Things Done Research Articles

The Student Leadership Challenge: Five Practices for Exemplary Leaders (review)

1. Introduction: Getting Extraordinary Things Done in Organizations. 2. The Five Practices of Exemplary Leadership. 3. Model the Way. Clarify Values. Set the Example. 4. Inspire a Shared Vision. Envision the Future. Enlist Others. 5. Challenge the Process. Search for Opportunities. Experiment and Take Risks. 6. Enable Others to Act. Foster Collaboration. Strengthen Others. 7. Encourage the Heart. Recognize Contributions. Celebrate the Values and Victories. 8. Leadership Is Everyone's Business. You Are the Most Important Leader in the Room. Leadership is Learned. First Lead Yourself. Moral Leadership Calls Us to Higher Purpose. Humility is the Antidote to Hubris. Leadership Is in the Moment. The Secret to Success in Life. Appendix: The Student Leadership Practices Inventory. Acknowledgments. About the Authors. Index.

Getting Things Done: Bureaucratic and Entrepreneurial Approaches to the Practice of Participatory Water Management Reforms in Brazil and India

Based on field investigations of initiatives to increase stakeholder participation in water management in Brazil and India, this paper provides insights into the practice of water sector reforms. Looking at the pace of reforms across both countries, we find that the process of creating institutions to facilitate stakeholder participation is proceeding rapidly, but greater attention is required on administrative reforms and capacity building. We find that the supply and demand of participation opportunities is often mismatched, and that participation reforms in the water sector may follow two very different paths: the bureaucratic and the entrepreneurial.

Rebuilding Native nations: strategies for governance and development

A revolution is underway among the Indigenous nations of North America. It is a quiet revolution, largely unnoticed in society at large. But it is profoundly important. From High Plains states and Prairie Provinces to southwestern deserts, from Mississippi and Oklahoma to the northwest coast of the continent, Native peoples are reclaiming their right to govern themselves and to shape their future in their own ways. Challenging more than a century of colonial controls, they are addressing severe social problems, building sustainable economies, and reinvigorating Indigenous cultures. In effect, they are rebuilding their nations according to their own diverse and often innovative designs.Produced by the Native Nations Institute for Leadership, Management, and Policy at the University of Arizona and the Harvard Project on American Indian Economic Development, this book traces the contours of that revolution as Native nations turn the dream of self-determination into a practical reality. Part report, part analysis, part how-to manual for Native leaders, it discusses strategies for governance and community and economic development being employed by American Indian nations and First Nations in Canada as they move to assert greater control over their own affairs. Rebuilding Native Nations provides guidelines for creating new governance structures, rewriting constitutions, building justice systems, launching nation-owned enterprises, encouraging citizen entrepreneurs, developing new relationships with non-Native governments, and confronting the crippling legacies of colonialism. For nations that wish to join that revolution or for those who simply want to understand the transformation now underway across Indigenous North America, this book is a critical resource. CONTENTS Foreword by Oren Lyons Editor's Introduction Part 1 Starting Points 1. Two Approaches to the Development of Native Nations: One Works, the Other Doesn't Stephen Cornell and Joseph P. Kalt 2. Development, Governance, Culture: What Are They and What Do They Have to Do with Rebuilding Native Nations? Manley A. Begay, Jr., Stephen Cornell, Miriam Jorgensen, and Joseph P. Kalt Part 2 Rebuilding the Foundations 3. Remaking the Tools of Governance: Colonial Legacies, Indigenous Solutions Stephen Cornell 4. The Role of Constitutions in Native Nation Building: Laying a Firm Foundation Joseph P. Kalt 5 . Native Nation Courts: Key Players in Nation Rebuilding Joseph Thomas Flies-Away, Carrie Garrow, and Miriam Jorgensen 6. Getting Things Done for the Nation: The Challenge of Tribal Administration Stephen Cornell and Miriam Jorgensen Part 3 Reconceiving Key Functions 7. Managing the Boundary between Business and Politics: Strategies for Improving the Chances for Success in Tribally Owned Enterprises Kenneth Grant and Jonathan Taylor 8. Citizen Entrepreneurship: An Underutilized Development Resource Stephen Cornell, Miriam Jorgensen, Ian Wilson Record, and Joan Timeche 9. Governmental Services and Programs: Meeting Citizens' Needs Alyce S. Adams, Andrew J. Lee, and Michael Lipsky 10. Intergovernmental Relationships: Expressions of Tribal Sovereignty Sarah L. Hicks Part 4 Making It Happen 11. Rebuilding Native Nations: What Do Leaders Do? Manley A. Begay, Jr., Stephen Cornell, Miriam Jorgensen, and Nathan Pryor 12. Seizing the Future: Why Some Native Nations Do and Others Don't Stephen Cornell, Miriam Jorgensen, Joseph P. Kalt, and Katherine Spilde Contreras Afterword by Satsan (Herb George) References About the Contributors Index

