An Unfinished Revolution: Women and Healthcare in America. Freidman, Emily. ed. New York: United Hospital Fund; 1994.

Analyzes the changing relations between women and the health care system. Long the majority of caregivers and patients, women have not exerted a proportional influence on the practice of medicine. As women’s health care concerns become more prominent, women also began making inroads into medicine and health care administration.

Adams, John D. Transforming Work: A collection of Organizational Transformation Readings. Alexandria, VA.: Miles River Press; 1984.

Adams, Scott. The Dilbert principle: A cubicle’s-eye view of bosses, meetings, management fads, and other workplace afflictions. New York: Harper Collins; 1996.

Best selling book written from the perspective of someone with "seventeen years of working in a cubicle and reading thousands of e-mail messages from readers who have been "downsized", "rightsized", "flattened" and put in charge of "quality teams". By the author of the Dilbert Cartoon. Full of great cartoons.

Allison, Graham T. Essence of Decision: Explaining the Cuban Missile Crisis. Boston: Little, Brown and Company; 1971.

An analysis of the Cuban missile crises in terms of three distinct frames of reference. This book incorporates the application of organizational and political theory to crucial events. The method of examining the crisis through three conceptual lenses allows for the unveiling of alternative choices and conclusions that channel the reader’s thinking and thus influence the decisions one may elect to make in vital situations.

Arbogast, Doyle. Wounded Warriors: A Time for Healing. Omaha, Nebraska: Two Rainbows; 1996.

This collection of fourteen personal stories of Native Americans describes the pathway to healing found within the beauty and spirituality of their own cultural heritage. While their words offer insight into the plight and struggle of native Americans in this country, their lives today reflect responsibility, honor and dignity.

Arrien, Angele Ph.D. The Four Fold Way: Walking the Paths of the Warrior, Teacher, Healer and Visionary. San Francisco, Calif.: Harper; 1993.

The word "ecology" comes from the Greek word "oikos" which means "house". As we move into the twenty first century, it is the work of all human beings to attend to the health of both our "inner" and "outer" houses: the inner houses of self, the limitless world within, and the outer house of the world in which we live our daily lives. Many people in contemporary society feel little or no connection between these two worlds, a state that the indigenous, land-based peoples of the earth, whose cultures reach back thousands of years, would find not only sad but incomprehensible. Drawing from the spiritual approaches in other cultures, the author interprets shamanic traditions and wisdom to show how to restore the balance in ourselves and the environment.

Bartlett, CA and Ghosal S. Changing the Role of Top Management: Beyond Strategy to Purpose. Harvard Business Review. 1994; November/December.

Structure follows strategy. For decades, this philosophy served companies well. But over the last decade, technological competitive, and market changes have eroded its effectiveness. The flaw lies in its objective: to create a management system that could minimize the idiosyncrasies of human behavior. This article reports on five years of research with 20 large, vigorous European, US and Japanese companies. The authors describe a common theme which enabled the transformation of these companies: building a rich, engaging corporate purpose initiated and supported by top management. Purpose is the embodiment of an organization’s recognition that its relationships with diverse stakeholders are interdependent. In short, purpose is the statement of a company’s moral response to its broadly defined responsibilities, not an amoral plan for exploiting commercial opportunity.

Part of a series, the authors describe the transition from the "organization man" to "individualized corporation". They describe systems based communication as an unstable rope bridge across the knowledge gap separating executives from employees. They propose creating an individualized corporation, bot by stripping the organization of all its formal systems, policies, and procedures, but by redefining them so that they support rather than subvert top management’s ability to focus on the organizations’ people. That includes: Setting direction by deploying key people; Achieving control through internalized behaviors; Managing information flow through personal relationships; and Changing the employment contract.

Bear Heart (with Molly Larkin). The Wind is My Mother: The Life and Teachings of a native American Shaman. New York, NY: Clarkson Potter/Publishers New York, NY; 1996.

With eloquent simplicity, Bear Heart shares a lifetime of training that has enabled him to survive personal tragedy as well as to counsel and teach others to do the same. He describes the lessons learned in ceremonies conducted in the sweat lodge and the Native American church, using fasting and chanting to receive the poser of the Great Spirit. He explains why Native people pray with peyote and smoke the sacred pipe and how vision quests can bring clarity and personal revelation. In weaving together inspiring and often humorous anecdotes, Bear Heart demonstrates how traditional tribal wisdom can help us maintain mental, emotional, and physical health in today’s world.

