The No Asshole Rule was awarded a Quill Award as the Best Business Book of 2007.

When Robert Sutton's "No Asshole Rule" appeared in the Harvard Business Review, readers of this staid publication were amazed at the outpouring of support for this landmark essay. The idea was based on the notion, as adapted in hugely successful companies like Google and SAS, that employees with malicious intents or negative attitudes destroyed any sort of productive and pleasant working environment, and would hinder the entire operation's success.

Now using case studies from these and many more corporations that have had unquestioned success using variations of "The No Asshole Rule," Sutton's book aims to show managers that by hiring mean-spirited employees - regardless of talent - saps energy from everyone who must deal with said new hires. Such insights will come from:

- Seattle law firm Perkins Coie, which instituted a "no jerks allowed" policy, helping them earn a spot on Fortune's "100 Best Companies to Work For" list.

- United States Supreme Court Fellow Robert Clayman, who noticed that "assholes" in the highest branch of government turned a blind eye to initiatives that would curb abusive and violent behavior.

- Testimony from a former American Airlines manager about how former CEO Bob Crandall's abusive "tough love" behavior actually caused psychological harm to those he was attempting to motivate.

FEATURING A NEW CHAPTER ON THE RULE AND ITS SURPRISING IMPACT! In this new version of The No Asshole Rule, Bob Sutton provides an uproarious account of the world-wide reaction to his best-selling book. As he writes: "I didn't plan it. I never wanted it. I didn't believe it at first. And it still make me squirm." Sutton's talking about having been branded as "the asshole guy." But beyond the initial shock value of the provocative title, Sutton's epilogue goes on to detail the kind of impact this important book has had on corporate organizations and employees everywhere. His book has provided a major wake-up call to those individuals in the business world and beyond who somehow have lost sight that a little civility goes a long, long way when it comes to dealing with our fellow human beings - and leading an effective organization. This is one epilogue that is definitely worth reading.

羅伯．蘇頓 博士 Robert I. Sutton

史丹佛大學工學院管理科學及管理工程教授，著有《11 1/2逆嚮管理》(Weird Ideas that Work，《哈佛商業評論》年度十大好書，中文版由大塊齣版)、與人閤著《知行之間》(The Knowing-Doing Gap)。《拒絕混蛋守則》一書的前身，係作者發錶於《哈佛商業評論》年度「突破性觀念」專欄的一篇廣受迴響的文章：〈太麻煩，不值得〉(More Trouble Than They’re Worth)，在這篇短文中，「混蛋」這字眼齣現瞭八次之多。

譯者 黃佳瑜

臺灣大學工商管理學院畢業，美國加州大學柏剋萊校區企管碩士。曾任聯閤利華行企劃、美商麥肯錫管理顧問公司管理顧問。現為自由譯者。譯有《JACK》、《保羅‧紐曼、義大利麵醬，以及他的奇怪搭檔》、《非品牌》（以上大塊文化齣版）、《散戶流浪記》(早安財經)等。