WEINBERG CHALLENGES SOFTWARE MANAGERS TO WORK EFFECTIVELY AND TAKE
CONGRUENT ACTION!

New York, November 1994--To produce high-quality software, we need
high-quality, effective managers. Becoming such a manager is the subject
of Quality Software Management, Vol. 3: Congruent Action, the third volume
in Gerald Weinberg's highly acclaimed series.

The first and most important requirement, the author argues, is for
managers to act congruently. That is, managers must not only understand
the concepts of good software engineering, but also practice them.
Effective managers need to know what to do, say what they will do, and
then act according to that knowledge. Their thoughts and feelings need to
match their words and behaviors.

Managers themselves must take responsibility for upgrading the quality of
management and for changing their own attitudes and thinking patterns
before they impose changes on anyone else. As the author advises, "If you
cannot manage yourself, you have no business managing others."

This book offers practical techniques on how to act and manage others
congruently, and provides many examples and diagrams to illustrate the
points.

Weinberg described Congruent Action in a recent interview:

"The fundamental concept in Congruent Action is that, besides thinking
right about software (Vol. 1: Systems Thinking) and observing the right
things (Vol. 2: First-Order Measurement), you have to be able to put your
ideas and observations into action, which sounds easier than it is in
practice. Standing in the way is a lot of emotional baggage that we all
carry, and congruence is the way to cope with our emotional baggage.

"Congruence has the sense of 'fitting'--in this case simultaneously fitting
your own needs, the needs of the other people involved, and the contextual
needs (in business, for example, the business needs)."

The third volume in the Quality Software Management series, Congruent
Action is written as a stand-alone text. See page 4 for what reviewers say
about Volumes 1 and 2.

ABOUT THE AUTHOR

Gerald M. Weinberg is internationally respected for his innovative thinking
on both human and technical issues. Warren Keuffel writing in Software
Development calls him "one of the truly original thinkers of our time."
Weinberg is the author of numerous books focusing on ways to help people
improve their productivity, including The Secrets of Consulting, Becoming
a Technical Leader, and nine other titles published by Dorset House. As an
author, lecturer, and consultant, Weinberg draws on a long technical
career as a scientist and researcher for IBM, Ethnotech, and Project
Mercury. He is a principal of the consulting firm Weinberg and Weinberg,
based in Lincoln, Nebraska.

Quality Software Management,
Vol. 3: Congruent Action
ISBN:0-932633-28-5 Copyright 1994 328pp. $38.75 ppd.

Dorset House Publishing
353 West 12th Street
New York, NY 10014
212-620-4053,  fax 212-727-1044
-----------------------------------------------------------------
Partial Contents

* Managing Yourself
* Why Congruence Is Essential to Managing
    The One-Dimensional Selection Model of Management
    Coping Congruently: The Self, Other, and Context
    The Role of Self-Esteem
* Transforming Incongruence into Congruence
    Transforming Blaming into Assertive Behavior
    Transforming Placating into Caring or Yielding Behavior
    Transforming Irrelevance into Funny or Creative Behavior
* Managing Others
* Analyzing the Manager's Job
* Recognizing Preference Differences
    The Myers-Briggs Preferences
    Getting Energy
    Obtaining Information
    Making Decisions
    Taking Action
    Four Kinds of Control
* Recognizing Differences As Assets
* Patterns of Incongruence
    The Blame Chain
    The Addiction Cycle
* The Technology of Human Behavior
    The Satir Interaction Model
* Achieving Congruent Management
* Curing the Addiction to Incongruence
* Ending the Blaming Addiction
* Engaging the Other
    Monsterizing versus the Helpful Model
    Forms of Feedback
    Teams Move Toward Perfection
    Management by Team Process Improvement
* Managing in a Team Environment
    The Manager's Role in a Team-Based Organization
* Starting and Ending Teams
    Forming Teams During a Crisis
    Letting the Team Solve Problems
    Dissolve Nonfunctioning Groupings
* Software Engineering Cultural Patterns
* Control Models
* Three Observer Positions
* Listing of Laws, Rules, and Principles
* Author Index
* Subject Index

 ============================================================
 From the  'New Product Information'  Electronic News Service
 on AOL (Keyword = New Products) & Delphi (GO BUSINESS PROD)
 ============================================================
 This information was processed from data provided by the 
 company or author mentioned. For additional details, please 
 contact them directly at the address/phone number indicated.
 OmniPage Pro is now used for converting all printed input! 
 ============================================================
 All submissions for this service should be addressed to:
 BAKER ENTERPRISES,  20 Ferro Dr,  Sewell, NJ  08080  U.S.A.
 Email: RBakerPC (AOL/Delphi), rbakerpc@delphi.com (Internet)
 ============================================================
