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|All Authors / Contributors:||
Samuel A Culbert
|Description:||xx, 340 pages : illustrations ; 25 cm|
|Contents:||The new management models : what they say and what's needed to pull them off --
The artifact of mind insight --
The outsider's perspective or "if you're from out of town you must be an expert" --
Giving advice and feedback are inherently political activities --
Mind-set sensitivity : the importance of knowing how the other person reasons and the importance of the other person knowing that you know --
Understanding what personal competence means : the alignment model of empowerment --
Discerning alignment strategies and mind-sets that derive from them --
Gaining control by relinquishing it --
Getting people interested in the feedback you have to give --
Mismatches in levels of feedback sent and received --
Different levels of influence and advice and the categories of interaction they create --
Breakthrough learning --
Assessing the feasibility of achieving breakthrough-learning results --
Perspectives to keep in mind when participating in breakthrough-learning interactions --
Breakthrough learning : case study and exam --
Performance evaluation : the capstone event in giving feedback and advice --
Breaking out of the program --
How the artifact of mind insight instructs us to act.
|Responsibility:||Samuel A. Culbert.|
This study examines why employees often resist organizational change. It explains how managers can overcome this resistance by understanding the psychology of their staff and alleviating their fears.
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