Thomas H. Davenport

Robert S. Kaplan

David P. Norton

ROBERT S AUTOR KAPLAN

Robert E. Kaplan

David P.. Norton

The authors of "The Balanced Scorecard" and "The Strategy-Focused Organization" present a blueprint any organization can follow to align processes, people, and information technology for superior performance.

Converting Intangible Assets Into Tangible Outcomes

Strategy Maps

Wilfred Drath

Joan R. Kofodimos

Reveals how managers on the corporate fast track can perform at peak effectiveness without burning themselves out or alienating their superiors, colleagues, employees, and families--people whose loyalty and support are essential to their success. Shows how organizations--by committing to develop managers' character and not just their skills--can help executives break through their personal barriers to managerial excellence.

How Driven Managers Can Lead Better and Live Better

Beyond Ambition

Although negative outcomes of intensive management training are the exception rather than the rule, it is important to recognize and take measures to prevent the possible negative effects of such training. Intensive management development training, particularly in encounter group settings, creates a powerful situation that enables managers to take a fresh look at themselves; however, it may also expose them to attack and rejection. The potential for harm lies mainly in the power relationship between trainer and participants. Problems may develop as a result of the trainers' (1) potential for abuse of power because of their superior position, (2) failure to be accepting, (3) abdication of authority, and (4) unrealistically high expectations. Individuals particularly likely to be hurt by intensive management development training are those who possess one or more of the following characteristics: fragility, unattractiveness, characteristics different from the leader and or other participants, opposition to the norms of the training program, and self-destructiveness. The risks of intensive training can be minimized by making attendance at intensive training sessions voluntary, screening potential participants with care, conducting thorough briefings and debriefings for participants, selecting and training trainers carefully, and developing guidelines for trainers to follow when dealing with high-risk participants. (MN)

The Perils of Intensive Management Training and how to Avoid Them

Robert E. Kaplan

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