Collaborative Development

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Our new web site is live!

You'll find different ways to benefit from our work — building on our book Management Y, our film Augenhöhe, the B-Corporations movement, and beyond.

We're looking forward to your resonance and feed back to our new home page!

So many amazing things have happened recently - dear reader, I'm terribly behind with updating our website!

Just to mention a few highlights quickly, the gist of it if you like:

Pardon the unusually short and delayed updates, it's just too much going on at the moment. What's on your mind, what can we do for you? Drop us a line with in the contact box to the right, including your email address (but no http: links, please, if you want to pass through the spam filter). Thank you!

"Eye Level" — our documentary film about collaboration

A picture is worth a thousand words — a motion picture even more so. We decided to film inspiring scenes of collaboration: People at their workplaces, collaborating at eye level, trusting each other, being at ease with their challenges.

Allsafe Jungfalk made a jump-start, a world-leading 160-staff metalworking company in south-west Germany.

It's an experiment: Can we "see" through the lens, what good collaboration feels like? Does this spirit come across, and does it inspire the audience?

We've filmed 14 hours of cinemascope footage on site, and made a first 2'35" short trailer for you — does it work?

(Click the arrows next to "vimeo" to see the short film at full size.)

It's currently in German, and I'll be happy to update this site once we've completed the English translation. Big hugs from here, too, to everyone at Allsafe Fungfalk for their courage to let us film there!

Join our discussion and find more information here on Facebook, as well as in our newsgroups '21' on Facebook (English/German) and xing.

Keynote talk "Beyond IT - Beyond Agile: How might we collaborate better across the house?"

I've been thrilled by the inspiring resonance I received to my keynote talk at #ManageAgile 2013 today!

The focal questions I raised indeed seem to have touched upon a nerve of our time:

  • What's been changing at the verge of the 21st century, now that we've already seen one sixth of it?
  • What approaches to empathic collaboration have emerged across the organization? What's their common ground, if any?
  • How might we make collaboration more likely to happen?

Thank you for the many exciting and sometimes even moving conversations! I'm very much looking forward to further sharing of ideas, insights and questions. Stay tuned for more reflections about 21st century organizations here, and hopefully soon, too, at our upcoming event calendar at

60 bright minds engaged at our World Café workshop "Designing for Collaboration"!

"Why collaborate? We're fine!" is a familiar setting for many at their workplace, at school, at home and in the news. Not to collaborate is the default choice, and most people basically spend their lives trying to get by with it: So we're used to seeking advantage from each other, and defending ourselves; and we enjoy those peace-of-mind moments when there's nothing to worry.

This widespread perception contrasts sharply with psychological research across the world, that's been consistently finding since the 1960 (and likely earlier): People are happier when what they do has a purpose for them, particularly when this purpose connects them with other people.

So what makes us choose to connect and collaborate, or not to? And after all, how can we design contexts that encourage people to empathize?

After a few brief input talks we've explored these questions with an amazing group of diverse countries and backgrounds. Take a look at our photos from the event at the Stanford website (here): I've been touched by the depth and openness of our conversations until long after midnight.

Many thanks to the Royal Society of Arts RSA (London), betahaus, Anne Kjær Riechert and Johannes Puschmann of Berlin Peace Lab, Mark Nelson, Dan Lockton, Sebastian Deterding and go21 for your generous funding, support and input.

Bullish on digital: McKinsey Global C-level Survey results

According to McKinsey's recent survey of 850 C-level executives enterprise leaders are seeing their firms' digital transformation as a key priority:

Digital customer engagement, digital product and business innovation, and 'Big Data' are seen as biggest potentials; Enterprise 2.0 and digital automation to a lesser extent.

No surprise: Leadership, culture and talent are seen as greatest challenges on their way towards their digital vision—far more than any of their technical consideration. often, the CEO is the only executive who has the mandate and ability to drive such a cross-cutting program.

The 30% respondents who created a CDO (Chief Digital Officer) role, report significantly more progress towards their digital vision than the ones without.

Designing for Collaboration.

Great: Already two dozen sign-ups for our workshop at betahaus Berlin on August 29, 2013, just shortly after we've posted it on!

Stanford Peace Innovation Lab RSA Fellowship Jointly with Anne Kjær Riechert, and supported by British RSA and Stanford Peace Innovation Labs, we'll explore how Design can help encourage collaboration between people.

