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Stanley Hanseele

From Compliance Paperwork to Operational Discipline

Safety Leadership and Accident Prevention in Zambian Mining

Edsrafel Andales

Human Behavior in Organizations. A Global Mindset Manager

Gizem Türe

Maßnahmen zur Kostenoptimierung in deutschen Industrieunternehmen in den Jahren 2023 bis 2025

Kostenmanagement in Konjunkturkrisen

 Anonymous

Integration von jungen Geflüchteten in den deutschen Arbeitsmarkt

Messansätze, Problembereiche und korrespondierende Lösungsansätze aus Sicht eines Markenartikelherstellers

Zum Einfluss der Variantenvielfalt auf das Kaufverhalten von Konsumenten

Bhupendra Thapa

Understanding Economic Inequality: Causes and Solutions

Kirsten Lipper

Implikationen des EU-Mercosur-Abkommens auf die wirtschaftliche Situation und Wettbewerbsfähigkeit regionaler rindfleischverarbeitender Betriebe in Mecklenburg-Vorpommern

Ever notice how the first sentence out of your mouth after a mistake can either open a conversation or shut it down completely?

Most books on eliminating blame and building a learning culture are written for the boardroom - big rollouts, organizational change, executive sponsors. This one is written for the person actually standing in front of the team when something goes wrong: the frontline manager, supervisor, or team lead who doesn't control the org chart, but does control the next thing they say.

The Curious Manager is a practical, conversational guide to the small daily habits that quietly replace blame with learning - one ordinary conversation at a time. No frameworks with trademarked names. No slide decks. Just the four or five seconds between hearing bad news and deciding how to respond, and what to do with them instead of reaching for blame.

What's inside:

- Why the first question you ask after a mistake either opens people up or shuts them down - and exactly how to tell the difference
- The two-second habit that stops you from judging a situation before you've actually heard the whole story
- A simple, four-part structure for the conversation after a mistake that closes with a fix, not a punishment
- How to catch your own hidden bias toward the team members you already trust - and the ones you don't
- Feedback that actually teaches instead of quietly punishing
- More than twenty realistic, composite workplace scenes showing reflexive responses next to curious alternatives, side by side
- Fifty ready-to-use curious questions, organized by the exact situation you're facing
- A simple 30/60/90-day plan for turning one habit at a time into how you actually manage, plus a week-by-week practice journal

Perfect for new supervisors finding their footing, experienced team leads who want their people to actually bring them problems early, and any manager tired of conversations that end in defensiveness instead of answers. Makes a genuinely useful gift for anyone stepping into their first management role.

The Curious Manager

Green Transition

How to Make the Green Transition Work for People and the Economy

Betriebliches Konfliktmanagement im Coachingkontext

Eine gegenwärtige Analyse zum Zusammenhang zwischen sozioökonomischen Status von Eltern und dem akademischen Werdegang ihrer Nachkommen in Deutschland

Inwieweit bestimmt das Einkommen deutscher Haushalte den Bildungsgrad der nachfolgenden Generation?

In March 2002, inspectors at the Davis-Besse nuclear plant found that boric acid had eaten a cavity through six inches of steel in the reactor vessel head. Only a thin stainless liner was holding. The warning signs had been in circulation for years, in reports people had read, signed, and filed.
Failure at that scale is almost never a surprise. It is a signal that nobody was structurally able to act on.
Forged by Failure is about the organizational conditions that let known problems survive. Drawing on documented cases including the Columbia Accident Investigation Board findings, the TWA 514 crash that produced the Aviation Safety Reporting System, Toyota's andon cord , Apollo 13, the Wells Fargo account scandal, and the SUBSAFE program built after the loss of the Thresher, it looks at what separates organizations that surface bad news early from organizations that discover it in an investigation report.
The pattern is consistent. Failure is rarely a competence problem. It is a reporting problem, an incentive problem, and a leadership problem, and each of those is fixable before the accident rather than after it.
Readers will find practical direction on building near miss reporting that people actually use, distinguishing a just culture from a blameless one, reading weak signals before they compound, and holding accountability and psychological safety in the same room without one destroying the other.
Written for operations leaders, safety and quality professionals, compliance officers, engineers, and anyone responsible for work where the cost of being wrong is high.

Leadership for High-Consequence Environments

Forged by Failure

Learning Forward is a practical collection of 100 questions, instructions and reflections designed to help organisations turn experience into better decisions, changed behaviour and stronger adaptive capability.

Every organisation learns something from experience. The harder question is whether that learning changes what happens next.

Unexpected outcomes, recurring problems, workarounds, near misses, successful experiments and failed plans all reveal something about how an organisation actually operates. Yet lessons can be documented without changing behaviour, corrective actions can close without addressing underlying conditions, and yesterday's successful response can quietly become tomorrow's constraint.

Learning Forward explores ten dimensions of organisational learning: timely feedback, consequences and first effects, conditions behind recurrence, learning from outcomes, representation and reality, avoiding irreversible commitment, turning lessons into practice, making learning survive, retiring obsolete practices and building adaptive capability. 

Each page contains a single prompt that can be used independently in a leadership meeting, governance discussion, project review, workshop or lessons-learned conversation. The aim is not simply to collect lessons, but to examine what actually changes because of what has been experienced.

Part of the six-volume Intelligent Risk Series, Learning Forward is designed for executives, directors, governance professionals, risk practitioners, program and project leaders, change leaders and decision-makers responsible for helping organisations adapt as conditions evolve.

Experience alone does not make an organisation adaptive. What matters is whether experience changes what the organisation is capable of doing next.

Learning Forward

From Compliance Paperwork to Operational Discipline

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