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001    953525424 
003    OCoLC 
005    20240129213017.0 
006    m     o  d         
007    cr ||||||||||| 
008    160711s2016    nyu     o     001 0 eng   
010      2016031926 
019    958459809|a1165384798|a1175677877|a1264086229 
020    9781259643828|q(ebook) 
020    1259643824|q(ebook)) 
020    |q(alk. paper) 
029 1  AU@|b000057887190 
029 1  CHBIS|b011322488 
029 1  CHVBK|b549689451 
029 1  AU@|b000069030574 
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       |z(OCoLC)1175677877|z(OCoLC)1264086229 
037    AB5CF369-EE3D-453C-9F70-8517C13731F7|bOverDrive, Inc.
       |nhttp://www.overdrive.com 
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042    pcc 
043    n-us-mi 
049    INap 
082 00 354.6/27 
082 00 354.6/27|223 
100 1  Hollister, David|q(David C.),|d1942-|eauthor. 
245 10 Second shift :|bthe inside story of the keep GM movement /
       |cDavid Hollister, Ray Tadgerson, David Closs and Tomas 
       Hult. 
264  1 New York :|bMcGraw-Hill,|c[2016] 
300    1 online resource 
336    text|btxt|2rdacontent 
337    computer|bc|2rdamedia 
338    online resource|bcr|2rdacarrier 
500    Includes index. 
505 0  The second shift model : challenges and obstacles -- 
       Identifying : name the challenge and its impact -- 
       Partnering : develop meaningful relationships -- Building 
       : construct your strategy as you go -- Solving : engage in
       constant problem solving -- Celebrating : mark successful 
       milestones -- Persevering : adapt and endure -- The second
       shift model : guidelines and implementation. 
520    The dynamic, collaborative management model that saved a 
       U.S. manufacturing city When car-making giant General 
       Motors decided to close its plant in Lansing, Michigan, in
       1996, one person-the city's newly elected mayor-stood up 
       and said "no." Initially, it was the cry of a man in the 
       wilderness. Not once in its century-long history had GM 
       reversed a decision to close a plant. But Mayor David 
       Hollister quietly went to work building the Lansing Works!
       Keep GM! movement and succeeded in defying all the odds. 
       Lansing remains GM's Oldsmobile headquarters. Hollister's 
       collaborative problem-solving approach-the Second Shift 
       model-succeeded in bringing together state and regional 
       politicians, economic developers, private sector firms, 
       labor unions, educators, and residents of the region. 
       Powerful, persuasive, and well-organized, this coalition 
       implemented a strategic, six-dimensional framework to 
       achieve the seemingly impossible: - Identifying: Name the 
       challenge and its impact - Partnering: Develop meaningful 
       relationships - Building: Construct your strategy as you 
       go - Solving: Engage in constant problem solving - 
       Celebrating: Mark successful milestones - Persevering: 
       Adapt and endure The Lansing Works! Keep GM! movement was 
       a victory of people over bureaucracy, of a can-do attitude
       over cynicism-a story rarely told in today's complex, 
       technological, and often dehumanizing world of large 
       business and out-of-control government. And the best part 
       was that, in the end, both sides came away winners. It's 
       proof positive that when the public and private sectors 
       work together as equal partners, amazing things can 
       happen. One of the great business sagas of modern times, 
       Second Shift provides a proven, practical design for 
       problem solving that anyone can apply in any business, 
       large or small 
588 0  Print version record and CIP data provided by publisher. 
590    O'Reilly|bO'Reilly Online Learning: Academic/Public 
       Library Edition 
610 20 General Motors Corporation. 
610 27 General Motors Corporation|2fast 
650  0 Industrial promotion|zMichigan|zLansing. 
650  0 Economic development|zMichigan|zLansing. 
650  0 Plant shutdowns|zMichigan|zLansing. 
650  0 Public-private sector cooperation|zMichigan|zLansing. 
650  0 Automobile industry and trade|zMichigan|zLansing
       |xManagement. 
650  6 Promotion industrielle|zMichigan|zLansing. 
650  6 Développement économique|zMichigan|zLansing. 
650  6 Usines|xFermeture|zMichigan|zLansing. 
650  6 Partenariat public-privé|zMichigan|zLansing. 
650  6 Automobiles|xIndustrie et commerce|zMichigan|zLansing
       |xGestion. 
650  7 Automobile industry and trade|xManagement|2fast 
650  7 Economic development|2fast 
650  7 Industrial promotion|2fast 
650  7 Plant shutdowns|2fast 
650  7 Public-private sector cooperation|2fast 
651  7 Michigan|zLansing|2fast 
776 08 |iPrint version:|aHollister, David (David C.), 1942-
       |tSecond shift.|dNew York : McGraw-Hill, [2016]
       |z9781259643811|w(DLC)  2016024410 
856 40 |uhttps://ezproxy.naperville-lib.org/login?url=https://
       learning.oreilly.com/library/view/~/9781259643828/?ar 
938    Askews and Holts Library Services|bASKH|nAH31067661 
938    EBSCOhost|bEBSC|n2687840 
938    YBP Library Services|bYANK|n16842250 
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