This was a good management book that provided decent research examples to show better alternatives to popular management practices. ( )

Some really good ideas, but unlikely to be implemented in industrial settings with number-focused orgs (rather than people-focused orgs). ( )

Management professor David Burkus explores in this book companies that are reinventing management practices. He describes organizations that restrict email use, allow employees to take as much vacation as they choose, pay people to quit, have no performance appraisals, provide employee sabbaticals, convert open offices to more private spaces, and many other nontraditional approaches to workplace management. Many of the innovations are counterintuitive. Nonetheless, Burkus describes how these practices have proved successful. The examples Burkus provides are not enough to indicate that there is a management revolution underway. There is much to ponder, though, for those seeking to be innovative about organizational management. Burkus makes the reader aware that many successful companies are not content settling for business as usual. ( )