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Bill Sharpe opens this delightfully fresh collection of essays by wondering how we can talk about, evaluate and compare things that matter, without immediately putting a monetary value on them. Sharpe's answer draws on the principles of ecological thinking to redefine our hitherto narrow understanding of terms like economy and value.

Dealing with walking, this title presents an account of the author's walk across the heart of the English countryside in the footsteps of Edwardian oak tree planter Charles Hurst. It provides a series of theoretical investigations into the underpinnings of resistant walking.

If A is for 'orses then what is B for? And what are X or G for? Well C for yourself... Twenty-six quirky, playful drawings illustrate each of the letters of the alphabet - cockney style. Fun for grandparents, grandchildren, children, teachers,'effalumps and just about everyone else - discover the Cockney Alphabet.

Chronicles the work of six staff members of "The Economist", who were given GBP 100,000 and six months to come up with 'the next big thing' that the company should do. This title unravels the issues and dilemmas that "The Economist"'s innovation team faced. It suggests ways of approaching thorny problems.

A complexity approach removes simplistic hopes of an ordered and controllable existence where, if only we had the right 'keys' or 'tools', we would be able to fashion a successful organisation. This book introduces the principles of complexity theory through discussion of those concepts that are most useful in understanding organisational life.

Michael Thompson argues that there are five ways of organising: hierarchical (e.g. Government), egalitarian (e.g. Friends of the Earth), individualistic (e.g. financial markets), fatalistic (nothing will make a difference) and autonomous (hermit-like avoidance of the other four).

As the former CEO of Shell Chemicals UK and Celltech, Gerard Fairtlough speaks about business with enormous authority and experience. In this ground-breaking book he draws on that experience to explain why hierarchy is not the only way to organize a business. He explains the alternatives to hierarchy (which he calls heterarchy and responsible autonomy) and shows how they can work in practice. This extensively revised and updated edition is vital reading for anyone who wants organizations to work better.

Presents a collection of more than 80 of business guru, Russell Ackoff's management f-laws: the uncomfortable truths about how organizations really work, what's wrong with the way we design and manage businesses, what makes managers tick... and how we can make things work better.

What links the world's most dynamic, successful companies - the companies that are transforming the way we live our lives? Rootling around in the Googlemould, this title sets out for us the defining practices and procedures of a select few of these companies - Southwest Airlines, Whole Foods, Starbucks, Google, Innocent Drinks, and Shanghai Tang.

Helps you find out the uncomfortable truths about how organizations really work, what's wrong with the way we design and manage businesses, what makes managers tick... and how we can make things work better. Written by business guru, Russell Ackoff, this book skewers many of the behaviours and practices taken for granted in organizations.

..".an extraordinary insight into why, at the end of each month, millions of us are left wondering where on earth all the money taken from us in tax has gone. The argument compellingly made by John Seddon is that the Government has designed failure into almost everything it does on our behalf." Philip Johnston, Daily Telegraph

Brings together 12 contemporary approaches to the body, all being used by performers or in the context of performance training. These 12 'lenses' share the notion of body as flux and no fixed/determined sense of self. They draw on approaches like Alexander technique, BMC, Feldenkrais,authentic movement.