There's quite a body of scientific evidence and effective best practice today, but the field is still pretty unrecognized by the wider public. So let's look at the ramifications in different applications.

(RSA: Royal Society for the encouragement of Arts, Manufactures and Commerce, particularly popular internationally for the fantastic RSA Animates)

Completed just in time for the summer break: The new website of our go21 initiative.

In the go21 network we're developing modular building blocks that facilitate 21st century organizational cultures, for work to be:

    go21 logo
  • on par with each other
  • designed for human nature
  • trusting and responsible.

We've all seen firms that prosper in their fields, emerge stronger from crises, and easily attract the best talent — not just media stars like Apple or Google, but in any industry.

And we know this is not for everyone: Many organizational cultures seems stuck in the past century — although one-sixth of 21st century is already gone, and although many modern alternatives to traditional views of leadership, work styles and organizational models have proven a lot more productive.

With our professional service and training programs, go21 help organizations choose and facilitate modern organizational approaches, without having to re-invent the wheel.

The Blue Board: And the best ideas will make it.

Sounds familiar? Open Innovation, Design Thinking, employee suggestion schemes, and all that input from Customer Services — so many ideas and board meetings, and yet again, in the complexity of reality, the finally approved plan turned out to be a complete flop.

The question is: How can we better involve the organization's collective intelligence at making decision about innovative ventures?

Blueboard in action With our Blue Board we've developed a practical approach that everyone can play a part in.

Even if innovation has been the exception in the past, the Blue Board helps your organization develop collaborative routine with innovation and change initiatives.

A simple, effective procedure lets the most promising ideas evolve into concrete initiatives, and encourages joint contributions until completion. This participative approach supports the generation and realization of ideas, and it can also act as a step-by-step catalyst for more participation across the organisation.

Lab of Labs LAB OF LABS:
Lean Agile Design Thinking Garage

How can you start a project at double speed and spirit? With go21 and the award-winning innovation agency The Dark Horse at our 21st century garage!

Lab of Labs is a hosted workshop series for your team and potential customers to co-create tangible prototypes of the next big thing. Let's never forget that only a realized idea is a good idea...

Invited as keynote speaker at this year's conference Manage-Agile on Oktober 24, 2013!

What a great opportunity to take a look beyond "agile" organizational models, and to review concrete approaches to participatory, human centric approaches in modern enterprise cultures: from idea development to portfolio management and budgeting.

After the terrific responses to my previous talk there, I'm obviously at least twice as much looking forward to the next one.

Looking back to two conferences on sustainable economics in Berlin on May 13 & 14:

The mainstream economy seems to slowly adopt a more serious notion of sustainability. Most questions still seem to gravitate around the drivers of change, and adequate coping strategies... with a slowly shifting focus towards the economic potentials of responsible economic behaviour.

Discussion panel at re:publica on 7 Mai 11:15 - 12:15:
"Impact Investing – a New Era of Good-Cause Investors?"

with Dr. Mariana Bozesan, Club of Rome,
Dr. Maximilian Martin, Impact Economy, Geneva,
Ben White, Venture Capital for Africa,
Andrea Kolb, Abury foundation
and Ulf Brandes (host)
about chances and potentials of Impact Investing:

Impact Investing is where Profit meets Purpose. It's a new funding model, driven by a new kind of investors who care for People and Planet as much as they care for the financials that keep a business alive. It's not just for Bill Gates and Warren Buffet, and it's not just for the poorest-of-the-poor. We want to explore the potentials that Impact Investing may create for you and me.

Photo by Hapee de Groot via Twitter.

Online seminary "business and purpose: a contradiction?", as follow-up event to Dialog Summit 2013.

Man's quest for meaning: "why should our business be any good?"

Can a business have an inspiring purpose, or does it have to be all about the money? How can a company's purpose fuel employees' loyalty and inspiration?

Dialogue on natural sources of employee motivation.

Great ideas, and now? Realizing innovation with an Agile collaborative management model
Talk and discussion at the Summit of New Thinking

The one question is how to help good ideas emerge — e.g. via Open Innovation or Design Thinking.

The other question then is, how to let something useful emerge out of them: After all, true innovation can only be as good as its successful realization. And even a well-intended change program won't rock the house all alone.