Bender,Sue. A Woman’s Journey Home. Harper Collins.

Bennis, Warren. On Becoming a Leader. New York: Addison-Wesley Publishing Company; 1994.

"Becoming a leader isn’t easy,… but learning to lead is a lot easier than most of us think it is, because each of us contains the capacity for leadership." This second edition of an earlier, best seller, emphasizes three major themes: 1) staying with the status quo is unacceptable; 2) the key to competitive advantage in the nineties and beyond will be the capacity of leadership to create the social architectural capable of generating intellectual capital, and 3) followers need from their leaders three basic qualities; direction, trust and hope.

Block, Peter. Stewardship: Choosing Service Over Self Interest. San Francisco: Berrett-Koehler; 1993.

Divided into three parts, this is a tool for the manager who realizes a reform in the distribution of power within the organization is needed yet is uncertain as to the manner(s) of achieving this change. Part I addresses the basic concept of stewardship and the limitations of leadership. Part II is a practical view of stewardship in action. Part III defines the paths an organization may choose to follow to reach the level of trust among its members that allows for accountability of performance without control or compliance.

Bohm, David. On Dialogue. Cambridge, MA: Pegasus Communications; 1990. Bohm, David. On Dialogue. Ojai, Calif: David Bohm Seminars. P.O. Box 1452 Ojai, Calif. 93023;1990

This short booklet contains the material on dialogue, edited from a transcription of a meeting that took place Monday, November 6, 1989, in Ojai, California, following a weekend seminar given by professor Bohm. Additional material on dialogue has been taken from other of Dr. Bohm’s seminars. David Bohm, a Fellow in the Royal Society, is Emeritus Professor of Theoretical Physics, University of London.

Bower, Sharon Anthony and Bower, Gordon H. Asserting Yourself: A Practical Guide for Positive Change. Reading, Mass: Addison-Wesley; 1976.

Brassard, Michael. The Memory Jogger Plus: Featuring the Seven Management and Planning Tools. Methuen, MA: Goal/QPC; 1989, ISBN: 1-879364-02-6.

The follow up to 1984’s Memory Jogger, this book builds on the strength of its predecessor’s academic teaching of planning and organization in quality management. The introduction of the "Seven Management and Planning Tools" provide the manager the tools needed to make planning an effective and satisfying process. They also enable the individual to contribute to the planning process.

Breathnach, Sarah Ban. Simple Abundance: A Daybook of Comfort and Joy. New York: Warner Books;1995.

This is a book about taking stock of your life. Written as a source of daily inspiration, the writings are woven from six basic principles - gratitude, simplicity, order, harmony, beauty and joy.

Bridges, William. Job Shift.

The package is still changing but the work is still there. Jobs as we understand them may not continue to exist. Rather people will market their talents/services to multiple employers; The concept of jobs in the market place will change. This is not unlike the manner in which people worked prior to the Industrial Revolution.

Cameron, Julia and Tarcher Jeremy. The Artists Way: A Spiritual path to Higher Creativity. Putnam, Canfield, Jack and Jacqueline Miller. Heart at Work. McGraw Hill.

Carlson, Richard and Shield Benjamin. Handbook for the Soul. New York, NY: Little, Brown and Co.; 1995.

A gathering of spiritual writers, offering inspirational words on the state of the soul today. The collection of more than thirty original essays addresses both the importance of caring for and nourishing the soul and the ways in which these individuals tend to their own souls on a day to day basis.

Chrislip, DD and Larson CE. Collaborative Leadership: How Citizens and Civic Leaders Can Make a Difference. San Francisco: Jossey-Bass; 1994.

The book provides insight into and answers to three major challenges facing communities: how to deal with complex issues, how to engage frustrated and angry citizens, and how elected officials and other civic leaders can generate the civic will to break legislative and bureaucratic gridlock.

DePree, Max. Leadership Jazz. New York: Dell Trade Paperback; 1992.

Drawing a parallel between leadership and jazz, describing both as art forms in which freedom and technique, improvisation and rules, inspiration and restrain must be precisely and expertly blended. Seeks to explain inspirational leadership, the importance of harmony and spirit in the workplace, and how to reach for renewal, innovation, and vitality.

Devanna, Mary Anne and Tichy, Noel. The Transformational Leader. 2^nd ed. New York: John Wiley and Sons; 1990.

