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Work is changing. Speed and flexibility are more in demand than ever before thanks to an accelerating knowledge economy and sophisticated communication networks. These changes have forced a mass rethinking of the way we coordinate, collaborate, and communicate. Instead of projects coming to established teams, teams are increasingly converging around projects. These “all-edge adhocracies” are highly collaborative and mostly temporary, their edge coming from the ability to form links both inside and outside an organization. These nimble groups come together around a specific task, recruiting personnel, assigning roles, and establishing objectives. When the work is done they disband their members and take their skills to the next project.

Spinuzzi offers for the first time a comprehensive framework for understanding how these new groups function and thrive. His rigorous analysis tackles both the pros and cons of this evolving workflow and is based in case studies of real all-edge adhocracies at work. His provocative results will challenge our long-held assumptions about how we should be doing work.

As U.S. museums evolve from their role as elite institutions to organizations serving multiple stakeholders, they must adopt new communication practices to meet their social missions and organizational goals. Engaging Diverse Communities, the first book-length study of museum public relations for practitioners since 1983, details how institutions can use communication fundamentals to establish and maintain relationships with a wide range of cultural groups and constituencies.

Melissa A. Johnson interviews communicators at cultural heritage museums to understand the challenges of representing communities based on racial and ethnic, generational, immigrant, and language identities. Exploring how communications professionals function as cultural intermediaries by negotiating competing and intersecting identities and mastering linguistic and visual code-switching, she presents an analysis of the communication tactics of more than two hundred art, history, African American, American Indian, and other diverse museums. Engaging Diverse Communities illuminates best public relations practices, especially in media relations, digital press relations, website content production, social media, and event planning. This essential text for museum professionals also addresses visual aesthetics, cultural expression, and counter-stereotypes, and offers guidance on how to communicate cultural attractiveness.

In this collection of compelling and practical essays, Emmy Award–winning broadcaster, newspaper columnist, and motivational speaker Steve Adubato shares concrete tips and tools that will help you connect more effectively at work, at home, under pressure, in leadership roles, and in high-tech environments. From avoiding unnecessary arguments with your spouse to coaching a valuable, yet difficult employee, Adubato’s essays delve into the key factors that motivate people to act and respond the way that they do.

You will find answers to some of the most common questions about public speaking as well as advice on overcoming its anxieties. Whether the forum is a PTA meeting or a large professional function, essays explore topics such as:

• Why even practiced speakers sometimes experience stage fright
• How to keep your audience awake and  interested in what you are saying

 You will learn essential skills for interacting in the workplace, including:

• How to negotiate a good deal and still be honest and straight
• How to keep team projects from falling apart
• How to conduct yourself in confrontational situations, such as receiving a public insult

Drawing on examples set by public figures, including Bill Clinton, Rudy Giuliani, Mario Cuomo, Martha Stewart, Jack Welch, Joe Torre, and many others, Adubato addresses the unique communication challenges that those in leadership positions face. Essays examine:

·         What ordinary people can learn from leaders in high-profile positions

·         Why so many leaders have difficulty taking responsibility and apologizing for their actions

As technology continues to provide opportunities for quicker and more visual communication, Adubato also lets you know when hi-tech bells and whistles get in the way of making a more personal and human connection. For instance, 

·         Why do we hide behind e-mail messages when we have something very difficult to say?

·         How does communication deteriorate when cell phones and e-mail are competing for our attention?

Finally, Adubato reminds us that communicating at home is no less important or any less difficult than communicating in public or at work. From contemporary challenges to age-old questions, essays explore:

·         How you can more effectively talk with your kids about war and terrorism

·         What forms of persuasion are more effective than nagging

Filled with timely examples and practical suggestions, Make the Connection is a must-read for everyone looking to improve their professional and personal relationships.

