best known management scholars in the world- a leading light whose work has consistently addressed fundamental organizational questions and who has provided some of the key concepts and building blocks of our understanding of organizational learning-single and double learning, theory in use, and espounded theory, etc. In this book, he questions many of the assumptions of organizational theory and research, and his investigation is not confined to academic analysis. He also scruntizes that capacity for 'unproductive reasoning' (self-deception and rationalization) that is common amongst managers, consultants and indeed more generally. As well as engaging with the work of leading organizational researchers (Sennett, Gabreil, Burgelman, Czarniawska, Grint, for example) he also ponders the work of the consultants, commentators and accountants who endorsed Enron. Throughout his purpose is to affirm the goal and values of useful knowledge. His style/inquiry is direct but fair, challenging- if at times uncompromising. Drawing on his own wealth of experience of researching and working with organizations, this book will be a reference point for all concerned to develop useful knowledge and confront the defenses and deceptions that are only too commonplace in the business and academic worlds.

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Reasons and Rationalizations: The Limits to Organizational Knowledge Review

Management scholar Chris Argyris tackles an important problem: the pervasiveness of defensive reasoning that prevents people in organizations from understanding when and why they are skillfully incompetent. Unfortunately, he employs such an academic style that his arguments are primarily useful to fellow scholars, although they would be relevant to managers if they were offered more accessibly. The professor assumes that readers are familiar with social science literature, processes, issues and vocabulary. For those who seek solutions to the organizational problem of defensive reasoning, he offers enlightening explanatory theories, but not much practical advice. That said, it is comforting to note that someone has looked seriously at the disconnection between what executives say and what they do. Argyris catalogues the dimensions of this dysfunction and proposes - although not very concretely - that it may be open to some correction, perhaps through such tools as double-loop learning and "left hand/right hand" analysis. We suggest this book to experts in organizational behavior, corporate culture and issues in scholarship about management.

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The Last Neighborhood Cops: The Rise and Fall of Community Policing in New York Public Housing (Critical Issues in Crime and Society)

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In recent years, community policing has transformed American law enforcement by promising to build trust between citizens and officers. Today, three-quarters of American police departments claim to embrace the strategy. But decades before the phrase was coined, the New York City Housing Authority Police Department (HAPD) had pioneered community-based crime-fighting strategies. 

The Last Neighborhood Cops reveals the forgotten history of the residents and cops who forged community policing in the public housing complexes of New York City during the second half of the twentieth century. Through a combination of poignant storytelling and historical analysis, Fritz Umbach draws on buried and confidential police records and voices of retired officers and older residents to help explore the rise and fall of the HAPD ��s community-based strategy, while questioning its tactical effectiveness. The result is a unique perspective on contemporary debates of community policing and historical developments chronicling the influence of poor and working-class populations on public policy making.

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The Last Neighborhood Cops: The Rise and Fall of Community Policing in New York Public Housing (Critical Issues in Crime and Society) Review

This is a tremendous book detailing the history of the NYC Housing Police and their relationship to the tenants of the public housing developments. He relates the beginning of the Police from their origins as "Special Patrolmen" assigned to the projects up to their eventual dissolution in the merger with NYC Police in 1995.

The police started as neighborhood cops, many from the community they served; they knew their tenants personally, and saw their main job as enforcing Authority regulations improving the quality of life of these residents. They worked with managers and tenants to solve problems before they escalated. Errant youngsters were brought to parents rather than were arrested, fostering a relationship that kept behavior in check and enforced community norms. This was community policing, even before it was so named. What changed this?

The author lists several reasons:

1) Court decisions brought by OEO lawyers limited the right of the Authority to enforce standards and to maintain strict eligibity requirements for residency. This disrupted the social cohesion in the developments, much to the tenants dismay.
2) Economic conditions caused many residents to start "at home" businesses and double up with unauthorized residents, causing them to shy away from the Housing police whom they feared would report them.
3) The Police desire for promotional opportunities that led to pressure for precinct style policing.
4) The replacement of police walking beats with car patrols due to manpower losses. This reduced contact with their tenants.

There were also demographic changes caused by an influx of welfare families and homeless, increasing the social pathologies that they brought with them. Also the assignment of new Housing Police from a regular Police list, brought an influx of officers who didn't understand the projects. There were many other conditions that contributed to this situation.

I myself worked for the Housing Authority from 1969 - 2002, twelve years of which (1981-1993) I worked for the Housing Police, supervising a Unit that prepared the statistical reports and crime analysis for the Department. I have never met men who worked from the ranks to be become C.O.'s that were so friendly to Tenants and civilians as these old timers. Men like Joe Keeney, Marvin Krivitsky, Vincent Pizzo were a breath of fresh air, as they eschewed the police mentality that considered civilans as either "perps or pests".

I just want to say that the PSA's were not "Public Saftey Areas", but rather "Police Service Areas". The author also alludes to the fact that the UCR (Uniform Crime Reports) might have made the projects look worse than they really were because the real population was 20-30% larger than the official number. This was because of doubled up residents. This is true, but the UCR reports were really meant to compare large jurisdictions. A UCR index for a really small development(100-200 residents) was useless since it would multiply index crimes per 1000 of population. Also, I am not sure if the author was aware, but all crimes that occurred on the sidewalks around the projects, were assigned to HAPD jurisdiction, but for UCR purposes, they were DELETED from the UCR reports. A homicide, robbery or any other crime committed on the sidewalks was not counted in the official UCR report. This was a compromise made between the NYCPD and the HAPD over jurisdiction.

Alas, these and other pressures led to the merger with NYC. At least with this book, Prof. Umbach will keep the story alive of NYC HAPD, who really lived up to their motto - "SECOND TO NONE".

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