Pace of change is accelerating and as a consequence, the window of opportunity for organizations to not simply survive, but to prosper continues to narrow. Proposes a new type of leadership, not just at the top, but at the middle levels also. Describes transformation as revitalization, creating a new vision, institutionalizing change.

Dombeck, MT. Dream telling: A means of spiritual awareness. Holistic Nurse practice. 1995; 9(2):37-47.

The article describes how a dream-sharing group facilitated by a nurse therapist can become the means by which participants gain spiritual awareness. The characteristics of spiritual awareness are identified, as well as the practice, structure and process of a dream-sharing group. Dream narratives and interactions from a particular group are used as illustrations.

Dossey, Larry. Meaning and Medicine: A Doctor’s Tales of Breakthrough and Healing. New York: Bantam; 1991.

Drawing upon his own professional experience as an Internist, dr. Dossey uses case studies and stories to illuminate his fundamental premise that the power of the mind is directly relevant and interactive with physical healing of the body.

Dresser, Norine. Multicultural Manners: New Rules of Etiquette for a Changing Society. New York: J.John Wiley and Sons; 1996.

Living in a multicultural society has both rewards and challenges. Assumptions based in cultural differences frequently lead us astray, creating misunderstandings in communication and, all too often, unintended offenses or slights. This happens because individuals may be unschooled about others’ customs and values. Encounters across cultural experiences are not limited to cities, and are growing in number throughout the United States. This book addresses specific areas of communication, such as multicultural health practices, holidays and worship, communication and many more. By improving knowledge and understanding, the author hopes to promote methods which create respect for diversity, and promote opportunities for experiencing the richness of diversity.

Dubos, Rene. Mirage of Health: Utopias, Progress, and Biological Change. New York: Harper 7 Row; 1959.

This small book, a classic in the field, chronicles humanity’s search for health, as surveyed by Dr. Dubos. He considers the biological sciences and geology, meteorology, history, economics, and art as well. he diverts from the contemplation of wonder drugs to an admiration for the wonders of life, frequently referring to or drawing from non-medical disciplines.

Evans, Robert G.: Barer, Morris L., and Marmor, Theodore R. Why Are Some people Healthy and Others Not?: The Determinants of Health Populations. New York: Aldine De Gruyter; 1994

Ferguson, Marilyn. The Aquarian Conspiracy. Los Angeles: JP Larcher, Inc.; 1976

Fiedler, Fred. Leadermatch.

Galanti, Geri-Ann. Caring for Patients from Different Cultures: Case Studies from American Hospitals (Second Edition). Philadelphia, Pennsylvania: University of Pennsylvania Press; 1997.

Although centered in relevant anthropological concepts, the author uses stories and examples to provide a window for health care providers who wish to see and better understand why people from cultures other than the majority act or react the way they do in health care settings. The goal of the book is to help health care professionals recognize the cultural dimensions of problems that occur in hospitals between and among patients, their families, and staff. Topics covered include communication; pain; religion and beliefs; diet; family; men and women; staff relations; birth; death; mental health; and folk medicine.

Galbraith, Jay R. and Kazanjian, Robert K. Strategy Implementation: Structure, Systems, and Process. 2^nd ed. St. Paul/New York/Los Angeles/San Francisco: West publishing Company; 1986. ISBN: 0-314-85236-0.

Deals with issues of organization toward implementation. This book defines how strategy must be matched with a compatible, congruent configuration of organizational structure, process, systems, and people for effective financial performance to result. Provides insight to the conditions under which one form of strategic adaptation would be preferable to another.

Gilligan, Carol. In a Different Voice: Psychological Theory and Women’s Development. Cambridge, Massachusetts: Harvard University Press; 1982.

Offers a clearer representation of women’s development, based on her own research, addressing women’s identity formation and moral development in adolescence and adulthood. Intends to expand the understanding of human development, noting the exclusion of women in previous research, in order to create a more encompassing view of both men and women.

Ginzberg, Eli. Critical Issues in US Health Reform. Boulder, CO: Westview Press; 1994

Helgesen, Sally. The Female Advantage: Women’s Ways of Leadership. New York: Currency and Doubleday; 1990.

Women lead differently from men, yet most studies of leadership are based on male leaders. Tells the stories of four successful female leaders, chronicling their decision making, time utilization, gathering and dispersing information, how their companies are structured, and how they manage.

