The Least Retraumatizing Read on Childhood Sexual Abuse.
For Survivors, by a Survivor.

Healing Honestly is a candid, poignant, and often funny survivor-to-survivor guide to navigating the salty waters of untrue stories and victim-blaming narratives that survivors of child sex abuse hear every day.

Survivors of child sex abuse (CSA) are inundated with untrue stories of their abuse, the aftermath, and what their healing journey should look like. The truth is those stories are a bunch of hot garbage.

Healing Honestly is a guide for survivors, written by a survivor, helping to break through the negative self-talk and debunk the myths that impact victims of CSA, such as:
There is a real survivor out there, and we are not it.
It happened so long ago that we should be over it by now.
We are having too much sex because of our trauma, and also, we are having too little sex because of our trauma.

With an approachable style that makes heavy topics not so damn scary, this book shows how trauma survivors can learn to identify these untrue stories that often come up in dating, in friendships, in families, at work, and more. Readers will discover strategies for turning down the volume on the bullshit so that they can hear their own wisdom and inner truth more clearly.

Full of wit and humor, Healing Honestly offers practical strategies for survivors of sex abuse to support themselves in living full and vibrant lives.

Getting people in organizations to collaborate effectively has a more fundamental, long-lasting and far-reaching positive impact than any "technique of the month" put forward by the management guru of the moment. But it is also one of the hardest things to accomplish. In Crisis at Santa's Workshop Richard Weaver and John Ferrell use a whimsical fable to describe the Facilitation Process, a proven, step-by-step approach for helping people in organizations systematically focus on the right things, and build the kinds of collaborative relationships that enable them to exceed expectations and achieve "impossible' goals.

We follow Rune, Santa's Production Director, as he learns the use the Facilitation Process to deal with the most serious situation the workshop has ever faced. Having to produce hundreds of millions of toys to a one-day deadline has always been tough, but this year, due to changing demands and a variety of unforeseen circumstances they're further behind than ever before. As he masters the different steps of the process, Rune has to deal with an ongoing conflict between Pekka, his Wooden Toys Manager and Helmi, his Electronic Games Manager, as well as confront his own preconceived notions about the roles of managers and employees.

For the past 15 years, Weaver and Farrell have been helping organizations south of the North Pole, such as AT&T, Chrysler, NCR and many others use facilitation to achieve outstanding results. Now, in this witty and entertaining tale, managers can discover a blueprint for change, and workers at all levels can get a glimpse of their own potential to make a difference.

• From the authors of Managers as Facilitators --- more than 25,000 copies sold
• Presents a simple 3-step process with the potential to totally transform organizations and organizational processes
• Uses a fun fable format to make a potentially difficult subject interesting, engaging, and accessible to a wide audience

An indispensable resource for all defense industry professionals—governmental and commercial!

Introducing the only book on the market offering valuable best practices and lessons learned for U.S. military program management
The U.S. Department of Defense and the related defense industry together form the largest and most powerful government and business entity in the world, developing some of the most expensive and complex major systems ever created.
U. S. Military Program Management presents a detailed discussion, from a multi-functional view, of the ins and outs of U.S. military program management and offers recommendations for improving practices in the future. More than 15 leading experts present case studies, best practices, and lessons learned from the Army, Navy, and Air Force, from both the government and industry/contractor perspectives.
This book addresses the key competencies of effective U.S. military program management in six comprehensive sections:
• Requirements management
• Program leadership and teamwork
• Risk and financial management
• Supply chain management and logistics
• Contract management and procurement
• Special topics

Designed for use in undergraduate and graduate programs in organization development, management, human resource development, and industrial and organizational psychology, Organization Development provides readers with an overview of the field and acquaints them with the basic principles, practices, values, and skills of OD. Covering every aspect of the work of an OD professional and featuring numerous illustrative case studies, it shows how OD professionals actually get work and what the first steps in any OD effort should be.

Author Gary McLean surveys different ways to assess an organizational situation—including a comparison of the Action Research and Appreciative Inquiry models—and provides forms for devising an action plan based on that assessment. He then looks at how to choose and implement a range of interventions at different levels, as well as how to evaluate the results of an intervention.

Organization Development goes beyond the organizational level to look at the application of OD on community, national, regional, and global levels. And it successfully combines theory and practice; process and outcomes; performance and affective results; effectiveness and efficiency.

• Bridges the gap between theory and practice
• The only textbook to look at applying organization development principles at the community, regional, national, and global levels
• Proposes a model of organization development that encompasses all of the most relevant approaches

Go the Distance!

Whether you're running a race or running a company, pacing is everything. Go too fast and you'll burn yourself out—too slow and you're left in the dust. So how can leaders find the right speed? Growth expert Alison Eyring, who is also a long-distance runner and triathlete, found the answer in endurance training.

It's a concept she calls Intelligent Restraint. Eyring shows leaders how to evaluate their company's and team's current capacity for growth and identify the right capabilities and pacing strategies to increase growth steadily and sustainably. She masterfully weaves physiological and psychological research, in-depth business case studies, examples from real leaders, and practical tools with her own narrative of endurance training. The result is a revolutionary new mindset for enduring success.

You always know when you are in a Hot Spot. You feel energized and vibrantly alive. Your brain is buzzing with ideas, and the people around you share your joy and excitement. Things you've always known become clearer, adding value becomes more possible. Ideas and insights from others miraculously combine with your own to create new thinking and innovation. When Hot Spots arise in and between companies, they provide energy for exploiting and applying knowledge that is already known and genuinely exploring what was previously unknown. Hot Spots are marvelous creators of value for organizations and wonderful, life-enhancing phenomena for each of us.

Lynda Gratton has spent more than ten years investigating Hot Spots—discovering how they emerge and how organizations can create environments where they will proliferate and thrive. She has studied dozens of companies and talked to hundreds of employees, managers, and executives in the US, Europe, and Asia. She has asked the important questions: Why and when do Hot Spots emerge? What is it about certain groups of people that support the emergence of Hot Spots? What role do leaders play? She's discovered a host of elements that together contribute to the emergence of Hot Spots—creating energy and excitement, and supporting and channeling that energy into productive outcomes.

In this groundbreaking book, Gratton describes four crucial qualities that an organizational culture must have to support the emergence of Hot Spots, looks at what leaders can do to encourage them, and offers activities and tools you can use in your own company to increase the probability of them arising. In these days when traditional organizational boundaries are becoming barriers to progress, Gratton offers advice and guidance that you can use right now to increase the probability of Hot Spots emerging in your organization.

• Shows how to create workplaces where cooperation, creativity, and innovation thrive
• Based on a decade of research on dozens of companies in the U.S., Europe, and Asia
• Author Lynda Gratton whas twice been named one of the world's top management thinkers in The Times of London