Institutions have regimes—policies that typically come from the top down and are meant to align the efforts of workers with the goals and mission of an institution. Institutions also have practices—day-to-day behaviors performed by individual workers attempting to interpret the institution’s missives. Taken as a whole, these form a company’s memory regime, and they have a significant effect on how employees analyze, mix, translate, sort, filter, and repurpose everyday information in order to meet the demands of their jobs, their customers, their colleagues, and themselves.

In Rhetorical Memory, Stewart Whittemore demonstrates that strategies we use to manage information—techniques often acquired through trial and error, rarely studied, and generally invisible to us—are as important to our success as the end products of our work. First, he situates information management within the larger field of rhetoric, showing that both are tied to purpose, audience, and situation. He then dives into an engaging and tightly focused workplace study, presenting three cases from a team of technical communicators making use of organizational memory during their everyday work. By examining which techniques succeed and which fail, Whittemore illuminates the challenges faced by technical communicators. He concludes with a number of practical strategies to better organize information, that will help employees, managers, and anyone else suffering from information overload.

In The Servant Leader, Robert P. Neuschel makes the case that our leadership is experiencing a diminution in ethics and a loss of enduring values. These weakening factors are exacerbated by a preoccupation with the short term. As Neuschel puts it, "We are more concerned about achieving quick shareholder value than building an enduring organization that can increase its capacity to produce useful products or services more competitively and more effectively on an enduring basis." He lays the blame at the feet of our corporate leadership.

He asks: what steps might we take to revitalize the quality and strength of our leadership? He then forcefully and straightforwardly gives an outline of what he believes are the major changes in leadership we must bring about. As a professor of management and strategy, and earlier, as a director and senior partner at a major consulting firm, and as a captain in the U. S. Army, Neuschel observed the best of leadership, and practiced it. He shares his insights with us in The Servant Leader.

Some corporations spend millions of dollars on so-called "crisis communication plans." Others offer lip service, avoiding the subject like the plague. They simply hope for the best, praying that they never face a crisis. Either way, as Steve Adubato says, "Wishful thinking is no substitute for a strategic plan."

Nationally recognized communication coach and four-time Emmy Awardûwinning broadcaster Steve Adubato has been teaching, writing, and thinking about comm¡unication, leadership, and crisis communication for nearly two decades. In What Were They Thinking? Adubato examines twenty-two controversial and complex public relations and media mishaps, many of which were played out in public. Among cases and people discussed are:

• The Johnson & Johnson Tylenol scare: Perhaps the best crisis management ever
• Don Imus: Sometimes saying "sorry" is too little too late
• Former Attorney General Alberto Gonzales: Authority does not put you above questioning
• Bill O'Reilly: Know when to stop defending yourself and save face
• Former EPA Administrator Christie Whitman: Proof that your written words can come back to haunt you
• Hurricane Katrina: A natural disaster that led to a larger governmental disaster
• The Catholic Church's pedophilia scandal: Denial won't get rid of the skeletons in your closet

Arranged in short chapters detailing each case individually, the book provides a brief history of the topics and answers the questions: Who got it right? Who got it wrong? What can the rest of us learn from them?

Let's face it--it's a tough economic world today and there's cutthroat competition. Dive into Adubato's book and get ready to turn a powerful page in life.

Steve Adubato's entire professional life has been about branding--learning it, living it, making mistakes at it, teaching it at several universities, while discovering how to find the fine line between shameless self-promotion and smart, strategic branding--first for himself, then for others, and now for readers interested in an honest analysis of the good and bad in practiced branding.

So, what's really in this book for you? Adubato profiles the brands of more than thirty people and companies and skillfully analyzes and dissects their strategies. His sage advice and on-target approach will help readers who:

• Feel they have something of value to offer,
• Are in a market-driven or aggressive environment in which their name, reputation, and persona hold the keys to their success,
• Want their customers to buy products and services again and again,
• Feel unappreciated in their current job,
• Have recently lost a job or are seeking their first job out of college,
• Are trying to get back into the workforce after years of being "out of it."