Hendricks, Gay and Kate Luseman. The Corporate Mystic: A Guidebook for Visionaries with their Feed on the Ground. New York: Barnham Books; 1996

Drawing on insights and observations from legendary CEOs like Bob Galvin of Motorola and Ed McCracken of Silicon Graphics, the Corporate Mystic offers spirited solutions to the day-in, day-out problems of business, You’ll learn what these visionaries with their feed on the ground say about: Giving and receiving honest feedback; Ending destructive turf battles; High-fiving people who drain your energy. Chapters on Integrity; Vision; Intuition; Inspiring Commitment; Communicating with People; Managing Projects; Creating Wealth; The Disciplined Mystic: enhancing integrity, vision and intuition.

Hillman, James. The Soul’s Code. Random house; 1996

Hoff, Ron. I Can See You Naked. Kansas City: Andrews and McMeel; 1992.

A new revised edition of the National Bestseller on making fearless presentations.

Jacobs, Jane. Systems of Survival: A Dialogue on the Moral Foundations of Commerce and Politics. New York: vintage Books; 1992.

Explores the morals and values that underpin viable working life. Two distinct moral syndromes - one governing commerce, the other, politics - are identified. Characters are woven together to explore the ramifications of these two syndromes colliding. This work provides the reader a new way of seeing all public transactions and encourages this individual toward the best use of one’s natural inclination.

James, Cheewa. Catch the Whisper of the Wind. Deerfield Beach, Florida (442-8190): Health Communications, Inc.

Jaworsky, Joseph. Synchronicity: The Inner Path of Leadership. San Francisco: Barrett Kohler Publishers; 1996.

Joseph Jaworsky tells the compelling story about how he came to give up a lucrative practice in international law in order to found the American leadership Forum. This professional redirection came about as an integral part of Jaworsky’s personal reflection and life changes. His personal story illuminates the development of his thinking about leadership and his subsequent work both nationally and internationally.

Johnson and Broder. The System: American Politics at the Breaking Point. New York: Little Brown;1996.

This book focuses on the politics of the Clinton health reform effort, examining the politics and processes.

Kabat-Zinn, Jon. Wherever You Go, There You Are: Mindfulness Meditation in Everyday Life. New York, NY: Hyperion 114 Fifth Avenue New York, NY 10011; 1994

Mindfulness is considered the heart of Buddhist meditation but its essence is universal and of deep practical benefit to all. In essence, mindfulness is about wakefulness. Our minds are such that we are often more asleep than awake to the unique beauty and possibilities of each present moment as it unfolds. In this book, the author maps out a simple path for cultivating mindfulness in one’s own life. It speaks both to those coming to meditation for the first time and to longtime practitioners, anyone who cares deeply about reclaiming the richness of his or her moments.

King, Serge Kahili. Urban Shaman. Simon and Schuster.

Kipnis D. Schmidt SM Swaffin-Smith C Wilkinson I. Patterns of Managerial Influence: Shotgun Managers, Tacticians, and Bystanders. Organizational Dynamics. 1984; Winder: 58-66.

The exercise of influence is a fundamental activity in organizations. The authors describe managerial use of influence, using conversations and information gathered from many managers. They describe what affects the choice of influence tactics the variety of influence strategies. They find that the types of influence strategies selected by managers varies with objectives and their control of resources and power.

Kirkpatrick, SA and Locke EA. Leadership: Do Traits Matter? Academy of Management Executive. 1991; 5(2); 48-60

The study of leader traits has a long and controversial history. While research shows that the possession of certain traits alone does not guarantee leadership success, there is evidence that effective leaders are different from other people in certain key respects. Key leader traits are described as drive, achievement, motivation, ambition, energy, tenacity and initiative, leadership motivation, honesty and integrity, self-confidence, cognitive ability, and knowledge of the business.

Kitchell, Webster. God’s Dog. Santa Fe, New Mexico: Unitarian Church (1-800-442-2044)

Kotter, JP. What Leaders Really Do. Harvard Business Review. 1990; May/June: 103-111

Leadership is different from management, but not because leadership is "mythical". Rather leadership and management are two distinctive and complementary systems of action, each with its own function and characteristic activities. Both are necessary for success in an increasingly complex and volatile environment.

Krackhards, D and Hanson JR. Informal Networks: The Company. Harvard Business Review. 1993; July/August.

