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Book
xiv, 346 pages : illustration ; 24 cm
  • Part 1. Change: The grand bargain
  • From the vanguard
  • Patterns across the professions
  • Part 2. Theory: Information and technology
  • Production and distribution of knowledge
  • Part 3. Implications: Objections and anxieties
  • After the professions
  • Conclusion : what future should we want?
This book predicts the decline of today's professions and describes the people and systems that will replace them. In an Internet society, according to Richard Susskind and Daniel Susskind, we will neither need nor want doctors, teachers, accountants, architects, the clergy, consultants, lawyers, and many others, to work as they did in the 20th century. The Future of the Professions explains how 'increasingly capable systems' - from telepresence to artificial intelligence - will bring fundamental change in the way that the 'practical expertise' of specialists is made available in society. The authors challenge the 'grand bargain' - the arrangement that grants various monopolies to today's professionals. They argue that our current professions are antiquated, opaque and no longer affordable, and that the expertise of the best is enjoyed only by a few. In their place, they propose six new models for producing and distributing expertise in society. The book raises important practical and moral questions. In an era when machines can out-perform human beings at most tasks, what are the prospects for employment, who should own and control online expertise, and what tasks should be reserved exclusively for people? Based on the authors' in-depth research of more than ten professions, and illustrated by numerous examples from each, this is the first book to assess and question the relevance of the professions in the 21st century.
(source: Nielsen Book Data)9780198713395 20160619
Law Library (Crown)
LAW-6005-01
Book
viii, 248 pages ; 24 cm
  • Computers are improving faster than you are : as technology becomes more awesomely able, what will be the high-value human skills of tomorrow?
  • Gauging the challenge : a growing army of experts wonder if just maybe the Luddites aren't wrong anymore
  • The surprising value in our deepest nature : why being a great performer is becoming less about what we know and more about what we're like
  • Why the skills we need are withering : technology is changing more than just work, it's also changing us, mostly in the wrong ways
  • "The critical 21st-century skill" : empathy is the key to humans' most crucial abilities, it's even more powerful than we realize
  • Empathy lessons from combat : how the U.S. military learned to build human skills that trump technology, and what it means for all of us
  • What really makes teams work : it isn't what team members (or leaders) usually think, instead, it's deeply human processes that most teams ignore
  • The extraordinary power of story : why the right kind of narrative, told by a person, is mightier than logic
  • The human essence of innovation and creativity : computers can create, but people skillfully interacting solve the most important human problems
  • Is it a woman's world? In the most valuable skills of the coming economy, women hold strong advantages over men
  • Winning in the human domain : some will love a world that values deep human interaction, others won't, but everyone will need to get better
  • and can.
What hope will there be for us when computers can drive cars better than humans, predict Supreme Court decisions better than legal experts, identify faces, scurry helpfully around offices and factories, even perform some surgeries, all faster, more reliably, and less expensively than people? It's easy to imagine a nightmare scenario in which computers simply take over most of the tasks that people now get paid to do. While we'll still need high-level decision makers and computer developers, those tasks won't keep most working-age people employed or allow their living standard to rise. The unavoidable question--will millions of people lose out, unable to best the machine?--is increasingly dominating business, education, economics, and policy. Author Geoff Colvin explains how the skills the economy values are changing in historic ways. The abilities that will prove most essential advances have demanded from workers in the past. Instead, our greatest advantage lies in what we humans are most powerfully driven to do for and with on another, arising from our deepest, most essentially human abilities--empathy, creativity, social sensitivity, storytelling, humor, building relationships, and expressing ourselves with greater power than logic can ever achieve. This is how we create durable value that is not easily replicated by technology--because we're hardwired to want it from humans. These high-value skills create tremendous competitive advantage--more devoted customers, stronger cultures, breakthrough ideas, and more effective teams. And while many of us regard these abilities as innate traits--"he's a real people person, " "she's naturally creative"--It turns out they can all be developed. They're already being developed in a range of far-sighted organizations such as: the Cleveland Clinic, which emphasizes empathy training of doctors and all employees to improve patient outcomes and lower medical costs; the U.S. Army, which has revolutionized its training to focus on human interaction, leading to stronger teams and greater success in real-world missions; and Stanford Business School which has overhauled its curriculum to teach interpersonal skills through human-to-human experiences. As technology advances, we shouldn't focus on beating computers at what they do--we'll lose that contest. Instead, we must develop our most essential human abilities that teach our kids to value not just technology but also the richness of interpersonal experience. They will be the most valuable people in our world because of it.
