From Publishers Weekly
Rejecting conventional rational actor theories, this dense volume of management theory argues that emotions deeply impact economics. Customer loyalty comes from a non-rational, even addictive passion (such that customers can actually suffer from withdrawal if deprived of a specific brand) based on personal emotional bonds to a company's employees. Workers, in turn, must feel emotionally connected to managers who value their contributions and give talent its head. The authors, management consultants for the Gallup Organization, deploy a complicated theoretical apparatus-drawing on cognitive neuroscience and elaborate statistical analyses of mountains of survey data-to prove that companies profit when workers and customers feel appreciated and listened to. This is a welcome message, enlivened by anecdotes illustrating good employee relations, salesmanship and customer service, but in extolling a management style that doesn't try to 'tell people what to do,' the author's disparagement of training and organization in favor of innate talent and emotional engagement sometimes seems excessive. Worse, the passages celebrating The Gallup Path and the Gallup Organization's proprietary methodologies for assessing talent themes and emotional states read like excerpts from a brochure for the company's consulting services.
Copyright 2002 Reed Business Information, Inc.