Many executives invest considerable resources in restructuring their companies by redrawing the organizational charts, only to find that the real work of the organization often happens despite the formal organizational structure. The authors describe network analysis as a means of translating a myriad of relationship ties into amps that show how the informal organizations gets work done. They describe three types of relationship networks; advice network; trust network; and communication network.

Kritek, Phyllis Beck. Negotiating at an Uneven Table; Developing Moral Courage in Resolving our Conflicts. San Francisco, Calif.: Jossey-Bass; 1994.

Explores the process of resolving conflicts in situations where unacknowledged inequity has an effect on problems and their outcomes. Draws on author’s nursing background, and suggests ten ways of being that constructively address inequalities and diversity in solving problems.

Langer, Ellen. The Power of mindful Learning. New York: Addison Wesley; 1997.

Based on her theory of mindfulness, Langer offers a new view of learning in the broadest sense. Such familiar notions as delayed gratification, the basics, or even right answers are all incapacitating myths which she dispels. She replaces them with her concept of mindful or conditional learning which she demonstrates, with fascinating examples from her research. Mindful learning takes place with an awareness of context and the ever changing nature of information.

Langer, Ellen J. Mindfulness. New York: Addison wesley; 1989.

Based on published research, Ellen Langer writes a book that addresses "mindlessness" and similar habits such as habit and the unconscious and how it develops, showing how we can become more mindful and oriented in the present in widely differing aspects of our lives. An overview of the costs of mindlessness, the limitations it sets on our skills, and expectations and potential. Drawn from research applications in major areas of ordinary life, including aging, creativity, work and the problems of health.

Marcus, Leonard J, Barry C. Dorn, Phyllis B. Kritek, Velvet G. Miller, Janice B. Wyatt. Renegotiating Health Care: Resolving Conflict to Build Collaboration. San Francisco: Jossey-Bass; 1996.

Renegotiating Health Care offers a valuable bridge between the growing field of negotiation and conflict resolution and the many changes facing health care. The book presents innovative negotiation and conflict resolution techniques. It instructs professionals in how to succeed in the emerging healthcare system by improving their abilities to resolve conflicts and build lasting collaboration. The authors describe how to use the processes of conflict resolution to handle differences before the escalate into major confrontations. They guide the reader in how to develop skills necessary to achieve effective collaboration, whether between clinicians coordinating their work or managers forming a partnership - to improve quality, enhance productivity, and promote satisfaction.

McClelland, David C. Power: The Inner Experience. New York: Irvington Publishers; 1975. ISBN: 0- 8290-0101-X.

This three part book provides the reader a comprehensive study in the understanding of Power. The development of human motivation is discussed through the experiencing, accumulating, and expressing of power.

McGee-Cooper, Ann. Time Management for Unmanageable People. Bowen and Rogers; 1993.

Describes two ways to approach life: time and work. One way is the logical practical and convergent way: define a task and get it done. The other is the innovative, intuitive, divergent way: define a task, then do something else! Book provides techniques to understand your own time management style, be it divergent or convergent. Humorously provides techniques to help you maximize your management strengths. Wonderful cartoons!

Metaphors We Live By. University Press; 1980.

McMahon, J. Alexander, editor. Organizing and Managing an Integrated Delivery and Financing System. Durham, NC: The Fuqua School of Business; 1995.

Provides an overview of the 1995 National Forum on Hospital and Health Affairs which was developed and sponsored by the Fuqua School of Business at Duke University. The 1995 Forum builds on the foundation established during the 1993 and 1994 Forums of developing Integrated Delivery and Financing Systems. 1995’s Forum describes the expectations of the marketplace ad of the participants. next, the various organizational forms a system may adopt, and the role of physicians in managing the clinical enterprise are examined. Finally, some of the practical organizational and management problems are considered.

Meadows, Donella H: Meadows, Dennis L., and Randers, Jorgen. Beyond the Limits: confronting Global Collapse, Envisioning a Sustainable Future. Post Mills, Vermont: Chelsea Green Publishing Co, l 1992.

The updated sequel to The Limits to Growth, this book is a visionary text to the world of tomorrow created by the actions of today. Applying global data, from the computer generated World 3 model, conclusions are drawn regarding the future quality of life that will be sustainable, or even possibly maintaining the current technological advancement resource utilization and energy consumption of society as a whole. Measures to improve and ensure a high quality of life for the Earth’s inhabitants are provided.

