Douglas G. Long - Böcker

Preparatory Principles is not a linear text in the conventional sense, but consists of a series of short passages on a variety of topics, whose themes are summarised in marginal headings. The material constitutes a philosophical commonplace book, compiled by Bentham in the mid-1770s, in which he worked out the foundational ideas for his new science of legislation. He then drew on this material when composing such works as A Fragment on Government and An Introduction to the Principles of Morals and Legislation. Inspired by such figures as John Locke and Claude Adrien Helvétius, Bentham developed an original ontological and epistemological basis for legal terminology, with the aim of replacing the traditional terminology of English law with that of universal jurisprudence. The work that dominates the text, in that Bentham returns to it time and time again in order to offer criticism of it, is William Blackstone's Commentaries on the Laws of England. While unorganized and fragmentary, the material in Preparatory Principles constitutes a remarkable record of the evolving ideas of a major legal philosopher at a formative stage of his career.

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.

Jeremy Bentham coined the term 'utilitarian' in 1781, but the idea of 'utility' as a value, goal or principle in political, moral or economic life has a long and rich history. The Bloomsbury Encyclopedia of Utilitarianism captures the complex developmental history and the multi-faceted character of utilitarianism in its various contexts and forms more completely than any previous source. Studies of utilitarianism hitherto have been notably compartmentalised, focusing on utilitarian ethics, or the socio-political utilitarianism epitomized in Benthamism, or the genesis of Austrian jurisprudence, but never making these various aspects available for comparative study within a single work. The Encyclopedia includes entries on the authors and texts that are recognised as having built the tradition of utilitarian thinking, as well as on the issues and critics that have arisen at every stage of the development of that tradition. Academics and researchers in search of fresh juxtapositions of issues and arguments will welcome this unique reference work.

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.

There have been two critical leadership approaches. First Generation Leadership (command and control) was the dominant model until the 1940s. Second Generation Leadership (compliance coupled with rewards and punishments) is still dominant today. This approach is being rejected by 'Generation Y ', threatening the longevity of traditional organisations. In Third Generation Leadership and the Locus of Control, Douglas Long acknowledges the need for a leadership approach that elicits engagement, commitment, and enhanced personal, group, and organisational accountability. This is Third Generation Leadership. At its core lies the issue of where we centre our brain's locus of control and how this impacts on our understanding of and approach to leadership. With examples from everyday situations, underpinned by research, this book is about understanding and applying aspects of neuroscience critical for tomorrow's world. It provides a framework for addressing problems through insights into how the way we use our brains affects values, worldviews and behaviours. The author introduces the concept of 'red zone - blue zone' to explain the differences between a brain controlled by its stem-limbic areas (red zone) and the limbic-cortical cortex areas (blue zone). This becomes a short hand for describing and applying knowledge from neuroscience to encourage practitioners in leadership and management roles to achieve desired outcomes through becoming acquainted with different areas of their brain. Anyone grappling with what is required to deal with Generation Y people in a networked and mobile age will welcome this introduction to the world of third generation leadership.

Douglas Long is the author of Third Generation Leadership and the Locus of Control which focused on the new understanding of what influences individuals’ values, world views and the behaviours needed to facilitate leadership fit for the future. Here, in Delivering High Performance, he concentrates on individual, unit and organisational performance when an organisation is using a Third Generation Leadership approach. Leaders constantly seek high performance and high levels of staff engagement; but achieving either depends on the competence and commitment of individuals or groups. The relationships between these factors are complex. Many people are competent to do things - they have the ability - but are not prepared to do them. They lack the willingness, confidence or motivation and the readiness to perform. You can even have the most committed and capable people in the world, yet still miss performance targets if there are issues with other factors impacting on performance. This book is a response to enquiries from those excited by the prospect of a Third Generation Leadership approach but who still have to grapple with performance issues - people who want to obtain and maintain high performing organisations. In that sense it builds on the new knowledge imparted in Third Generation Leadership and the Locus of Control. It is a ’How to ...’ book that gives the reader practical tools that can be immediately applied and activities that can be undertaken in order to develop and maintain the required or even the desired level of performance.

The study of corporate governance is a relatively modern development, with significant attention devoted to the subject only during the last fifty years. The topics covered in this volume include the purpose of the corporation, the board of directors, the role of shareholders, and more contemporary developments like hedge fund activism, the role of sovereign wealth funds, and the development of corporate governance law in what perhaps will become the dominant world economy over the next century, China. The editor has written an introductory essay which briefly describes the intellectual history of the field and analyses the material selected for the volume. The papers which have been selected present what the editor believes to be some of the best and most representative studies of the subjects covered. As a result the volume offers a rounded view of the contemporary state of the some of the dominant issues in corporate governance.

There have been two critical leadership approaches. First Generation Leadership (command and control) was the dominant model until the 1940s. Second Generation Leadership (compliance coupled with rewards and punishments) is still dominant today. This approach is being rejected by 'Generation Y ', threatening the longevity of traditional organisations. In Third Generation Leadership and the Locus of Control, Douglas Long acknowledges the need for a leadership approach that elicits engagement, commitment, and enhanced personal, group, and organisational accountability. This is Third Generation Leadership. At its core lies the issue of where we centre our brain's locus of control and how this impacts on our understanding of and approach to leadership. With examples from everyday situations, underpinned by research, this book is about understanding and applying aspects of neuroscience critical for tomorrow's world. It provides a framework for addressing problems through insights into how the way we use our brains affects values, worldviews and behaviours. The author introduces the concept of 'red zone - blue zone' to explain the differences between a brain controlled by its stem-limbic areas (red zone) and the limbic-cortical cortex areas (blue zone). This becomes a short hand for describing and applying knowledge from neuroscience to encourage practitioners in leadership and management roles to achieve desired outcomes through becoming acquainted with different areas of their brain. Anyone grappling with what is required to deal with Generation Y people in a networked and mobile age will welcome this introduction to the world of third generation leadership.

Douglas Long is the author of Third Generation Leadership and the Locus of Control which focused on the new understanding of what influences individuals’ values, world views and the behaviours needed to facilitate leadership fit for the future. Here, in Delivering High Performance, he concentrates on individual, unit and organisational performance when an organisation is using a Third Generation Leadership approach. Leaders constantly seek high performance and high levels of staff engagement; but achieving either depends on the competence and commitment of individuals or groups. The relationships between these factors are complex. Many people are competent to do things - they have the ability - but are not prepared to do them. They lack the willingness, confidence or motivation and the readiness to perform. You can even have the most committed and capable people in the world, yet still miss performance targets if there are issues with other factors impacting on performance. This book is a response to enquiries from those excited by the prospect of a Third Generation Leadership approach but who still have to grapple with performance issues - people who want to obtain and maintain high performing organisations. In that sense it builds on the new knowledge imparted in Third Generation Leadership and the Locus of Control. It is a ’How to ...’ book that gives the reader practical tools that can be immediately applied and activities that can be undertaken in order to develop and maintain the required or even the desired level of performance.