Blood Oath by Christopher Farnsworth

I didn't realise this was a vampire book until I was well into it. I would not have chosen to buy it because of my prejudice about vampires and literature, however, the concept of the book is redeeming and engaged me. It works well as a "vampire-book-for-grown-ups".

Cade is a 160 year old vampire who is morally chained to the Office of the US President and who ultimately is the only person left to solve a crisis. The characters are believable and push the story forward. At times I felt there were too many people as new characters are introduced all through the book.

The back story and context is dealt with very well. Most chapters start with a quote from an "official" text which provides information necessary to understand the characters and the plot. Towards the end (trying not to provide a spoiler...) there is some confusion over whether there are three or four "thingies". It felt like the author originally had three and then edited to change to four, changing the numbers but not specific plot details. It took me three read-backs to work out what was going on. Until then the narrative flowed smoothly.

The vampire protagonist is a great character and I'd happily read another book by the same author with Cade in the lead. Though I'll be expecting the plot to be less convoluted and easier to follow.

Minor note to the author and publisher: the title Blood Oath has been used in other books, in a popular Star Trek episode and in vampire games. Consequently, an Internet search does not bring up details of this book without a bit more digging.

In Good Company; how social capital makes organizations work by Cohen & Pusak

I had to stop and check out the publishing date of this book. Heavens, it is ten years old, yet seems as fresh as the this morning's dawn. What impressed me was its ability to focus on the social without getting lost in the technology aspects of social. That was my heads up to this book being written before the advent of the "bright and shiny" social networking (as in on-line) era.

The authors focus on the concept of social capital. Their definition of this is "Social capital consists of the stock of active connections among people; the trust, mutual understanding, and shared values and behaviours that bind the members of human networks and communities and make cooperative action possible".

The chapter on trust made more sense to me than most of the consultancy-type frameworks that proliferate. They explain how it is the key to social capital and how it is a demonstrable social system behaviour.

Networks and communities are a fashionable topic and have been since the onset of debate about communities of practice. These authors focus on the role of social groups, the basics of communities and networks, as well as the value of the networks. I wonder how much we know about our organizational networks and whether we have stopped to value them?

I loved the chapter on space and time to connect. In these impatient days of quick fixes, rapid cycles of change, the flurries of new ideas on how to do something, we can all do with a refocus on what it is that is the glue in the system. This glue is of course the social capital. Social capital is a by product of many processes and structures, and most importantly needs attention to time and space. When last did you calculate the return on investment of your lunch half hour away from your desk sitting at a table with some colleagues. The trouble;l with this book is I agreed with everything and in the same instant felt the impossibility of it all. Nevertheless there are some thought provoking issues to consider. For example there is no point in exhorting storytelling as a method of engaging staff in change unless we personally experience story telling, walk the talk, take the time to tell stories and more importantly to listen to other people's stories. The chapter on social talk and storytelling is a must for any leader who is evoking this as a method for change.

If you're not convinced so far then the chapter on the challenge of volatility is crucial. Here we learn how social capital can transcend and transform, against all circumstances.

In case you think they missed the boat by not considering the technology opportunities the chapter on the challenge of virtuality says it all, without getting lost in the technical details.

This is another book that has languished on my bookshelf. Something triggered me to buy it all those years ago. Having read it I felt affirmed and inspired. I'm going to reflect and work on my social capital. And you?

PS there are some great books written by Laurence Prusak - check out his website. There are also videos by him on storytelling and knowledge management.

Rapid Transformation; A 90 Day Plan for Fast & Effective Change - Tabrizi

The change, improvement and OD fashion at the moment seems to be about speeding up the process. Part of me is a bit suspect about this because I believe change is a very personal and behaviour driven thing. However, another part of me believes that getting some momentum and steam behind an initiative is incredibly important.

Rapid Transformation was an easy read and I found many of the exhortations obvious, reasonable and at times felt like nothing new. What is new, however, is the exhortation to get your skates on and do stuff in 30 days that you might previously have taken 12 - 36 months to do. Another underpinning theme of the book is that incremental change is not enough. To survive and thrive organisations need to transform their businesses - and do so continuously and quickly. (Leaves me breathless just thinking about it...)

According to this book - and also in my experience - planning is everything.

Pre-planning stage: this is about ensuring you've fully diagnosed what the problem is that you're trying to solve. There seems to be no clear timeline on this and maybe this is where the devil lies. Maybe all change takes a long time to figure this out. SO if this preplanning stage takes months and years then the "rapid" is lost.

1st 30 days: Do the assessment; gather data and information and look to turn it into knowledge. This is a key stage and one which may at times be left out. Trick here is you get a max of 30 days to do this activity. Now that is new.

2nd 30 days: Get your future vision sorted, make sure all the goals are linked together and get this vision out to the organisation. You get 30 days to do this. In my experience the method of creating the vision and the method of communication is important. Somehow the author leaves me feeling this is an easy task to be done in 30 days.

3rd 30 days: Develop your plan. This is where you sort out the schedule for change etc.

So where is the implementation?