Meadows, Kenneth. Earth Medicine. Rockport, Mass.: Element Books. P.O. Box 830 Rockport, MA 09166; 1989

Earth medicine is derived from the "hidden" teachings of the North American Indian Medicine Wheel. It indicates a correlation between the hereditary knowledge of Native Americans, the Taoist teachings of the East and the shamanic wisdom of the ancient Caucasian peoples of Britain, Northern Europe, and Scandinavia. Earth Medicine, a system of personality profiling, developed from medicine teachings which have been largely protected within the oral traditions of shamans. Your Earth Walk is the way you live your life. It is the way you express your personality, the way you live out your dreams, your aspirations, your hopes. Only now, with the Earth entering a critical new Age, which could become either a golden era of enlightened consciousness or an ecological or human disaster, are such teachings being made generally available.

Morgan, Gareth. Beyond Method: Strategies for Social Research. Beverly Hills: Sage Publications; 1983.

Neubauer, Jane. The Learning Network: Leadership Development for the Next Millennium. Journal of Nursing Administration. 1995: 25(2): 23-32.

The complex process of creating a learning organization demands new methods for development and learning. Individuals need to find new ways of working together by increasing self-knowledge and changing their behavior. Learning networks, a simple but profound approach to learning, offer participants an opportunity to exchange experiences in a safe and supportive environment. The author explores the concepts, experiences, structures, and results of learning networks that allow readers the opportunity to contemplate a new form of development for themselves and their staffs.

Neuhauser, Peg C. Corporate Legends and Lore: The Power of Storytelling as a Management Tool. New York: McGraw Hill; 1996.

Much of everyday business is communicated through stories, just as knowledge has been shared among people throughout history. The author explores the role of storytelling in organizations, and its capacity to strengthen the culture and spirit of the workplace. The stories people tell can be positive and inspiring or negative and destructive to the future of a business and the people who work in it. Either way, stories are a driving force that can help shape your organization’s destiny.

Nierenberg, Juliet. Ross, Irene S. Women and the Art of Negotiating. New York: Simon & Schuster; 1985.

Addresses the approaches by women to negotiate. Emphasizes specific techniques and uses examples to illustrate.

Nohria, N and Berley JD. Whatever Happened to the Take Charge Manager. Harvard Business Review. 1994; January/February: 128-137.

The 1980’s were supposed to be the decade when managers took charge. Instead, they abdicated their responsibilities to an army of management consultants. Adopting new ideas substituted for progress, even when progress wasn’t the result. If managers want to reverse this trend they need to reclaim managerial responsibility, picking and choosing carefully the managerial ideas that promise to be useful. The manager’s job is not to seek out novelty but to make sure the company gets results. The authors call for a return to pragmatism: judging ideas by practical consequences; seeing what they allow you to do, rather than by chasing after an elusive notion of truth. This means sensitivity to context, and a focus on outcomes as well as an openness to uncertainty.

O’Neill, John. The Paradox of Success. New York: G.P. Putnam and Sons; 1994.

Owen, Harrison. SPIRIT: Transformation and Development in Organizations. Potomac, MD: Abbott Publishing ; 1987.

The author writes, "I have written this book (for those) who find themselves in the midst of a transforming world, and are resolved to look beneath the surface to the underlying source of change. This source, which has become manifest in the forms and structures of our organizations, I call Spirit". Harrison draws from the ideas and language of multiple traditions and disciplines in order to talk about the ways in which Spirit transforms and develops in organizations. He does not suggest that organizations are "spiritual", but rather that their essence is Spirit, and he seeks to describe the manner in which Spirit is cared for and nurtured both intelligently and intentionally.

Patton, Carl V. and Sawicki, David S. Basic Methods of Policy Analysis & Planning. Englewood Cliffs, NJ: Prentice-Hall; 1986.

Presents quickly applied basic methods for analyzing and resolving policy issues at the state and local levels. Divided into two parts (basic methods and policy cases), the book incorporates quantitative and qualitative methods into a systematic approach to addressing policy dilemmas.

Peat, F.D. Synchronicity - The Bridge Between Matter and Mind. Bantam Books; 1987.

Redman, Eric. The Dance of Legislation. New York: Simon and Schuster; 1973.

Classic book describing the development and passage of a key public health bill. The "inside" story.

Rivers, Frank. The Way of the Owl: Succeeding with Integrity in a Conflicted World. San Francisco, Calif.: Harper San Francisco; 1996.