How can we help ideas turn into true innovation? In this workshop we're looking at cultural and structural prerequisites, at different perspectives and approaches, and at the role that complexity plays at all of this.

And since successful realization is all about practice, we'll share a few practical steps that everyone can begin straight away. [in German]

slides available here as PDF for download

Manage-Agile 2012 Seminar "Embedding Agile Leadership in the House" at conference Manage Agile 2012

Bridging progressive and traditional perspectives

More and more organizations are abandoning the industrialized leadership models of the past, and enthuse their teams and customers with more modern, humanistic organizational approaches.

Change does not come by itself, though: More often than not, conflicts emerge, once new leadership styles start touching upon the status quo.

How can we effectively support change for an Agile culture?

On slideshare: "Agile by Design". See my Team Building workshop deck about dealing with innovation and complexity.

There is no such thing as an innovation recipe or cook-book... but we need not re-invent the wheel either. Our key theses are:

Books I've read, or still want to read.
What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation
I have read this book
Comment: "This management book is my favorite: Gary Hamel, inventor of classic business tools like the Balanced Scorecard, gives a passionate account of how organizational governance, management and innovation should and can be. The handbook of the revolution-to-come. Must-read!

Gary Hamel, having been a popular and immensely influential management author for ages, now descibes how all these optimization methods of the past (including his own) have led to organizational structures that are essentially optimized for stagnation.

"Mistrust and fear must be wrung out of 21st century organizations", he demands, and presents ideas and practical cases how this could be accomplished by mortals in real-world companies and corporations, acknowledging that "most people are like a zoo-born lion that knows only its cage".

So now, instead of catering for the classic bean counters and safety-seekers in the house, he's calling the rebels, the obstreperous, the dissidents, to bring their audacity, imagination and zeal to mobilize their organizations and make them agile (again!):

"We need diversity, disagreement and divergence as much as conformance, consensus and cohesion."

And while he's asserting that hierarchies will always be a feature of human organizations, Hamel now says that we need to limit the damages inflicted by top-down authority structures: Instead of a single hierarchy there need to be many, with each one serving as barometer of expertise in one critical skill area.

At this, collaboration is one of the essential elements: "In tomorrow's interdependent world, collaborative systems will outperform those based on adversarial win/lose relationships". And, citing Vineet Nayar, CEO HCLT, India: "Value gets created between employee and customer. Manager's job is to enable innovation at that interface. To do this, we must kill command-and-control. The notion of the 'visionary at the top', the 'captain of the ship', is bankrupt."

That's pretty progressive thinking for most contemporary management practicioners, and a commitment to a truly Agile manifesto. Hence, one of the key questions at this is, how we can achieve coordination without supervisory superstructures: "A market can do great things but it can't build a car."

I just love the way Hamel elegantly connects these questions to the fundamentals of dealing with dynamic complexity: "let structures emerge!" The idea is to help spontaneous order emerge, i.e. emergent, "self-organizing" structures: "Freedom's not the enemy of coordination, but its ally."

This approach will work, if we continue cultivating a culture of commitment and accountability - that people commit and promises be held, and that people can trust each other without controlling each other.

In my view, in the end this all recalls and revives insights that we've already had at the times of Aristotle... but it seems that 20th century's zeitgeist has entombed these antique world views with golden calves like extrinsic motivation, incentive schemes and shareholder value.

A few more Hamel quotes: "The future calls for more creation, not more control." "Money's great, but so are recognition and the joy of accomplishment". And: "While large, efficient companies will always continue to provide the backbones and infrastructures of modern economies, we should never forget that the organization should be the instrument, not the individual." Yes!"
Visual Meetings: How Graphics, Sticky Notes and Idea Mapping Can Transform Group Productivity
I have read this book
Comment: "If you've always wondered if meetings can't be faster and more engaging, here's the antidote. Dozens of practical ways for groups to learn and come to conclusions in different settings.

Particularly I've loved formats like "Open Space" and "World Cafe" -- it's just amazing how much you can accomplish even with a group of strangers in just 90 minutes.

What's probably best is to realize that you don't need to be a grahpics artist to be able to support group collaboration with visual tools. Everybody can do this -- and reading the book, you'll find "everybody should do this!""
Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
by Alexander Osterwalder, Yves Pigneur
I have read this book
Comment: "And another classic: A simple illustrated primer to collaborative innovation.