Getting Things Done: The Science behind Stress-Free Productivity

Allen (2001) proposed the “Getting Things Done” (GTD) method for personal productivity enhancement, and reduction of the stress caused by information overload. This paper argues that recent insights in psychology and cognitive science support and extend GTD’s recommendations. We first summarize GTD with the help of a flowchart. We then review the theories of situated, embodied and distributed cognition that purport to explain how the brain processes information and plans actions in the real world. The conclusion is that the brain heavily relies on the environment, to function as an external memory, a trigger for actions, and a source of affordances, disturbances and feedback. We then show how these principles are practically implemented in GTD, with its focus on organizing tasks into “actionable” external memories, and on opportunistic, situation-dependent execution. Finally, we propose an extension of GTD to support collaborative work, inspired by the concept of stigmergy.

The Leadership Challenge: How to Get Extraordinary Things Done in Organizations

The Leadership Challenge berusaha memberi arah bagaimana para pemimpin dan “calon pemimpin” dalam mengasah kemampuan mereka untuk memimpin agar dapat melakukan hal-hal yang luar biasa. Buku ini membantu mengembangkan kapasitas anda dalam membimbing orang lain memperoleh pengalaman yang tak terduga sebelumnya. Selanjutnya, buku ini tidak berbicara mengenai bagaimana berada dalam posisi (seperti mengandaikan kepemimpinan sebagai suatu tempat) namun mengenai bagaimana caranya memiliki keberanian dan semangat untuk membuat perubahan yang signifikan. Penulis banyak menghadirkan cerita dari orang biasa, dari berbagai sisi kehidupan, yang dianggap memiliki kesuksesan luar biasa.

The Three Ways of Getting Things Done: Hierarchy, Heterarchy and Responsible Autonomy in Organisations

The Three Ways of Getting Things Done: Hierarchy, Heterarchy and Responsible Autonomy in Organisations

The Politics of Gender in the NHS: Impression Management and ‘Getting Things Done’

This article is concerned with gendered differences in managerial repertoires in the National Health Service. Interviews carried out with senior NHS managers across several geographical areas suggest that, from an impression management perspective, where they are able to occupy senior management positions, a different management style begins to emerge amongst women, with a separation between their ‘front‐stage, ‘backstage’ and ‘outside’ stage activities. Women managers appeared to acknowledge that they could not behave front stage in the same way with doctors as they often did in their outside stage encounters with them, but that the additional strategies they utilized whilst outside stage were key elements to their repertoire for getting things done. This view of management is contrasted with a very different one exhibited by male managers. The implications of the analysis are explored in the article's conclusion.

Getting Things Done at Work: The Discourse of Power in Workplace Interaction (review)

Getting Things Done at Work: The Discourse of Power in Workplace Interaction (review)

On the Success of AmeriCorps Programs in Strengthening Communities: Evidence from Florida

In 1993 President Clinton signed into law the National and Community Service Trust Act, the centerpiece of which was a new national service initiative—AmeriCorps. The overall purpose of AmeriCorps was to promote community building through volunteer service. AmeriCorps was one high-profile program established in part to highlight government-nonprofit partnerships and their capacity to improve communities and service delivery to the most vulnerable in communities—poor children, frail elderly, and teenagers who are at risk of dropping out of school or getting into serious juvenile delinquency problems. AmeriCorps' programs nationally work to achieve three goals—Getting Things Done, Member Development, and Strengthening Communities. Few of the studies on AmeriCorps have explicitly studied their impact on community strengthening. This article reports on a two-year study of twenty two AmeriCorps programs in Florida from 1997–2000, emphasizing their objectives and success in community strengthening. Program results are limited. The programs increased the number of volunteers delivering their services and developed one or more community partner organizations at each site. Nearly all of the program staff and community partners believed that the AmeriCorps programs positively influenced the community's self-help capacity to some extent. However, data indicating broader community strengthening impacts were hard to find and difficult to track. Reasons for this relatively modest impact on broader community strengthening goals are articulated based on surveys, interviews, and site visits.

Execution: The Discipline of Getting Things DoneExecution: The Discipline of Getting Things Done By BossidyLarry and CharanRam with BurckCharles. New York, Crown Business: 2002. 278 pages, hardcover, $27.50

Academy of Management PerspectivesVol. 20, No. 1 Book ReviewsExecution: The Discipline of Getting Things DoneThomas G. CummingsThomas G. CummingsProfessor and Chair, Department of Management & Organization, Marshall School of Business, University of Southern CaliforniaPublished Online:1 Feb 2006https://doi.org/10.5465/amp.2006.19873416AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleFiguresReferencesRelatedDetails Vol. 20, No. 1 Permissions Metrics in the past 12 months History Published online 1 February 2006 Published in print 1 February 2006 Information© Academy of Management PerspectivesKeywordsBOOKS -- ReviewsMANAGEMENTNONFICTIONDownload PDF

A method out of madness [professional profile

This paper presents an interview with David Allen, author of the self-help book entitled "Getting Things Done: The Art of Stress-Free Productivity". In the interview, Allen discusses his ideas on how people can be more organized and become more productive with the aid of various software and high-tech gadgets.