Using the owl as a model, Frank Rivers describes the importance of thinking and acting with clarity and wisdom, drawing from one’s life experience, in response to challenging and potentially conflictual situations in business and personal life. Emphasizing reflection and thought before action, Rivers places considerable emphasis on preventing conflict, promoting learning even in the face of conflict and, drawing from the metaphors of nature, suggests strategies for rising to life’s challenges with poise and integrity.

Rosen, Robert H. Brown, Paul B. Leading People: Transforming Business from the Inside Out. New York: Penguin Books; 1996

Business if redefining "workforce" and understanding that people are "intellectual assets" - responsible for making things happen and, ultimately, the success of the organization. Leading People presents eight principles of leadership: vision, trust, participation, learning, diversity, creativity, integrity, and community. Drawing upon the insights of nationally recognized leaders, the authors describe how the landscape of business is being changed, while demonstrating healthy values, practices, and relationships which produce superior results.

Rosener, Judy B. America’s Competitive Secret: Utilizing Women as a Management Strategy. New York: Oxford University Press; 1995.

Rosener argues that, not only are men and women different, so are female and male managers. Drawing on in-depth interviews with top flight executives and middle managers and the latest research on working women and organizational change, she describes the unique contribution of female professionals. Her profiles reveal that women cope well with ambiguity, are comfortable sharing power, and they tend to empower others. Rosener posits that businesses facing reorganization and positioning themselves for increasing workforce diversity will find that female managers may give them an edge. She argues that removing the glass ceiling is not only the right thing to do, it is an economic imperative.

Russell, Peter. The Global Brain Awakens.

As technology leads to new levels of understanding and communicating, internationally renowned physicist-philosopher Peter Russell addresses the question - "What’s Next?" He weaves together scientific rationale and intuitive vision to demonstrate how technology will be the catalyst for linking humanity into one planetary community - a Global Brain - poising humanity to make its next evolutionary leap from self-consciousness to global consciousness.

Scholtes, Peter R. The Team Handbook: How to Use Teams to Improve Quality. Madison, WI: Joiner and Associates; 1988.

A practical guide to working in or with project teams to improve the quality of an organization. This "how to" book promotes team quality by approaching projects in three distinct manners: 1) focus on the pursuit of quality; 2) incorporate the understanding and application of data; 3) include methods for the formation and maintenance of groups, the planning and managing of projects, and the design and conduct of meetings.

Schwartz, Peter. The Art of the Long View: Planning for the future in an uncertain world. New York; Currency: Doubleday; 1991.

A futurist, Peter Schwartz describes, using his own experiences, how to chart your future course (or your company’s) not as a mechanical exercise but using the same intuitive skills that a painter, novelist, or musician bring to the creation of a work of art. He uses the "scenaric" approach he has pioneered in working with the world’s top firms and with individuals. Using these tools and case examples, Schwarz describes the development of strategic vision within businesses and how to help individuals select their own paths into the future.

Senge, Peter; Kleiner, Art; Roberts, Charlotte Roberts; Ross, Richard B., and Smith, Bryan J. The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. New York:Currency Doubleday; 1994.

Shortell, Stephen M. and Kalzny, Arnold D., editor. Health Care Management: Organization Design and Behavior. 3^rd ed. Albany, NY: Delmar; 1994.

Slee, Vergil N. Debora A. Slee H. Joachim Schmidt. Slee’s health Care Terms (3^rd Edition). St. Paul, Minn.: Tringa Press; 1996.

Pulls together all the relevant terminology from earlier editions, including healthcare reform and healthy communities. Provides an even broader variety of basic and advanced terminology used in health care - types of providers, professionals, facilities, medical staff issues, legal developments, scientific and technological advances, and information systems.

Stogdill, Ralph M. Handbook of Leadership: A Survey of Theory and Research. New York, London: The Free Press; 1974. ISBN: 0-02-931660-x,

This is an organized inventory of all the published research findings on leadership. The analysis and interpretation for each of the 40 major topics is based on the abstracts, surveys, and analysis of more than 3000 books and articles. This is a source book for the reader who wants to know what results have been obtained who did the research, and what conclusions can be drawn from the accumulated evidence.

Tannen, Deborah. Talking from Nine to Five. New York: William Morrow & Co; 1994

Based on her study of conversation between men and women, Tannen suggests new ways of understanding what happens in the workplace, ranging from the simplest exchanges to the complex contemporary issues of the glass ceiling and sexual harassment. Maintains no one style is superior, but does explain a variety of styles using case examples.

