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The landmark survey that celebrates all the places where people hang out--and is helping to spawn their revival A New York Times Book Review Editor's Choice "Third places," or "great good places," are the many public places where people can gather, put aside the concerns of home and work (their first and second places), and hang out simply for the pleasures of good company and lively conversation. They are the heart of a community's social vitality and the grassroots of a democracy. Author Ray Oldenburg portrays, probes, and promotes th4ese great good places--coffee houses, cafes, bookstores, hair salons, bars, bistros, and many others both past and present--and offers a vision for their revitalization. Eloquent and visionary, this is a compelling argument for these settings of informal public life as essential for the health both of our communities and ourselves. And its message is being heard: Today, entrepreneurs from Seattle to Florida are heeding the call of The Great Good Place--opening coffee houses, bookstores, community centers, bars, and other establishments and proudly acknowledging their indebtedness to this book.
Nationwide, more and more entrepreneurs are committing themselves to creating and running "third places," also known as "great good places." In his landmark work, The Great Good Place, Ray Oldenburg identified, portrayed, and promoted those third places. Now, more than ten years after the original publication of that book, the time has come to celebrate the many third places that dot the American landscape and foster civic life. With 20 black-and-white photographs, Celebrating the Third Place brings together fifteen firsthand accounts by proprietors of third places, as well as appreciations by fans who have made spending time at these hangouts a regular part of their lives. Among the establishments profiled are a shopping center in Seattle, a three-hundred-year-old tavern in Washington, D.C., a garden shop in Amherst, Massachusetts, a coffeehouse in Raleigh, North Carolina, a bookstore in Traverse City, Michigan, and a restaurant in San Francisco.
Describes informal meeting places around the world, looks at how each reflects its culture, and argues that suburbs are leading to their decline.
A look at informal gathering places--coffe shops, community centers, beauty parlors, general stores, bars and others. The author considers their importance to our communities and the reasons for their gradual disappearance.
Dane picked out of his dim past a dozen halting similes. The sacred silent convent was one; another was the bright country-house. He did the place no outrage to liken it to an hotel; he permitted himself on occasion to feel it suggest a club. Such images, however, but flickered and went out--they lasted only long enough to light up the difference. An hotel without noise, a club without newspapers--when he turned his face to what it was "without" the view opened wide.
The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?
Cover -- Half Title -- Title -- Copyright -- Dedication -- Contents -- Foreword A Better View of Motivation -- Introduction A Great Place to Work For All -- PART ONE Better for Business -- Chapter 1 More Revenue, More Profit -- Chapter 2 A New Business Frontier -- Chapter 3 How to Succeed in the New Business Frontier -- Chapter 4 Maximizing Human Potential Accelerates Performance -- PART TWO Better for People, Better for the World -- Chapter 5 When the Workplace Works For Everyone -- Chapter 6 Better Business for a Better World -- PART THREE The For All Leadership Call -- Chapter 7 Leading to a Great Place to Work For All -- Chapter 8 The For All Rocket Ship -- Notes -- Thanks -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- R -- S -- T -- U -- V -- W -- Z -- About Us -- Authors
The Joy of Tippling is a toast to the importance of drinking together, crafted by the ultimate tippler. Like Ray Oldenburg’s bestselling The Great Good Place, in which he coined the now-famous term “third places,” his latest book is packed with factual information, humor and wit, personal insights, and sound sociological observations. The Joy of Tippling is a celebration of third places, and a call to community. Ray Oldenburg is known internationally for his book The Great Good Place: Cafes, Coffee Shops, Bookstores, Bars, Hair Salons, and Other Hangouts at the Heart of a Community, which appeared in 1989 and is presently in its third edition. He is coauthoring a fourth edition with Karen Christensen.
The Great Good Place argues that "third places" - where people can gather, put aside the concerns of work and home, and hang out simply for the pleasures of good company and lively conversation - are the heart of a community's social vitality and the grassroots of democracy.
An expertly edited, fine edition of James's stories from the end of his career collects thirty-one tales, including the fantasies "The Great Good Place" and "The Jolly Corner," along with "The Beast in the Jungle."