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Recommended Books


Read about our own book Managing Multiple Projects


What Consulting Means to Us :

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In Flawless Consulting Peter Block explains the consulting relationship. While pitched at consultants, there is much to learn from the book in any collaborative situation. In particular, it's worth reading if you are considering engaging a consultant, just as a real estate buyer would do well to read up on how to sell property. The book may help you to distinguish between the real thing and the would-be. We'd be happy if you would look at it before considering engaging our own services.


Drawing a clear picture of your circumstances:

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In The Visual Display of Quantitative Information Edward Tufte has written the first book to take information graphics seriously form the points of view of both form and of function. Tufte believes that in a text-driven world, charts and maps haven't been given the attention they deserve. He offers insightful examples of good and bad graphics, generally arguing that the least ink makes the best case.

How does this affect our consulting practice? We believe that managing complexity depends on understanding complexity. In many situations, simply finding the right visual model of a situation can bring chaos under control. Tufte is an inspiration to us, and he may be to you as well.


Time, your most valuable resource:

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No matter how well we do in life, we can never buy the twenty-fifth hour in a day in the way we can acquire other resources. In Time Tactics of Very Successful PeopleDr. B. Eugene Griessman offers a compendium of the tricks of the trade that are used by some very high-achieving people. Well titled, this book makes no effort to offer an overall strategy, but many of the individual approaches may prove useful to you in getting the most from your day, your week, and your life.


Make the most of your mistakes:

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Everyone says that mistakes are an opportunity for learning, but do they put this into practice? A Complaint is a Gift makes the case that in the workplace, there are pressures on the individual that make it difficult for the group as a whole to learn form mistakes. The authors argue that a person taking the time to complain is going out of their way to do you a favor. You should at all costs avoid making the complainer feel worse, they say. Instead, they advocate rewarding the complainer and making the best possible use of the complaint in improving future service.


Getting it Right:

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In Getting Things Done: The Art of Stress-Free Productivitybook is our effort to fill the gap. David Allen gets it right when he offers suggestions to help you get it right as well. "It", in this case, is everything. As we argue in our own book, workers who add the most value and therefore have the most complicated work lives are exactly the ones who are most prone to error and overpromising. Allen presents a new, improved time management strategy that is built around reliability rather than simple busyness. If you often find yourself dropping the ball, this bok is a good place to start.


Getting more done by relaxing:

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In Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency Tom DeMarco explains how factory models of efficiency fail to apply to knowledge workers. He explains that people in the knowledge professions need to take the time to know things, and analyzes how corporate cultures often fail to take the changing nature of work into account.


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