Taylor, Daniel Ph.D. The Healing Power of Stories. New York: Doubleday; 1996.

Taylor, a professor of English Literature, explores the importance and value of stories as a means for understanding and communicating about ourselves and our life experiences. He explains how we are all characters in our own stories and that, by understanding those stories, we are better able to understand and manage our lives.

Vaill, Peter B. Managing as a Performing Art: New Ideas for a World of Chaotic Change. San Francisco: Jossey-Bass Publishers; 1989. ISBN: 1-5542-140-7.

Addresses the chaotic nature of the environment characteristic in today’s organizations. This is a series of essays describing the dynamism, fluidity, complexity, and fundamental personalness of all organizational action that are expressed in a manner which brings reason to the chaos.

Weil, P and Kimball PA. Gender and Compensation in Health Care Management. Health Care Management Review. 1996; 21(3): 19-33.

Salary comparisons of male and female ACHE members in 1989 showed that men earned nearly $16,000 more than women. Controlling for race and region, age and experience accounted for most of the explained variation. Women earned significantly more if they had more male mentors, a spouse willing to relocate for their career advancement or an employer whose policies accommodated families such as flextime and if they themselves socialized informally with other health care executives.

Wesorick, Bonnie and Shiparski Laurie. Can the Human Being Thrive in the Work Place? Dialogue as a Strategy of Hope. Grand Rapids, MI.: Practice Field Publishing, 100 Michigan Street NE, Grand Rapids, MI 49503; 1997

Drawing from the work of David Bohm and William Isaacs on Dialogue, the authors draw from the experience and wisdom of hundreds of people who are using dialogue to enrich the workplace. At the heart of their work is the effort to enhance relationships between care providers, patients, and their families, as well as within our work teams. The intention of the book is to put these experiences into words and offer a glimpse of the wisdom from the field generated from this work.

Wheatley, Margaret. Leadership and the New Science: Learning about Organization from an Orderly Universe. San Francisco: Barrett-Koehler; 1992

Recognizes the ever changing environment of large organizations. The author applies new science principles which are derived from the disciplines of physics, biology, and chemistry, and from theories of evolution and chaos to illustrate the holistic relationships that exist within the order of an organization. Each chapter inquires into metaphorical links between certain scientific perspectives and organizational phenomena.

Wheatley, Margared J. and Kellner-Rogers Myron. A Simpler Way. San Francisco: Barrett-Koehler Publishers; 1996

An evocative, spiritual approach to thinking about life in complex organizations, the authors create a view of organizations as an element within the process of living. Beautifully written and illustrated.

Whyte, David. The Heart Aroused: Poetry and Preservation of the Soul in Corporate America. New York: Currency: Doubleday; 1994

Poet David Whyte shows the best way to respond to the current call for creativity in organizational life is to overcome our habitual fear and reticence and bring our full passionate, creative human souls, with all their urgencies and unnamed longings, right inside the office with us. As an organizational consultant, Whyte seeks to clarify our personal - not organizational - difficulties at work by placing them in the age old context of poetry and story.

You Don’t have to Go Home from Work Exhausted. Bantam Books; 1992.

A book designed to bring joy, energy and balance to your life. The book offers a whole range of techniques to help maintain and maximize one’s energy, productivity and overall zest for life. Discusses, in detail, energy draining and enhancing behaviors; helps analyze your lifestyle; and suggests ways to make changes as desired. After studying 3,500 corporate executives and employees, the author concluded that a lack of abundant energy, rather than lack of time, skills or desire is what limits a person’s productivity, innovative thinking and overall enjoyment of life.

Zaleznik, A. Managers and Leaders: Are they different? Harvard Business Review. 1992; March/April: 126-136.

Leadership inevitably requires using power to influence the thoughts and actions of other people. The use of power entails human risks: first, the risk of equating power with the ability to get immediate results; second, the risk of ignoring the many different ways people can legitimately accumulate power, and third, the risk of losing self control in the desire for power. The need to hedge these risks accounts in part for the development of collective leadership and the managerial ethic. The author distinguishes between managerial and leadership thinking and behavior.

Zimmerman, Bill. Make Beliefs: A Gift for your Imagination. Bantam Books; 1992.

Zweig, Connie and Abrams Jeremiah Editors. Meeting the Shadow: The Hidden power of the Dark Side of Human Nature. New York: Putnam and Sons; 1991.