Books

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Reassembling the Social: An Introduction to Actor-network-theory

Reassembling the Social is a fundamental challenge from one of the world’s leading social theorists to how we understand society and the ‘social’. Bruno Latour’s contention is that the word ‘social’, as used by Social Scientists, has become laden with assumptions to the point where it has become misnomer. When the adjective is applied to a phenomenon, it is used to indicate a stablilized state of affairs, a bundle of ties that in due course may be used to account for another phenomenon. But Latour also finds the word used as if it described a type of material, in a comparable way to an adjective such as ‘wooden’ or ‘steely’. Rather than simply indicating what is already assembled together, it is now used in a way that makes assumptions about the nature of what is assembled. It has become a word that designates two distinct things: a process of assembling; and a type of material, distinct from others. Latour shows why ‘the social’ cannot be thought of as a kind of material or domain, and disputes attempts to provide a ‘social explanations’ of other states of affairs. While these attempts have been productive (and probably necessary) in the past, the very success of the social sciences mean that they are largely no longer so. At the present stage it is no longer possible to inspect the precise constituents entering the social domain. Latour returns to the original meaning of ‘the social’ to redefine the notion, and allow it to trace connections again. It will then be possible to resume the traditional goal of the social sciences, but using more refined tools. Drawing on his extensive work examining the ‘assemblages’ of nature, Latour finds it necessary to scrutinize thoroughly the exact content of what is assembled under the umbrella of Society. This approach, a ‘sociology of associations’, has become known as Actor-Network-Theory, and this book is an essential introduction both for those seeking to understand Actor-Network Theory, or the ideas of one of its most influential proponents.

A Brief History of Neoliberalism

Neoliberalism – the doctrine that market exchange is an ethic in itself, capable of acting as a guide for all human action – has become dominant in both thought and practice throughout much of the world since 1970 or so. Its spread has depended upon a reconstitution of state powers such that privatization, finance, and market processes are emphasized. State interventions in the economy are minimized, while the obligations of the state to provide for the welfare of its citizens are diminished. David Harvey, author of ‘The New Imperialism’ and ‘The Condition of Postmodernity’, here tells the political-economic story of where neoliberalization came from and how it proliferated on the world stage. While Thatcher and Reagan are often cited as primary authors of this neoliberal turn, Harvey shows how a complex of forces, from Chile to China and from New York City to Mexico City, have also played their part. In addition he explores the continuities and contrasts between neoliberalism of the Clinton sort and the recent turn towards neoconservative imperialism of George W. Bush. Finally, through critical engagement with this history, Harvey constructs a framework not only for analyzing the political and economic dangers that now surround us, but also for assessing the prospects for the more socially just alternatives being advocated by many oppositional movements.

Real Enterprise Architecture: Beyond IT to the Whole Enterprise

Enterprise-architecture is often described as part of IT, but its real scope is much wider – the structure of everything the enterprise is and does. This book introduces a new approach to tackle this broader role for whole-of-enterprise architecture, using a systematic, iterative process for architecture development. Topics include how to bridge the business/IT divide; how to link architecture with business strategy; and how to improve balance between manual, machine and IT-based processes.

Simple Architectures for Complex Enterprises

Dismantle the overwhelming complexity in your IT projects with strategies and real-world examples from a leading expert on enterprise architecture. This guide describes best practices for creating an efficient IT organization that consistently delivers on time, on budget, and in line with business needs. IT systems have become too complex – and too expensive. Complexity can create delays, cost overruns, and outcomes that do not meet business requirements. The resulting losses can impact your entire company. This guide demonstrates that, contrary to popular belief, complex problems demand simple solutions. The author believes that 50 percent of the complexity of a typical IT project can and should be eliminated – and he shows you how to do it. You’ll learn a model for understanding complexity, the three tenets of complexity control, and how to apply specific techniques such as checking architectures for validity. Find out how the author’s methodology could have saved a real-world IT project that went off track, and ways to implement his solutions in a variety of situations.

The Opposable Mind: How Successful Leaders Win Through Integrative Thinking

If you want to be as successful as Jack Welch, Larry Bossidy, or Michael Dell, read their autobiographical advice books, right? Wrong, says Roger Martin in The Opposable Mind. Though following “best practice” can help in some ways, it also poses a danger: By emulating what a great leader did in a particular situation, you’ll likely be terribly disappointed with your own results. Why? Your situation is different. Instead of focusing on what exceptional leaders do, we need to understand and emulate how they think. Successful businesspeople engage in what Martin calls integrative thinking—creatively resolving the tension in opposing models by forming entirely new and superior ones. Drawing on stories of leaders as diverse as AG Lafley of Procter & Gamble, Meg Whitman of eBay, Victoria Hale of the Institute for One World Health, and Nandan Nilekani of Infosys, Martin shows how integrative thinkers are relentlessly diagnosing and synthesizing by asking probing questions—including “What are the causal relationships at work here?” and “What are the implied trade-offs?” Martin also presents a model for strengthening your integrative thinking skills by drawing on different kinds of knowledge—including conceptual and experiential knowledge. Integrative thinking can be learned, and The Opposable Mind helps you master this vital skill.

Five Minds for the Future

We live in a time of vast changes. And those changes call for entirely new ways of learning and thinking. In Five Minds for the Future: Howard Gardner defines the cognitive abilities that will command a premium in the years ahead: the disciplinary mind—mastery of major schools of thought (including science, mathematics, and history) and of at least one professional craft; the synthesizing mind—ability to integrate ideas from different disciplines or spheres into a coherent whole and to communicate that integration to others; the creating mind—capacity to uncover and clarify new problems, questions, and phenomena; the respectful mind—awareness of and appreciation for differences among human beings and human groups; the ethical mind—fulfillment of one’s responsibilities as a worker and citizen. World-renowned for his theory of multiple intelligences, Gardner takes that thinking to the next level in this book, drawing from a wealth of diverse examples to illuminate his ideas. Concise and engaging, Five Minds for the Future will inspire lifelong learning in any reader as well as provide valuable insights for those charged with training and developing organizational leaders—both today and tomorrow.