CGO affiliates have authored and edited more than a dozen books. The following books are of greatest relevance to our mission and members:

Mentoring Diverse Leaders: Creating Change for People, Processes, and Paradigms

Co-edited by Audrey J. Murrell and Stacy Blake-Beard

"Mentoring Diverse Leaders: Change for People, Processes, and Paradigms" provides up-to-date research on the impact of mentoring relationships in organizations, particularly as they relate to cultivating diverse leadership.

Through contributions from experts they demonstrate the ways mentoring for diversity actually drives innovation and change, talent management, organizational commitment, and organizational success.

"A thoughtful, eye-opening, and useful collection," says the Association to Advance Collegiate Schools of Business

How does mentoring work for people who aren't white males seeking more money and status at work? Women and people of color strive to answer that question through this collection of essays edited by Audrey Murrell of the University of Pittsburgh and Stacy Blake-Beard of the Simmons School. For instance, Donna Maria Blancero and Natalie Cotton-Nessler suggest that mentorship programs for Latinos should take into account the collective —not individual — orientation of the Latino culture and the high priority given to family relationships. Ella Edmondson Bell-Smith and Stella Nkomo predict that 21st-century mentoring could be used more often outside of work, perhaps to treat chronically ill patients or retain students in school. Blake-Beard, Murrell, and contributor Kathy Kram make one point abundantly clear: In nontraditional mentoring situations, "the relationship may evolve differently, may affect outcomes differently, and may be held differently in diverse contexts." A thoughtful, eye-opening, and useful collection. (From Prof. Stacy Blake-Beard's website.)

Her Place at the Table: A Woman's Guide to Negotiating Five Key Challenges to Leadership Success

Co-authored by Deborah M. Kolb, Judith Williams, and Carol Frohlinger. (Jossey-Bass 2004).

More and more often, we hear the question being posed: why are so few women in leadership positions? Despite visible success stories, the path to the executive suite remains difficult for women. The testing can be prolonged and the scrutiny intense. Yet, by identifying key challenges and working strategically to overcome them, women can successfully reach the top levels of organizations. Her Place at the Table: A Woman's Guide to Negotiating Five Key Challenges to Leadership Success is an inspiring and practical guide for women navigating their way to the top rungs of their organizations.

CGO faculty affiliate and Simmons School of Management professor Deborah Kolb and her co-authors Judith Williams and Carol Frohlinger interviewed over 100 women for their book and identified the key challenges that women leaders face. Using these interviews, the authors provide real life case studies and specific guidelines for negotiating leadership success. Heralded as "the golden needle in the leadership haystack," Her Place at the Table broadens the discussion on leadership and shows women how to develop and implement their own leadership plans.

Her Place at the Table lays out the pragmatic moves that can help any woman in business show she has the right stuff. I encourage all women with leadership aspirations to use this book as a guide.

Patricia Fili-Krushel, Executive Vice President, Time Warner

This is an important book for any woman who wants to do good — for herself and for her organization.Ann Richards, former Governor of Texas

Her Place at the Table has been featured in Harvard Business School's Negotiation newsletter and Women's Business.

Other books by Deborah Kolb include Everyday Negotiation: Navigating the Hidden Agendas in Bargaining and The Shadow Negotiation: How Women Can Master the Hidden Agendas that Determine Bargaining Success.

Reader in Gender, Work, and Organization

Edited by Robin J. Ely, Erica Gabrielle Foldy, Maureen A. Scully, and The Center for Gender in Organizations, Simmons School of Management.

Edited by CGO Faculty Affiliates Robin J. Ely, Erica Gabrielle Foldy, and Maureen A. Scully, the Reader in Gender, Work, and Organization (Blackwell Publishing 2003) is the definitive text on gender and work organizations and brings together historical contexts and current perspectives. The Reader uses an alternative approach to gender at work to provoke new thinking about traditional management topics, such as leadership and negotiation. The Reader

  • connects gender with other dimensions of difference such as race and class for a deeper understanding of diversity in organizations.
  • Illustrates how traditional images of competence and the ideal worker result in narrow ways of thinking about work, limiting both opportunity and organizational effectiveness.
  • Provokes new ways of thinking about leadership, human resource management, negotiation, globalization and organizational change.

"For anyone interested in the topic of women in business, the [Reader] is an illuminating read."

BizEd magazine review, May 2004

"The Reader in Gender, Work, and Organization" is the best and most up to date compilation of research and theory which examines the interplay among these key factors shaping our daily lives. The structure of the book combines with the section overviews to provide a theoretically and practically useful framework for examining this vast literature and designing new research at the frontier of this important topic. This should be in every serious social scientist's personal library.

David A. Thomas, Harvard Business School

"They have put together not only a very informative reader, but also one that will provoke discussion and debate in the classroom. I recommend it highly."

Barbara A. Gutek, University of Michigan

Everyday Negotiation: Navigating the Hidden Agendas in Bargaining

Co-authored by Deborah M. Kolb and Judith Williams. (Jossey-Bass 2003).

Most of us negotiate at work all day, every day. Instead of viewing negotiations as win-win, most people settle for a series of tradeoffs thinking they could have done better. Deborah M. Kolb and Judith Williams offer a more satisfying approach in Everyday Negotiation: Navigating the Hidden Agendas in Bargaining (Jossey-Bass, 2003). The new book contends that popular wisdom on dealmaking, which emphasizes the issues at stake, overlooks the most important aspect of any negotiation: the people doing the negotiating.

The original edition, The Shadow Negotiation: How Women Can Master the Hidden Agendas That Determine Bargaining Success, was named one of Harvard Business Review's Top Ten Books of 2000. Revised and expanded to include the experiences of both genders, Everyday Negotiation incorporates the concept of hidden agendas people bring to the negotiation table. The "shadow negotiation' consists of unspoken assumptions, biases, power plays, and personal style that drive the discussions and undermine the outcome of any negotiation.

