Most Popular Books by Richard Greene

Lawrence is a high-tech train engine that is intelligent and can communicate with people. He and his engineer, Mike, work together to help bring emergency supplies to Diablo Valley when there are unseasonable snow storms.

Using his personal experiences as a practicing physician in the Berkshires, Dr. Richard Greene has written a fast paced novel of blackmail and romance. As the plot twists and turns, he tackles the dilemma of medical ethics vs. morality.

Yes, you run a successful business but are you building lasting and sustainable value? Do you have a clear idea as to why you are in business? Do you get buried in the challenges of the day, leaving no time to think or create? Are you the lone go-to guy in your company? Building Value takes you through the five keys that you need to execute to ensure that you are building a wealth platform rather than being in the position of just owning your “job.”Building Value is written with small and medium-sized business owners in mind. It takes The Five Keys ...• Know Where You are Going• Be Flexible and Aware• Build Simple and Repeatable Systems• Create Space and Time• It''s About the Business, It''s Not About You... and turns them into an easy-to-understand guide to help you stay focused on your goals while navigating the constant change the defines not only business but everyday life. Filled with stories that describe both successes and failures, Building Value is a quick read that will get you thinking differently about ”Why” you are in business and “How” you are going to build you wealth platform. Whether you are looking to build a family legacy, build the next Fortune 100 Wall Street wonder, sell your business to outside investors, or just improve your paycheck, Building Value gives you The 5 Keys you need to succeed.

After a breakup with her boyfriend, Linda wants to know what is it that people seem to have in their relationships, that make them seem perfect, that she doesn''t have. When she''s paired up with a guy (Jamal) she played in front of her clients at the salon, on a road trip, her view of him changes. And so does her feelings. And as fate would have it, their relationship is challenged from an event that they don''t see coming. And it rocks their relationship. Will Linda be able to save it? Or will it be another failed relationship.

QUESTION: Genius, it is said, finds great questions more than it invents great answers. Computer support for cooperative work finds great things to support more than it invents great supports for them? ROOT PROBLEMS: Computer support for cooperative work has severely underestimated what was there to support, perhaps due to vendor haste to sell supports. And, it failed to orient properly towards continual evolution of what it supports and what supports become available in technology''s never-ending accelerating stream. METHOD: 371 MIT grads asked about “support for coordination” aspects of a four part Theory of What is There to be Supported developed from prior work in nontechnical fields studying work: cooperatings (coordinatings, organizings), functions (quality, solving, creating), competition unit (customer chains, supply chains), performance (lean and high). They were asked for issues (where things go well, go astray, delusions, insights that work in reality, etc.) The four levels were elaborated as cooperatings (8 ways groups coordinate from Mintzberg; 8 ways groups organize from Morgan), functions (4 core work functions from Kano; 30 solving functions from Xerox; 60 creativity models from Greene), competition unit (13 components from Roberts), performances (lean from Greene; high from Vaill). The RESULT reached is nine core concepts of an ontology of work: 1) spaces theories, 2) quality work theories, 3) process singularities, 4) meta-nesses (work and creativity), 5) measures of socialness, 6) rhythms of socialness (pulsed systems), 7) game-simulation-work continuum, 8) social celluar automata, 9) general empirical computation theory. Changes in who designs, who they design for, what they design -- from these nine concepts are stated as concluding hypotheses to be later tested.

China is establishing new industrial pars ata rate greater than ever seen before in history. China is also revisiting extant industrial parks to upgrade their performance and increase their innovativity. China is also washing over both new and established such parks, a sequence of upgrades to basic urban and technical infrastructures. Study of failed replications of Silicon Valley dynamics in industrial parks in Europe and the USA are being used by China''s leadership to design and install robust edge-of-field measure of what they judge to be the key forces that push ordinary industrial concentrations into FUSION states -- where ideas, technologies, people, funds, and ventures flow till all good ones find homes that love them. The formula that is emerging, from a series of interviews conducted bia Skype across China in 2011, is -- pulsed systems, tech infrastructure upgrade rhythms, social-idea density, radical outsourced agile venture forms, measures for impact of tactics on: social index levels, flow rates, density of interaction, and finally decade-long steady defense technology demand. Parks are to be managed towards Social-Idea Fusion points, where Social-Idea Plasma states lead to radically intense, fast, dense flows that spawn globally competitive venture and technology formation rates. Finally, each of 45 models of innovation are being measured and designed into new parks, then balances among them tweaked to optimize density of idea and person measures. This paper reports the leading edge practices of the leading park founders and managers to date. These constitute an emerging new model of techno-park structure, functioning, and goal.