The book comes with two great set of tools: There's the "Business Model Canvas", variants of which you'll find from many sources such as e.g. IDEO -- but here it's particularly comprehensive and useful.

And then there's a wealth of standard business model patterns that you see again and again across diverse industries -- from B2B2C to "free as a business model".

Maybe the best of it all is that it all fits conveniently on a piece of DIN A3 paper.

Using the Business Model Canvas, you simply get divery people to discuss the complexity of business ideas and their possible alternatives in much more effective and collaborative ways than the usual way, e.g. with Powerpoint wars and email. People grasp immediately that business model design is much more about collective learning and exploration than about opinionism and knowing-it-all.

In my own professional projects, the business model canvas and its patterns has already been very useful -- in "heavy industry" settings as well as in startup companies."
The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses
I have read this book
Comment: "This book will be an all-time classic. Practical and deep. 21st century management practice for anyone doing anything new.

Eric Ries uniquely combines a deep intellectual understanding of contemporary behavioural, psychological and economic sciences, with a very practical sense of how all this could translate into the everyday struggles of building an organization. It's not just someone who's had a few good ideas, not at all.

Reading the book you feel that there's a ton of substance underneath the wise and very practical prose. Maybe that's one of the reasons why this book has become so enormously popular --- going forward, hopefully not just with startups."
Presence: Human Purpose and the Field of the Future [Paperback]
by Peter M. Senge
I have read this book
Comment: "We all start realizing that the dynamics of complexity and emergence are shaping some of life's fundamental phenomena. So if that is true: What does this mean to us in daily private and work life?

Peter Senge a highly, accomplished serious scientist who teaches at MIT, author of million-selling management books like "The Fifth Discpline", and one of the founders of Systems theory. Therefore, unlike many other related books on similar subjects, this book is not esoteric at all.

Instead, this book is a journey of pretty scientific minds into the fundamental aspirations and opportunities of sensing, dialogue, thinking and deciding.

Peter Senge and his co-authors explore questions like this in a deep account of what it might mean to be human. Not at all the classic "five-quick-tips-to-become-a-good-leader" brochure, but a touching book, rich of candid thought and curious exploration."
Implementing Beyond Budgeting: Unlocking the Performance Potential
by Bjarte Bogsnes
I have read this book
Comment: "There are many books on "new ways of management" etc these days, and many were written by outside observers like researchers and idealists.

This book is different, and that's one of the things that make it so valuable: Bjarte Bogsnes comes right from the trenches of management -- and actually, not at one of the usual suspects like Apple or Google, but at Statoil: A large, European, state-owned energy company.

So while you, just from that outset, might expect a laggard's defense of a mediocre status quo, what you get in this book is an ardent, candid report why and how this traditional corporation entirely modernized its management style and processes.

That's something! And Statoil is not alone at this: Today, Beyond Budgeting is a movement of dozens of multi-national corporations -- time-honored firms who came to realize how their traditional ways of planning and managing turned out to be in their own way.

For anyone interested in corporate culture change, as a surprise, this book also introduces the CFO as your ally -- so the master of metrics and budgets, not the usual IT, Innovation or HR department. "Beyond Budgeting" argues that the CFO's practice should be all about learning and mastering reality, rather than stipulating the classic annual rain dance of strategizing and budgeting that never reflect reality.

What's also great is how deeply this book is based on a fundamentally human view of employees: Not and army of mechanistic plan-fulfillers, but individuals with much greater potential than most work systems can bring to fruition.

Bonus: As a light introduction to BeyondBudgeting, Bjarte Bogsnes has given a lot of talks many of which are available online as video presentations on youtube and vimeo. All highly recommended!"
Die Gemeinwohl-Ökonomie
by Christian Felber
I have read this book
Comment: "We might be at the edge of a paradigm shift in organizational theory: The traditional governance model of industrialized production and command-and-control leadership is more and more seen to be ill-suited for the complexity of most critical challenges today -- in society as well as in business.

At the same time, we see a renaissance of truly traditional values such as integrity and respect.

And many people start realizing that mankind can only prosper if everybody's action were to demonstrate respect for themselves as well as respect for the needs of future generations; and ideally, for everybody else in between as well.

