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Add This - Slack

Written by Tom DeMarcoAuthor Alerts:  Random House will alert you to new works by Tom DeMarco

  • Format: Trade Paperback, 256 pages
  • Publisher: Crown Business
  • On Sale: April 9, 2002
  • Price: $16.00
  • ISBN: 978-0-7679-0769-9 (0-7679-0769-8)
Also available as an eBook.
about this book

Tom DeMarco, a leading management consultant to such companies as Hewlett Packard and IBM, shows why downtime--not downsizing--is the key to a company’s growth and profit, and why our current culture of workaholism hurts corporate productivity.

A counterintuitive approach that works for new-and old-economy companies alike, Slack debunks commonly held assumptions about personnel management and:

• Examines the "unfortunate tradeoff" between efficiency and flexibility. DeMarco's basic argument is that organizations get more efficient only by sacrificing their ability to change -- and that slack is the best remedy for overcoming the latter shortcoming.

• Explores the four major benefits of slack: increased organizational agility; better retention of key personnel; an improved ability to invest in the future; and a capacity for sensible risk-taking, instead of risk-avoidance.

• Targets knowledge managers and workers who believe "the slack that has been squeezed out of your organizations over the last 10 years now has to be reintroduced, or no further meaningful progress will ever be possible."

Prelude • Pt. 1 Slack • Chapter 1 Madmen in the Halls • Chapter 2 Busyness • Chapter 3 The Myth of Fungible Resource • Chapter 4 When "Hurry Up" Really Means "Slow Down" • Chapter 5 Managing Eve • Chapter 6 Business Instead of BusynessPt. 2 Lost, but Making Good Time • Chapter 7 The Cost of Pressure • Chapter 8 Aggressive Schedules • Chapter 9 Overtime • Chapter 10 A Little Sleight of Hand in the Accounting Department • Chapter 11 Power Sweeper • Chapter 12 The Second Law of Bad Management • Chapter 13 Culture of Fear • Chapter 14 Litigation • Chapter 15 Process Obsession • Chapter 16 Quality• Chapter 17 Efficient and/or Effective • Chapter 18 Management by Objectives Pt. 3 Change and Growth • Chapter 19 Vision • Chapter 20 Leadership and "Leadership" • Chapter 21 Dilbert Reconsidered • Chapter 22 Fear and Safety • Chapter 23 Trust and Trustworthiness • Chapter 24 Timing of Change • Chapter 25 What Middle Management Is There For • Chapter 26 Where Learning Happens • Chapter 27 Danger in the White Space • Chapter 28 Change ManagementPt. 4 Risk and Risk Management • Chapter 29 Uncommon Sense • Chapter 30 Risk Management: The Minimal Prescription • Chapter 31 Working at Breakneck Speed • Chapter 32 Learning to Live with Risk Afterword • Chapter 33 The Needle in the Haystack • Index