The Idea of Novelty and Creativity Sciences: This entry introduces (1) the novelty and creativity sciences (creativity, invention, innovation, design, composing, business venturing, and others), (2) the idea of multiple models of each, (3) with example multiple models (meta-models) of creativity and innovation, and (4) more detailed models than are usual (here, a 64-item model of the most creative process known - natural selection). The model of creativity models that this entry presents is the most comprehensive and detailed such model yet published, at the time of this writing - a prior article on 42 models and book on 60 exist (Greene 2001, 2005). This entry also presents four size scales (compared with levels of invention in this Encyclopedia) as contexts around and under creativity and novelty sciences: excellence sciences (scale 1), some of which are creativity & novelty sciences, one of which is 60 models of creativity and 54 models of innovation, with one creativity model, natural selection, here represented by 64 dynamics.

RESEARCH QUESTIONS -- Th ...

10 Powerful Peak Performance Principles to Create Greater Success & HappinessIn this book, 5-time Ironman Triathlete and 30-year sales executive, Rich Greene lays the 10 powerful principles you can employ in your life to create a high performance in your business and personal life. This book will show you how to:* Learn how to embrace change and make it work for you as opposed to against you. * Learn how to apply the Law of Incrementalism to accomplish more in the next year than you have in the last 5 or 10 years. * Create a laser-like focus that will enable you to be unstoppable in anything you do.* Understand how to finally attain balance in your life so that your business, personal, and spiritual lives are in sync.When you get this book, you''ll also get BONUS access to the online Time Savers program, designed to help you recapture between 8 - 40 hours a month so you can focus on achieving your goals and dreams.

150 people who rose to the top of 63 fields in 41 nations by virtue of noticing and/or handling more system effects or noticing/handling them better than others were given questionnaires about exactly what system effects they noticed and handled. That produced 256 system effect types in a well ordered model of 64 sets of 4, ordered as 16 sets of 16. An instrument for assessing how many of the 256 system effects were noticed/handled how definitely by people was administered to 200 executives of a global firm in Tokyo, with just under 2/3s of all executives in the same success order as their system effects covered ordering. Executives who noticed/handled more system effects had more overall success (measured 5 ways). More executives departed from that ordering in the top third of success scores than in middle and lower thirds (being higher in success order than their system effects-covered order would indicate), hinting at special factors added to a general capability captured well by number of system effects types covered.