So while that sounds nice in theory, what can we do in practice that goes beyond lip services or frustration?

For firms, Christian Felber suggests a very tangible approach: His "Gemeinwohl-Matrix" extends their classic set of profit-oriented performance metrics with a new, additional Balanced Scorecard of performance indicators how the firm contributes to General Welfare.

Now, as with all Balanced-Scorecard models, the crucial question is: "Who defines the metrics, and who evaluates performance?"

To me, that is the real news of Felber's "Gemeinwohl-Matrix" -- it is its governance model:

While many similar "social responsibility reports" etc are usually defined ex-cathedra by some central, omniscient expert group, the "Gemeinwohl-Matrix" gets both defined *and* evaluated in community-based peer-to-peer review and decision processes.

In just a few months, this approach has already attracted thousands of companies, and created quite a movement across several European countries.

While I agree with Felber's evolutionary design approach and its goals, I am not in agreement with some of Felber's political positions:

To me, many of his views e.g. on corporate governance and property rights seem to simply "jump to conclusions too early" -- they demand pretty radical changes that may be considerable barriers for many "mainstream" companies, and jeopardize the desirable mainstream adoption of many other, much more popular and digestable positions.

Here, in my view, some of Felber's specific recommendations are mistaking means with ends: While the goal -- give the public good a much stronger role in everyday business decisions -- is right, our way there will be quite experimental, for what we know today is just the beginning.

So it's great that Felber gave his his "welfare economics" model a vrey tangible and provocative start, but put its future evolution out into the hands of its practical users. This wise act alone makes it worthwile to follow the movement's future development."
Design Thinking: Integrating Innovation, Customer Experience, and Brand Value
by Thomas Lockwood
I have read this book
Comment: "Compelling introduction to Design Thinking, marking a sharp contrast to conventional, "industrial" management styles, with some practical examples.

Design Thinking finally brings Csikszentmihalyi's "Flow" to the workplace.

Why can't all companies be run by humans, with a humane attitude? We'd all enjoy so much better products, and so much more joy at work.

At this, Design Thinking is a great toolbox for innovation -- and in practice, the focus of Design Thinking still is on ideation much more than on realization and production. And indeed, there's usually a significant gap between Design Thinkers and everyone else in the organization. While this book makes an effort to speak to this issue as well, it's not having all the answers."
Bounded Rationality: The Adaptive Toolbox
by Gerd Gigerenzer, Reinhard Selten
I have read this book
Comment: "After all we know about human decision making: Are we truly as "rational" as Economic mainstream theory posits it?

When I studied game theory under this book's author, professor Reinhard Selten, I knew he was sort of sceptic of "homo oeconomicus", but "rationality" was the model -- it wasn't really challenged a lot in the 90s, despite the facts that human deviations from Bayesian probability optimization were pretty rampant, and that Selten had been one of the few Economists to look at cognitive bounds to rational choice already in the 60s.

Today we see the "rationality" paradigm crumble in a lot of fields that built on it, from medicine and psychology to software development and MBA classes. Also, exciting interdisciplinary fields emerged, like Behavioural Economics, Choice Architecture, and Design Thinking.

Yet, we still have no "unified theory" of human decision making. In lieu, this book provides an excellent overview of the available scientific evidence, and then develops a broad framework and toolkit for both scientists and practitioners interested in the subject. And this book is definitely not esoteric at all -- rather a tad to analytic even, I'd say. Useful reading for scepics and heretics alike!"
Spiral Dynamics: Mastering Values, Leadership and Change
by Don Edward Beck, Christopher Cowan
I have read this book
Comment: "Lots of people whom I highly esteem have praised this book, and it's been sitting on my shelf for a while now, yet I still haven't read it. Obviously, I could easily blame the esoteric cover design ;-) -- but that wouldn't do justice to the bright minds who recommended it to me.

A strong argument for the book is that it presents a concise yet practical framework for individuals and organizations to deal with the complexity of the challenges of our time. And instead of serving a popular myopic demand for "quick fixes", this framework gives a challening account of human nature spanning virtually every relevant aspect of life, ranging from its purpose and the nature of emergence to practical aspects of organization and leadership.

So what's in my way? Maybe I'd expect a more explorative, "searching" approach to questions of this magnitude, than the "declarative", nearly "authoritarian" guidance that the book seems to offer.

