6 of 8 people found the following review helpful
on July 8, 2003
The thrust of this book is to help facilitate organizational change through finding more courage both within yourself and inspiring it in others. The author's aim is to help the reader find 1) more candor to deal with the truth, 2) a greater sense of purpose, 3) a more optimistic will, 4) more disciplined rigor, and 5) a greater inclination to trust and risk. These are five quintessential dimensions of courage that bring people to cross an action threshold and persevere. Each of these factors is explored in separate chapters; specific how-to guidelines are presented and summarized. The book vividly deals with the emotions underlying the will to act; it is insightful and invigorating. We highly recommend it.
5 of 8 people found the following review helpful
Only a brave pair of authors would try to tackle a topic as all-encompassing as the need for courage in the modern business world, but that is exactly what Drs. Merom Klein and Rod Napier have set out to do. Do they succeed? Not entirely. While their diagnosis of the organizational ills plaguing today's companies is spot-on, their prescriptions are generic, involving "creating a safe environment," "building pride" and "keeping it fun." Despite the obviousness of some of the sound advice in the later chapters, the book shines in its first 70 pages, in which the doctors present an original, enlightening analysis of how organizational changes have altered the roles and responsibilities of mid-level workers. Based on this fresh perspective, we think that all readers could use a little Courage.
1 of 3 people found the following review helpful
on November 14, 2009
Courage is something we often don't speak about, in the context of business organisations, yet it is a key ingredient to success. This book does not pretend to remake our understanding of leadership or organisational development. It does help to unpack the concept of courage, often reframing our current knowledge and offers a refreshing and practical approach to helping individuals, teams and organisations act with greater courage and effect change in their environments.
Two points of caution, though. First, there are a number of examples outlined in the book, to illustrate various concepts and work-related situations. While the examples are effective in describing these situations, I got the sense that there is more to tell in each of these cases. It would have been useful for the authors to provide us with the full richness and intimacy of these stories, as we would have identified and learned from these far more than simply understanding the concepts being illustrated.
Second, it is important to highlight that courage is rarely developed without some form of external assistance. The book may acquaint executives with the concepts and process to develop team and organisational courage, yet I would argue that it does not provide in itself, the tools for most executive teams to achieve the level of courage they desire. That is a journey which is best taken with the help of a guide - such as the authors.
Overall, certainly a worthwhile read.