Everyday Negotiation provides step-by-step, practical advice for using the "shadow negotiation" effectively to strike constructive and lasting deals. The authors draw on hundreds of interviews with people working in a wide array of jobs to offer a repertory of strategic moves and dozens of real-life scenarios to learn from. By bringing hidden agendas into the open, bargainers can reevaluate what they want and have the means at hand to make their voices heard. They can redefine problems through mutual inquiry and create longer lasting agreements than those formed by more traditional approaches. They can discuss problems in their complexity so that creative and transformative solutions emerge. "Negotiating ceases to be simply a platform for making good trades," say Kolb and Williams. "It becomes a place where learning actually takes place, and the participants carry that greater understanding forward."

Beyond Work-Family Balance: Advancing Gender Equity and Workplace Performance

Co-authored by Joyce K. Fletcher (Jossey-Bass 2002).

Beyond Work-Family Balance: Advancing Gender Equity and Workplace Performance (Jossey-Bass, 2002) is co-authored by Rhona Rapoport, a pioneer in the field of gender equity and work and personal life integration, and a founding member and former distinguished research fellow of CGO; Lotte Bailyn, professor at the Sloan School of Management at MIT; Joyce Fletcher, professor at CGO and the Simmons School of Management; and Bettye H. Pruitt, president of Pruitt & Company, Inc. This bold new book describes a decade of pathbreaking research that demonstrates how the deeply engrained separation of work and personal life has limited our ability to deal effectively with the conflict between them. The book describes through cases how a linking of work and personal life, the dual agenda we use at CGO, can lead to benefits for both organizations and individuals.

Tempered Radicals: How People Use Difference to Inspire Change at Work

By Debra Meyerson (Harvard Business School Publishing 2001).

Tempered Radicals was named as one of the season's best reads for work-life advice books by the Wall Street Journal.

In Tempered Radicals: How People Use Difference to Inspire Change at Work (Harvard Business School Publishing, 2001), author Debra Meyerson writes about people who want to become valued and successful members of their organizations without selling out on who they are and what they believe in. Meyerson writes that these "everyday leaders" act as crucial sources of new ideas, alternative perspectives, and organizational learning and change. Drawing from fifteen years of research and the compelling stories of tempered radicals in a variety of organizations, Meyerson illustrates a spectrum of innovative ways —from cautious to increasingly bold —that individuals use to "rock the boat" from inside the corporate ship —and steer a course for powerful, positive change.

Debra Meyerson's new book illustrates how "Tempered Radicals" —people who walk a tightrope between conforming to the dominant culture and being different from it —can act as crucial catalysts of organizational learning and change. They lead change through everyday acts that cautiously express their values, challenge conventions, and experiment with new ways of working. Their actions are not, by design, dramatic, so the impact of their leadership is often difficult to recognize. This inspiring book presents a spectrum of strategies for acting on one's values without jeopardizing a hard won career, and puts self realization and leadership within everyone's reach.

The Shadow Negotiation: How Women Can Master the Hidden Agendas that Determine Bargaining Success

Co-authored by Deborah M. Kolb (Simon & Schuster 2000).

Chosen by Harvard Business Review as one of the ten best business books of 2000.

At last, here is a book that shows women how to recognize the "Shadow Negotiation" —in which the unspoken attitudes, hidden assumptions, and conflicting agendas that drive the bargaining process play out —and how to use that knowledge to their advantage. Each time people bargain over issues —a promotion, a contract with a new client, a bigger role in decision-making —a parallel negotiation unfolds beneath the surface of the formal discussion. Bargainers constantly maneuver to determine whose interests and needs will hold sway, whose opinions will matter, and how cooperative each person will be in reaching an agreement. How the issues are resolved hangs on the actions people take in the shadow negotiation, yet it is in this shadow negotiation that women most often run into trouble.

Written by Deborah M. Kolb and Judith Williams, two authorities in the field, The Shadow Negotiation shows women a whole new way to think about the negotiation process. Kolb and Williams identify the common stumbling blocks that women encounter and present a game plan for turning their particular strengths to their advantage. Based on extensive interviews with hundreds of business-women, The Shadow Negotiation provides women with a clear, insightful guide to the hidden machinations that are at work in every bargaining situation.

Disappearing Acts: Gender, Power and Relational Practice at Work

By Joyce K. Fletcher (MIT Press 1999).

In Disappearing Acts: Gender, Power and Relational Practice at Work (MIT Press, 1999), Joyce K. Fletcher presents a study of female design engineers that has profound implications for attempts to change organizational culture. Her research shows that emotional intelligence and relational behavior often "get disappeared" in practice, not because they are ineffective, but because they are associated with the feminine or softer side of work. Even when they are in line with stated goals, these behaviors are viewed as inappropriate to the workplace because they collide with powerful, gender-linked images of good workers and successful organizations. She shows why the "female advantage" does not seem to be advantaging females or organizations. Finally, she suggests ways that individuals and organizations can make visible the invisible work —and people —critical to organizational competence and transformation.

In this extraordinary book, Joyce Fletcher opens up a completely new way of thinking about competence, skills, and organizational effectiveness. By bringing gender dynamics into the analysis, she surfaces deep-seated norms that are unexpectedly counterproductive and suggests ways that organizations and women and men who work in them can challenge the status quo to ensure a better future for all.

Lotte Bailyn, T. Wilson Professor of Management, Massachusetts Institute of Technology; author of Breaking the Mold: Women, Men, and Time in the New Corporate World