In contrast, e.g. Peter Senge or Viktor Frankl also have a lot to say, yet their style of sharing their ideas and insights seems to come across in a more contemplative, suggesting way -- which personally, I find more suitable than basically telling the reader how things are.

And on the other hand, I've found tremendous depth as well as practical insights in the original scientists' lectures, e.g. on, as well as in the modern management applications and approaches that are derived from this primary research, such as Agile Organizations, Beyond Budgeting, and Gary Hamel's Management Innovation Exchange.

But as e.g. with Robert Laughlin, one should resist judging the content by its form. And I'd be stupid to think that I already knew enough from other sources, anyway ;-) So I will read the book, promised."
Beyond Growth: The Economics of Sustainable Development
by Herman E. Daly
I have read this book
Comment: "Already as a child I wondered how infinite growth could be a model for a finite planet. On the other hand, I've always been convinced that everybody wants and deserves progress.

Maybe one of the reasons why I studied Physics and Economics was to better understand this dichotomy. While academia hasn't helped me a lot to this question, work has: "It's the metrics, dude!"

We get what we measure and focus on, in business, and in society. Our key economic metrics focus on growing consumption; and that's what we get, then.

So, if we can't infinitely grow consumption of resources, and -- as behavioral sciences keep confirming consistently -- if infinite consumption wouldn't make us happier, anyway: Why do we optimize entire societies for metrics of consumption?

On the other hand, people obviously have the right and desire to improve their life conditions... and their happiness. Everybody deserves it! So the question is: Can we re-design society to encourage a fulfilled life?

Daly obviously has a few thoughts and ideas on these questions. While I don't easily go with many of his political recommendations, I am grateful that people like Daly popularize these deep, necessary discussions."
A Different Universe: Reinventing Physics from the Bottom Down
by Robert B. Laughlin
I have read this book
Comment: "One of my earliest interests in Physics was to better understand Nature. Obviously, modern Physics has many answers to this -- but some of the most interesting pieces seem blanked out, like "where does life come from?", or "what's the physical link between body and conscience?".

Laughlin takes Physics from a completely different angle: He contrasts the classic Western "reductionistic" view of Natural Sciences with a new, deeper analysis of the dynamics of complexity.

So, while the reductionistic view posits to understand the whole by drilling down into its pieces, Laughlin prompts us to understand what processes govern the emergence of new, larger things from earlier, smaller things in nature -- such as, when air molecules condense into large clouds, wind forms sand into dunes, or molten metal crystallizes into regular structures.

While everybody is amazed by these phenomena -- just think of the Yann-Arthus Bertrand's beautiful photographs! -- modern Physics still has surprisingly few answers.

Not that Laughlin now had all the answers, not at all; and actually, his writing style is... let's say, controversial and quite funny. But for sure, he helped me understand that emergence and complexity are probably *the* fundamental concepts not only in Social Sciences (where I've always suspected that), but also in the Natural Sciences. Actually, the concepts of emergence and complexity might even become one of the *links* one day between these separate domains of science"
Denken, Lernen, Vergessen.
by Frederic Vester
I have read this book
Comment: "... And Frederic Vester's other book that had strongly influenced my early views and reflections on brain, cognition and knowledge when I was a child, even earlier than his other classic "Neuland des Denkens". Vester's ideas may long have been superseded by newer scientific insights, but at the time, no much other popular literature on these subjects was comparably profound and accessible. Still grateful to my father for making the book available to me."
Neuland des Denkens. Vom technokratischen zum kybernetischen Zeitalter.
by Frederic Vester
I have read this book
Comment: "One of the books that shaped much of my thinking early on. At the time (1984), Vester gave brillant, broad perspective on society and technology in a way both deep and understandable. I remember I did not agree with all of Vesters views, but his contribution to my Weltbild has definitely been considerable."
I have read this book
Comment: "another original source that changed a lot of my thinking, this time on collective decision processes.

Deciding is the essence of management, so I wonder why Decision Design doesn't seem to have hit mainstream for long.
I have read this book
Comment: "completely changed my view on business, management decisions, and collaboration back in 1997. One of these books for which I'm still grateful to the authors, and to the person who recommended it to me."
I have read this book
Comment: "Who would have thought 20 years ago that Economics was a Design discipline?