Law Library (Crown)
LAW-6005-01
Book
lii, 303 p. : ill ; 24 cm.
  • Introduction: The beginning of the end
  • The path to commoditization
  • Trends in technology
  • Disruptive legal technologies
  • The future for in-house lawyers
  • Resolving and avoiding disputes
  • Access to law and to justice
  • Conclusion: The future of lawyers.
This widely acclaimed legal bestseller has provoked a tidal wave of debate within the legal profession, being hailed as an inspiration by some and as heresy by others. Susskind lays down a challenge to all lawyers, and indeed all those in a professional service environment. He urges them to ask themselves, with their hands on their hearts, what elements of their current workload could be undertaken differently - more quickly, cheaply, efficiently, or to a higher quality - using alternative methods of working. The challenge for legal readers is to identify their distinctive skills and talents, the capabilities that they possess that cannot, crudely, be replaced by advanced systems or by less costly workers supported by technology or standard processes, or by lay people armed with online self-help tools. In the extended new preface to this revised paperback edition, Richard Susskind updates his views on legal process outsourcing, courtroom technology, access to justice, e-learning for lawyers, and the impact of the recession on the practice of law. He analyses the four main pressures that lawyers now face (to charge less, to work differently, to embrace technology, and to deregulate), and reveals common fallacies associated with each. And, in an entirely new line of thinking, Susskind argues that law firms and in-house departments will have four business models from which to choose in the future, and he provides some new tools and techniques to help lawyers plan for their future. Susskind argues that the market is increasingly unlikely to tolerate expensive lawyers for tasks (guiding, advising, drafting, researching, problem-solving, and more) that can equally or better be discharged, directly or indirectly, by smart systems and processes. It follows, the book claims, that the jobs of many traditional lawyers will be substantially eroded and often eliminated. Two forces propel the legal profession towards this scenario: a market pull towards commoditisation and a pervasive development and uptake of information technology. At the same time, the book foresees new law jobs emerging which may be highly rewarding, even if very different from those of today. The End of Lawyers represents a compelling vision of the future of the legal profession and a must-read for all lawyers. Indeed this book should be read by all those whose work touches on the law, and it offers much food for thought for anyone working in a professional environment.
(source: Nielsen Book Data)9780199593613 20160608
Law Library (Crown)
LAW-6005-01
Book
xvi, 376 pages : illustrations ; 24 cm
  • Basic matters
  • Client matters
  • People matters
  • Management matters
  • Partnership matters
  • Multisite matters
  • Final thoughts.
At last here is a comprehensive text on the managerial problems of professional firms. David Maister, whose international consulting practice has gained him the reputation among his peers as "the guru's guru", brings together for the first time his most brilliant and penetrating work on virtually every management issue facing professional firms today. Professional firms, he shows, are different from other business enterprises in two ways. First, they are in the business of providing highly customized services, and hence cannot apply many of the management principles developed for the mass production industrial world. Second, professional services are highly personalized and involve the skills of individuals. Firms must compete not only for clients, but also for talented professionals. Drawing on ten years' research amid consulting to these unique and creative institutions, Maister explores issues ranging from marketing and business development to multinational strategies, from human resource policies to profit improvement strategies, from strategic planning to the effective behavior of practice leaders. His concepts and practical advice have already become gospel to accountants, consultants, lawyers, public relations agencies, executive search, and many other professions. Maister simplifies management issues by observing that "every professional service firm in the world, regardless of size, specific profession, or country of operation, has the same mission statement: outstanding service to clients, satisfying careers for its people, and financial success for its owners." Professional service firms, he shows, must practice "balance sheet" management by learning to develop their two key assets: client relationships and their stock of skill, talent, knowledge, and ability. "David Maister's name is synonymous with the latest thinking in professional service firm management. This book suggests why." --James L. Heskett, Professor, Harvard Business School Co-author of "Service Breakthroughs".
(source: Nielsen Book Data)9780029197820 20160619
This text offers practical ideas on the managerial problems of professional service firms. It shows that professional firms are different from other business enterprises in two ways. First, they are in the business of providing highly customized services and therefore cannot apply many of the management principles developed for the mass production industrial world. Second, professional services are highly personalized and involve the skills of individuals, therefore firms must compete not only for clients, but also for talented professionals. This text explores issues ranging from marketing and business development to multinational strategies, from human resource policies to profit improvement strategies, from strategic planning to the effective behaviour of practice leaders.
(source: Nielsen Book Data)9780684834313 20160619
Law Library (Crown)
LAW-6005-01