Chapter One - Introduction: Closing the Engagement Gap
Chapter Two - Mainstays of Social Engagements
Chapter Three - Relationship and Identity Development
Chapter Four - Innovation Dynamics and Organizational Ecologies
Chapter Five - Leadership versus Governorship
Chapter Six - Un-Managing Relationships and Innovation
Chapter Seven - Epilogue: Living on the Edge
Appendix A - Identifying the Controlled-Access Context
Appendix B - Identifying the Shared-Access Context
Bibliography
ABOUT THE AUTHOR
Index
About the Author: Professor Charles (Kalev) Ehin is an accomplished author and recognized management authority. He is currently an emeritus professor of management at Westminster College in Salt Lake City, Utah where he also served as the Dean of the Gore School of Business. After retiring from the United States Air Force, where he held various leadership positions and taught at the Air Command and Staff College, and prior to joining Westminster College he worked as an internal organization development consultant in the private sector.
Dr. Ehin was born in Estonia and during World War II his family was torn apart by the disastrous struggle for supremacy in Europe by two dictatorships, Nazi Germany and the Soviet Union. In 1950 he was finally able to emigrate to the United States. The tragic events that he and his family experienced during the course of the war and their everlasting affects are chronicled in his book, Aftermath (Publish America, 2004).
Professor Ehin is also the author of several groundbreaking management books. Unleashing Intellectual Capital (Butterworth-Heinemann, 2000--now available from Elsevier) broke new ground by introducing the duality of human nature to the realm of management and its impact on differing organizational contexts. His follow on work, Hidden Assets: Harnessing the Power of Informal Networks (Springer, 2004), makes it quite clear why people can be physically controlled but not managed. The Organizational Sweet Spot: Engaging the Innovative Dynamics of Your Social Networks (Springer, May 2009), pinpoints where most of the work in an enterprise takes place and how that "sweet spot" can be expanded.
For more information on the author, visit his website at www.UnManagement.com.