This book finally put into written everything I had always felt was right (but could never prove) in designing products, services, policy, and user experience in general:

Gently improve public welfare without force, law, or sermon. Just using Behavioural Economics, small interventions, common sense, and creativity.

Was so reassured seeing this concept spelled out by world class authors, backed by profound cross-discipline research, and a charming writing style.

See also: Design with Intent, e.g. at
I have read this book
Comment: "Truly another life-changing book. What this man has overcome; and how; and what this teaches us.

There's always a choice between what I experience, and how I act about it. Full stop. Lesson learned.
I have read this book
Comment: "another small book that I wished was must-read literature at school.

"One of the most salient features of our culture is that there is so much of it," writes the author, an renowned Princeton professor. "Everyone knows this. Each of us contributes his share. But we tend to take the situation for granted."
I have read this book
Comment: "prefab: another interesting target industry for cognitive sciences, behavioural economics, and choice architecture in particular -- not just from a "green" perspective"
I have read this book
Comment: "useful for anyone involved in designing (online) training material.

Another strong application of cognitive sciences to everyday life. Actually, another case where we rub our eyes that things weren't always designed like this.
I am reading this book
Comment: "so as usual, it seems, we could have known it this time"
I have read this book
Comment: "from a Physics perspective, this book should never have been necessary.

I guess we were all fooled too long by comfortable notions like "expectation values" etc used beyond linear problems in natural sciences.
I want to read this book
Comment: "another book that might be preaching to a believer, in my case"
I have read this book
Comment: "another classic textbook that should have really, really become mainstream by now, and still doesn't quite fully seem to have arrived there yet"
I want to read this book
Comment: "still can't figure out why I haven't read this yet."
I have read this book
Comment: "still a must-read for anyone involved in innovation processes, I guess."
I have read this book
Comment: "another one of these books that should be on the High School curriculum, rather than 20 years later in Management training."
I have read this book
Comment: "What you always wanted Marketing to be like...

I wonder: What had gone wrong in Business schools, so that this (great) book could ever have become so damn necessary?
I have read this book
Comment: ""what market do we want to be in?" The two INSEAD professors give a compelling view on this fundamental business question, with very practical implications.

Absolutely worth reading for anyone in marketing, product strategy or business development, regardless if the quintessential idea could have been laid out on a little less paper.
I want to read this book
Comment: "am completely bought into the idea of Design Thinking already, so why read the book? ;-)

of course I will...
I have read this book
Comment: "read all three books with growingly intense adoration for the author.

Gunter Dueck distills a fundamental, pragmatic essence from 3000 years of scholar philosophy and psychological research -- extremely intelligent, profoundly substantiated, and rooted in a very human view of man and society.

Dueck starts with examining what kind of a person each of the great Philosophers like Aristotle, Kant and some psychologists must have been, and how their personality traits may have influenced their "philosophies" -- this proposition alone can be life-changing.

What then follows is an analytic journey to the roots of human needs and behaviors, towards fundamental questions of life, parenting, education, and leadership: nothing short of brillant and valuable. A tremendous source of discovery and inspiration, rooted in up-to-date scientific knowledge, with tons of relevant suggestions for further reading.
I have read this book
Comment: "there's no better way to even starting to think of starting anything new."
I have read this book
Comment: "recommended the book to a number of peers already, hoping to contribute to wider adoption of the fundamental ideas..."
I have read this book
Comment: "found this book quite reassuring, yet slightly superficial. Can't fully get why it's *so* popular"
Rework [Hardcover]
I want to read this book
Comment: "having studied and implemented collaboration frameworks since my first trainers' training and projects in setting up Knowledge Management back in 1997, I guess I'm already sold to this book, too. (to its authors, anyway)"
I have read this book
Comment: "one of these books that ought to be taught at school. was life-changing at the time (and fun reading, too). "
I have read this book
Comment: "always felt this was true. finally, then came the book."
I want to read this book
Comment: "another one of these original sources to read, that I keep postponing mainly because I find I'm fully bought in to the author's conclusions anyway"
I have read this book
Comment: "was pleased to see a direction evolve in Economics that, at the time, I've found astonishingly ignored by mainstream scholars, yet profoundly essential to discuss"
I want to read this book
Comment: "saw it cited in many other places => time to read the original source"