Douglas G. Long – författare

This book seeks to demonstrate that we can learn from both ''good'' and ''bad'' leaders. Part One looks at President Trump’s behaviour from inauguration to impeachment. The ancient Greek concepts of Kairos and Chronos are used to indicate that Trump was almost a natural fit for the US of 2017. Part Two considers the consequences of his behaviour on the US, the world at large, and for leadership overall.

There is a temptation to consider only ''good'' leaders when asking what we can learn from others. This book explores the issue of what can be learned from any person in a leadership role, no matter what the value judgement we make of them. Part One explores Trump’s behaviour up to the moment of impeachment and the longer-term residual impacts this will have once his term as President is over. It shows that our value judgements tend to be based on perception and a priori assumptions. Part Two explores what we can learn from the Trump event no matter what our leadership role.

Disruption is endemic in today’s world. Today, it often seems that we are born, live, and die, in three quite different worlds. Yet, at its core, things have changed very little. Oligarchy has been a reality since time immemorial. Unless we are first ''unfrozen'' from the status quo, change tends to be more cosmetic than actual. Donald Trump’s presidency has the potential to be the thawing agent that could enable ''real'' change through which new forms of both democracy and capitalism might emerge across the world.

This book seeks to demonstrate that we can learn from both ''good'' and ''bad'' leaders. Part One looks at President Trump’s behaviour from inauguration to impeachment. The ancient Greek concepts of Kairos and Chronos are used to indicate that Trump was almost a natural fit for the US of 2017. Part Two considers the consequences of his behaviour on the US, the world at large, and for leadership overall.

There is a temptation to consider only ''good'' leaders when asking what we can learn from others. This book explores the issue of what can be learned from any person in a leadership role, no matter what the value judgement we make of them. Part One explores Trump’s behaviour up to the moment of impeachment and the longer-term residual impacts this will have once his term as President is over. It shows that our value judgements tend to be based on perception and a priori assumptions. Part Two explores what we can learn from the Trump event no matter what our leadership role.

Disruption is endemic in today’s world. Today, it often seems that we are born, live, and die, in three quite different worlds. Yet, at its core, things have changed very little. Oligarchy has been a reality since time immemorial. Unless we are first ''unfrozen'' from the status quo, change tends to be more cosmetic than actual. Donald Trump’s presidency has the potential to be the thawing agent that could enable ''real'' change through which new forms of both democracy and capitalism might emerge across the world.

Bias in the Workplace and Society looks at the causes and management of the biases that underpin all behavior inclusive of discrimination, prejudice, and stereotyping that can occur in the workplace and in everyday contexts. It considers how such biases are developed in relation to societal and global issues and explores the manifestations of bias that are illustrated across a variety of situations. The book is based on the premise that everyone is biased and there is no such thing as an unbiased person. We cannot eliminate bias, but we can manage it.

Grounded in the latest research, the book focuses on the impact of biases as they are manifested in everyday life. The first three chapters look at the reality of bias, how it develops, and how it is then reinforced by four forces – politics, business, religion, and social media. From this point it moves to explore the impact of bias across ten different areas, and, for each, it encourages discussion and debate as to the reality of impact. It asks the reader to consider the possibility that they are personally impacted by unconscious and conscious biases.

The final two chapters then draw everything together, challenging the reader to realistically assess the reality of both unconscious and conscious biases in their life before moving to provide guidelines as to how biases can be managed. The point is made that behavioural change as a result of this self-examination is optional – it is a personal decision.

This book is suitable for all persons concerned about the impact of bias and, particularly, students of management, leadership, HRM, diversity and decision making.

Bias in the Workplace and Society looks at the causes and management of the biases that underpin all behavior inclusive of discrimination, prejudice, and stereotyping that can occur in the workplace and in everyday contexts. It considers how such biases are developed in relation to societal and global issues and explores the manifestations of bias that are illustrated across a variety of situations. The book is based on the premise that everyone is biased and there is no such thing as an unbiased person. We cannot eliminate bias, but we can manage it.

Grounded in the latest research, the book focuses on the impact of biases as they are manifested in everyday life. The first three chapters look at the reality of bias, how it develops, and how it is then reinforced by four forces – politics, business, religion, and social media. From this point it moves to explore the impact of bias across ten different areas, and, for each, it encourages discussion and debate as to the reality of impact. It asks the reader to consider the possibility that they are personally impacted by unconscious and conscious biases.

The final two chapters then draw everything together, challenging the reader to realistically assess the reality of both unconscious and conscious biases in their life before moving to provide guidelines as to how biases can be managed. The point is made that behavioural change as a result of this self-examination is optional – it is a personal decision.

This book is suitable for all persons concerned about the impact of bias and, particularly, students of management, leadership, HRM, diversity and decision making.