Ah, implementation begins on day 91.

I can see how for organisational transformation which is quite complex, that the implementation will take a long time (well, more than 90 days). However, with the preplanning stage and the implementation stage taken out of the way, this book focuses on just the getting started phase. While it does provide some useful ideas and methods for getting the right wax on the snowboard so you get a good combination of grip and slide, I do feel it is only part of the transformation story.

You can get more information about the book, the method and the author here:
http://www.rapidtransformation.com/index.html

Sustaining lean healthcare programme; a practical survival guide - Eaton & Phillip

Different book styles appeal differently, to different people. This one appealed to me because it is relatively short (94 pages plus appendices), well organised, uses bullet points and lists, checklists, diagrams and has some short examples to illustrate points.

Contents include:

1. Where are you on your journey
2. Why do only 24% succeed?
3. Going Lean
4. The top ten signs of a failing programme
5. Creating a lean healthcare organisation
6. Four key checklists
7. The next eight things to do...

So do only 25% succeed? The authors suggest there are 8 critical success categories Communications. resources, involvement, training, implementation, compass, achievement and leadership (yes, these do spell "critical"). If you like wordplay then read the book and discover PRISM, CAD, VSE, RIE, RPE, FIT, FMEA etc. Not as bad as it looks in a list here. I found them a good description, and sometimes reminder, of basic principles.

The chapter on the top 10 signs of a failing program is easily read. For each reason there is an explanation of what you may experience, why it happens and then what you can do about it.

The four checklists you need? One each on people, success, tools and culture. Nothing really new to me, just nicely organised.

I particularly liked the Appendices which included key lean phrases and concepts (worth the price of the book for its organisation and simplicity), audit form, guide to common saying (fabulous!), and then a number of "how to" guides.

I know Mark Eaton has actually implemented lean in healthcare. This book is a demonstration that when written by someone who has got their hands dirty it turns into valuable desktop reference.

Overtreated by Shannon Brownlee

The subtiutle of this book is "Why too much medicine is making us sicker and poorer". This book was quite shocking. I know there is a lot of what goes on in healthcare that is unnecessary yet to find a huge amount of detail and information in one place really put the issue into perspective. It is focused mainly on the USA though there are many parallels with other health systems.

Throughout the book, the author provides stories and examples to illustrate the data and statistics that without the stories would appear cold and less shocking.

As I read through the book, particularly in the early chapters I found myself going "I know him/her"! Shannon Brownlee hooks a fair amount of the debate onto the actions of some of the current health leaders in the USA (you might like to read the book to see if you are mentioned...!) There is an excellent chapter on the VA Healthcare systems, how it has improved and in many cases how it is an example of how healthcare in the USA could look and feel.

Chapters include:

• Too much medicine: complelling arguments as to why population based healthcare would be a real improvement
• The most dangerous place: beware the hospital and what might happen
• Your local hospital: how uncoordinated care and overtreatment results in poor outcomes
• Broken hearts: how the latest fad takes root, based on economics
• The desperate cure: an argument for evidence based care if there ever was one
• The limits of seeing: an expose on the limits to radiology tests
• The persuaders: mmm who is influencing whom, and why?
• Money, drugs and lies: why not to believe everything published in journals
• The doctor isn't in: all about managed care
• When less is more: some ideas to cope with over-capacity and overtreatment in the USA

This book is a must for every health care improver who believes their own project is making a difference... The strategic and tactical issues raised in it really provide a new perspective.

There is a website for the book, with extracts at http://www.overtreated.com/the_book.html

The Art of Changing the Brain by James Zull

I was recommended this book by Paul Batalden and he was right - it is excellent.

The subtitle is "Enriching the practice of teaching by exploring the biology of the brain". The author manages to integrate biology and neuroscience with educational and learning tactics. For me the book brought to light the process of learning in the sense of how the structure of the brain influences the process.

Zull explains the natural relationship between the structure of the brain and learning, how brain connections change data into knowledge, the way that evolution of the brain is linked to how we are motivated in our learning, and the importance of emotions in the learning process.

While the book covers some breadth of biology at no time was it too complex to follow for someone like me who has limited knowledge of the subject. I think, if you did know more about biology, then you would possibly get more out of the book than me.

Parts I really like was when Zull got practical and linked the discussion to how teacher can then use this knowledge to provide better learning experiences. Having made the links to brain structure it really made sense. I have been testing out some of the ideas and techniques and they do seem to work for me and for those with whom I work.

If you're a fan of PDSA cycles then on reading this you will probably have a major "Aha" moment as you figure out just how they work!

Groundswell by Charlene Li & Josh Bernoff

The authors define a groundswell as “…a social trend in which people use technologies to get the things they need from each other, rather than from traditional institutions”. mmm that sounds like an important thing to know about if you think you're a traditional institution, or if you think you're breaking new ground, or if you're a consumer wondering why you're starting to feel left out the loop.

What I liked about the book was the examples and case studies. Usually I skip these, however, I foudn these ones riveting reading. Who needs thriller novels when the business world presents us with such chaotic and roller coaster events. Fabulous.