Getting Things Done at Work: The Discourse of Power in Workplace Interaction

Getting Things Done at Work: The Discourse of Power in Workplace Interaction

Getting Things Done: Donalda J. Dickie and Leadership through Practice

Donalda Dickie’s name is synonymous with the development of progressive education in English Canada, yet little has been written about her life and work. This biography reclaims Dickie’s life from the scattered sources she left behind, suggesting that her career illustrates how women provided leadership in education in the first half of the twentieth century, when they were largely excluded from positions of formal authority. Through normal school teaching, textbook writing, curriculum and program development, and other strategies, Dickie promulgated her views on learning and teaching to a wide audience to make a significant contribution to Canadian education. Key words: biography, teacher educators, progressive education, Alberta education Le nom de Donalda Dickie est synonyme d’enseignement progressif au Canada anglais, mais rares sont les ecrits sur sa vie et son œuvre. Cette biographie, qui reconstitue la vie de Mme Dickie a partir de sources eparses, semble indiquer que sa carriere illustre comment les femmes ont fait preuve de leadership en education au cours de la premiere moitie du XX e siecle, periode durant laquelle elles etaient neanmoins exclues des postes d’autorite. A travers son enseignement, les manuels qu’elle a redige, les programmes scolaires qu’elle a elabore et d’autres strategies, Donalda Dickie a fait connaitre sa vision de l’apprentissage et de l’enseignement a un vaste auditoire, apportant ainsi une importante contribution a l’education au Canada. Mots cles: biographie, pedagogues charges de la formation a l’enseignement, enseignement progressif, education en Alberta.

Poetry, Poets, Readers: Making Things Happen

1. Making Things Happen 2. 'For poetry makes nothing happen' 3. What Kind of Question? 4. Matters of Fact and Value 5. Pretended Speech Acts 6. Things Done with Words 7. Joking Apart Bibliography Index

Execution – The Discipline of Getting Things Done

Execution – The Discipline of Getting Things Done

Kouzes JM, Posner BZ. The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations. San Francisco, Calif, Jossey-Bass Inc Publishers, 1995, paper 403 pp. $25.

Kouzes JM, Posner BZ. The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations. San Francisco, Calif, Jossey-Bass Inc Publishers, 1995, paper 403 pp. $25.

Execution, The Discipline of Getting Things Done

Execution, The Discipline of Getting Things Done

Execution: The Discipline of Getting Things DoneAligning the Stars: How to Succeed When Professionals Drive Results By BossidyLarry and CharanRam with BurckCharles. New York: Crown Business, 2002. 278 pages, hard cover, $27.50.

The article presents a review of the book “Execution: The Discipline of Getting Things Done,” by Larry Bossidy, Ram Charan, and Charles Burck.

Table of Contents

Abstract Hesselbein + Company FRANCES HESSELBEIN THE SEARCH FOR COMMON GROUND Redefining what we do against a new appreciation of why we do what we do. SAM T. MANOOGIAN MAINTAINING YOUR FOCUS How to find time to deal with the critical issues that can make or break you. MARSHALL GOLDSMITH TRY FEEDFORWARD INSTEAD OF FEEDBACK Focus on the promise of the future rather than the mistakes of the past. CHARLES W. ROBINSON BACK TO REALITY Leaders need to rethink attitudes and change approaches. Executive Forum LARRY BOSSIDY THE DISCIPLINE OF GETTING THINGS DONE Leaders who do not pay attention to how their companies get things done are running companies that don't do things well. DANIEL GOLEMAN LEADING RESONANT TEAMS How leaders can release energy in their teams so that everyone can focus on getting the job done. JAMES CHAMPY BUILDING TRUST BETWEEN LEADERS AND CAPITAL MARKETS Increasing demands for financial transparency are creating new challenges for leaders. GERVASE R. BUSHE THE INNER CORE OF LEADERSHIP Leaders need to balance deep human needs. RAY SMILOR LEADERSHIP LESSONS FROM EMPLOYEE‐OWNED COMPANIES How to create organizational citizens. From the Front Lines GLOBAL TEAMS PEOPLE COUNT MORE THAN STRUCTURE Getting the informal relationships right is tougher than aligning the structure—and more important. COMPETITIVE ADVANTAGE SIX KEYS TO INTELLIGENT PARTNERING A smart partner is worth as much as or more than a smart system. NEW PARADIGMS INNOVATIVE FORMS OF ORGANIZATION Companies that seek to lead in innovation need to look beyond the R&D lab. THE RESILIENT LEADER FALL DOWN SIX TIMES, GET UP SEVEN How to thrive in perilous and unpredictable times.

Getting Things Done: The Art of Stress-Free Productivity

Shawn Blau reviews David Allen's Getting Things Done: The Art of Stress-Free Productivity