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Outlines a "bottom-to-top" management program designed to promote dramatic growth and development, citing the philosophy through which businesses involve employees at all levels in shared goals and creative processes, in a reference that describes the successful examples of such companies as P&G, Nike, and Visa.
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Bart Sayle, Ph.D., (top) is CEO of The Breakthrough Group, a management and innovation consultancy based in London.
Surinder Kumar, Ph.D., is the chief innovation officer for Wrigley, based in Chicago. This is their first book.
Sayle and Kumar's "breakthrough" management style turns out to be little more than self-help psychology with a corporate spin. Their "holistic, congruent approach" splits the business world into two kinds of operational modes: the Red Train, which runs on defensive pessimism and never gets very far, and the Blue Train, whose passengers are creative optimists who "embrace the opportunities inherent in change." In order to get themselves and their employees on that track, business leaders need to switch from "Full-Off" to "Full-On" mode, say the authors, divesting themselves of resigned and cynical thought patterns and cultivating a mindset enabling them to truly believe themselves capable of anything. Sayle and Kumar festoon this simplistic advice with buzzwords, but they only sketch the practical aspects of turning one's staff into "Magical Thinkers who utilize their Five Powers and work in congruence," with vague advice along the lines of staying away from energy drainers and cultivating motivational influences. Even the examples from companies like Wrigley (where Kumar is a chief executive) are drawn in glowing, broad strokes that give the Blue Train a fairy tale sheen. (Nov. 2)
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