I also found the way the book was constructed and organised to be very helpful, especially when faced with a disconcerting topic. Far from being disorganised, the underlying structure helped get the message through.

Read this book and it will move you on from thinking about "all we need to do is have the odd blog and a fancy web 2.0 website" and get you into strategising about your social media presence. I have always been convinced that social media is not just for the youngesters and this book has all the examples and conceptuals models to help you create some of your own thinking for your business to prove it is for everyone.

The book has, as you would expect, a great website. http://www.forrester.com/Groundswell/index.html It is good to see them practising what they preach. They have a blog and there is also a social media profiling tool you can download and use.

I'm not one for giving 5 stars to a book, but this one deserves it. I might just read it a second time.

NO! How one simple word can transform your life, by Jana Kemp

This makes a change from all the "Yes, you can" books! It's basically about getting over the fear of saying now and taking control of any circumstance without negative consequences. A critical aspect as you might imagine is tone of voice and the author words hard to ensure we understand that it's critical we get this right - not too fast, too harsh and to make sure we choos the right words when we do mean it. It is also key to stick to your decision when you've make it.

Kemp has a model called the POWER of No which has an acronym from POWER: Purpose, options, when, emotional ties and rights/responsibilities. She suggests that using this acronym will help us to make a yes / no decision based on the right issues at the time. For me I find it a lot to think about when considering a yes/ no response online, though I suppose you get better at it with practice.

In essence the decision prcess goes like this
- think about the purpose and context of the decision
- what option do you have? What resources are available?
- when is it due? What is the deadline and can you meet it?
- be realistic about the emotional ties
- consider your rights and responsibilities

I'll be trying out some "No's"....

Time Traps by Todd Duncan

You can't manage time but you can manage your thoughts, actions and tasks - that is the underlying premise of this powerful book. I read the book a couple of years ago and in a rare moment, I decided to read it again as I found I was often using the mantra of its premise and was seeking to find more ways to satisfy my desire to get a grip on the slippery slope of the balance between time and tasks.

The book is written with sales in mind though I didn't find this detracted at all from my personal context and I expect anyone who deals with many interactions with others will find it helpful.

The author talkes the reader through a number of traps. The first is the identity trap. This is how when time is monopolised by our work we become our work - and thus how important it is to rethink time, to rebalance as part of regaining our personal identity. Secondly there is the organisation trap where the author suggests that most sales people are disorganised, out of control and say they lack the time to catch up. Well, that sound like a lot of the stories I hear from many people! And what I say sometimes as well!!! He suggests learning to stop all unnecessary tasks before they steal time, admit legitimate tasks onto your list of things to do, and make sure you know the difference between necessary and productive tasks. Then take action and assess how you're doing.

He also talks about the Yes trap, and then how to say No, or sacrifice more sales for the benefit of others. He has some interesting things to describe on the value of saying no. Then there is the Control Trap and the issues of letting go and learning to delegate. The technology trap should be familiar to those caught by their email, and for sale people he discusses the Quota trap. And if you're not trapped out yet, there is also the Failure Trap and the Party Trap.

I know this book changed how I felt about time and the management of it the first time I read it and certainly, the second time around, I was reminded to take some more detailed action steps.

Go to here http://www.timetrapsbook.com/ to download a chapter or to carry out the self assessment on the eight traps.

Crucial Conversations by Patterson, Grenny, Mcmillan & Switzler

This book has the subtitle "Tools for talking when the stakes are high" and I found there was not a single page that disappointed me. Part way reading through the book I thought this is all common sense, and of course a lot of it is. However, the authors are showing and telling in an extremely compelling manner that you just can't help going "aha", oh-yes", "of course" every few minutes. My copy is full of notes, highlighter marks and pages turned over.

So what's the meat in the book?

At its heart is a dialogue model which is about me and the other and how we each act, feel, tell a story and see/hear. In our dialgue we are aiming to create a pool of shared meaning and there are a number of factors that impact this, such as safety, and silence (withdrawing, avoiding, masking) and violence (controlling, attacking, labelling). All this sounds cold in this description, what brings this book alive is the way the authors develop the model with the use of various tools and stories. It's impossible to read it anot feel connected yet at the same time feel empowered to do something about your next high stakes conversation.


You can download book chapters and sample MP3 audio from http://www.vitalsmarts.com/books_more.aspx . There is also the stress test to discover your style under stress.


If you want to page through some of the book check it out here http://books.google.co.uk/books?id=Gzjj9mSPAGEC&dq=crucial+conversations+review&pg=PP1&ots=Aj4jGSI6IL&sig=euh96h7xAwU8GJ3PkqiAlDFXfvU&hl=en&prev=http://www.google.co.uk/search%3Fsourceid%3Dnavclient%26ie%3DUTF-8%26rls%3DGFRD,GFRD:2008-06,GFRD:en%26q%3Dcrucial%2Bconversations%2Breview&sa=X&oi=print&ct=title&cad=one-book-with-thumbnail