RESEARCH QUESTIONS -- causes of top performance in traditional fields, effective operations across disciplines, & solving problem in gaps between fields 1. What causes certain people to rise to the top of all traditional disciplines? 2. What is a scientific basis for cross-discipline work? 3. What will solve the narrowness problem of traditional disciplines causing more and more problems to fall in the cracks between them? 4. Is there such a thing as “educatedness” distinct from effectiveness and creativity, such that people can be effective and/or creative in various ways yet underperform for lack of “educatedness”? The Excellence Science research project got 315 eminent people in 63 strata of society, half American, half global, to nominate what enabled the best people in their own field to rise to the top, producing 54 orthogonal fields, cutting across all traditional fields and determining who rises to their tops, then they were asked to nominate 150 people in each of those 54 orthogonals. One of those orthogonals was “educatedness”. This paper reports what 150 highly educated-acting people, thusly nominated, said constituted their own “educatedness” and “educatedness” as they encounter it in others. In doing so it provides answers, some quite partial, to all the above research questions. RESEARCH APPROACH & METHOD -- two level nomination process identifies highly educated acting people asked to specify what educatedness is: 1. tap social consensus on what “highly educated people” are capable of, if it is there and accessible via indirect approaches 2. to bypass and/or heal ideological factions blocking policies to promote higher levels of educatedness attainment 3. by asking a highly diverse set of eminent people to nominate the most “highly educated-acting” people that they know 4. then surveying those “highly educated acting” people for what constitutes, in their view, their own “educatedness” 5. then surveying them for what behaviors and capabilities they expect from highly educated persons like themselves 6. get both representational and relational definitions of educatedness from these “highly educated-acting” persons LITERATURE POINTS -- Philosophers of education have distinguished education from learning (Arendt, 1954. 1993), procedural from declarative knowledge (Russell and Norvig, 2003), literacy in one''s own civilization from literacy in handling diverse civilizations (Geertz, 1983), training for performing existing social roles from training for inventing new social roles from training for refounding existing social roles on new technical and social substrates (Brown and Duguid, 2000), educating in order to socialize kids to your favored values from educating to free kids from your favored values (Anderson, 1983). These distinctions, are lost in a clutter of ideological conflicts about what sorts of human beings “to make” via education system Goliaths. GET BEYOND 5 DYSFUNCTIONS -- Five dysfunctions in policy discussions by publics and policy makers on “educating” and what it is to produce, from ideological contexts of discussion, are identified in this paper. Nevertheless, there might be considerable social consensus on what “educated person behavior” is, in various situations, available, perhaps, if we approach people outside of their usual ideological contexts. This paper reports the tapping of that latent consensus using artificial intelligence techniques from expert system building “protocol analysis” and customer requirements assessment techniques from total quality programs. The model it produced potentially resolves the five dysfunctions in policy discussions of “educating” and its intended outcomes. 150 people, nominated as “highly educated-acting” by 315 eminent people, half American, half global, in 63 strata of society, were given surveys asking them in over 20 diverse ways what their own “educatedness” was and what “educatedness” was in others. This paper reports a thorough bottom up categorization of their collective answers. RESEARCH RESULTS -- two categorical models of the 48 capabilities shared by most “highly educated-acting” people, one from 150 highly educated people and another from philosophers of education, for comparison purposes. Content analysis of survey results was done, marking behaviors unique to educatedness, marking distinctions of educatedness from effectiveness and creativity, naming marked ideas, grouping similar such ideas, ordering them, resulting in a model having 48 distinct dimensions of “educated person behavior” (each dimension of the 48 in the model was mentioned by at least 20 nominees). The same procedures were applied to texts by well cited philosophers of education, getting their behaviors of educated-acting people to form a basis of comparison with the first model. Use of the first model to assess the degree of “educatedness”, produced by various institutions and instructors, and to specify exact solutions, for certain hard-flaws-to-correct in business persons, that any manager encounters, is described.

Questions: How can we develop a way to measure the culture of devices, technologies, and products? What modifications of the dimensions of difference between cultures of nations, organizations, and professions would extend them to measurement of the culture of devices? Once device cultures become measurable, would interactions between them and cultures of users help us predict sales, profits, future versions, and competitive outcomes among products competing in markets? Method: A pilot study on a small unrepresentative sample of smartphone users was done. 64 dimensions of difference of cultures of any type, that were developed originally for comparing organization, market, and business practice cultures, were extended to handle measurement of the culture of devices and users, using what kinds of action and reaction features of any device afford and effect. Applied to specify the culture of the iPhone 4S (split into calling functions, data functions, interface functions, cognitive help functions, social index expansion functions) and to specify the culture of iPhone4S and Galaxy III users (split into the same five types of functions) interactions between these thusly specified cultures were obtained. Helps and hindrances in device cultures for user functions were obtained. Most salient misfits were calculated and used to predict new features of the iPhone 5. Results: Sample limitations permitted only qualitative relations -- most numerous and/or extreme misfits noticed did correspond to 2 of 3 next features of smartphones and who (which users) switched vendors. This suggest further research with large more representative samples is warranted.