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Smith, Diana McLain 1950-

Overview
Works: 8 works in 28 publications in 2 languages and 1,351 library holdings
Classifications: H62, 300.72
Publication Timeline
Key
Publications about Diana McLain Smith
Publications by Diana McLain Smith
Most widely held works by Diana McLain Smith
Action science by Chris Argyris( Book )
9 editions published between 1985 and 2000 in English and Chinese and held by 749 libraries worldwide
Elephant in the room : how relationships make or break the success of leaders and organizations by Diana McLain Smith( Book )
9 editions published between 2011 and 2013 in English and held by 299 libraries worldwide
"A systematic look at how relationships determine the success of leaders and their enterprises, along with tools to help strengthen and change them. Since time immemorial, relationships have determined the fate of leaders. But today they are more critical to success than ever. No longer can leaders count on long time horizons or sloppy competition to make up for the inefficiencies that poor relationships create. Leaders must make decisions and take actions quickly and well with others, even those with whom they share very little, perhaps not even a time zone. This new world puts relationships at the center of what leaders must understand and master to succeed. Uses in-depth observational studies and clinical research to explore how relationships at the top of organizations work, develop, and change. Shows how to understand, strengthen, and transform these relationships, so they can withstand the most intense pressures and conflicts."--
Divide or conquer : how great teams turn conflict into strength by Diana McLain Smith( Book )
5 editions published in 2008 in English and held by 291 libraries worldwide
From the Publisher: How relationships among leaders determine the success or failure of any organization. No one would dispute the idea that relationships matter in business. Yet despite their obvious importance, they remain largely a mystery. Why do some conflicts get resolved quickly while others lead to permanent animosity? Why do some relationships grow stronger over time, others more fragile? Diana McLain Smith argues that most of us never even think about our relationships, at least not until they get into trouble-and by then it may be too late. Convinced that others have attitude problems, we focus on getting them to change. But that never works; it just convinces our colleagues that we're the source of the problem. What we need to change, Smith argues, are the patterns of interaction between us. Smith shows us how to build work relationships that are flexible and strong enough to survive the toughest challenges. She draws on fascinating case studies, especially the Steve Jobs/John Sculley meltdown, which nearly destroyed Apple in the 1980s. This book will break the myth that relationships are too mysterious to decode and too difficult to change. It offers powerful tools that can help anyone, from new recruits to CEOs
Cultivating self-reflecting teams ( visu )
1 edition published in 1997 in English and held by 5 libraries worldwide
Contains reflections on the experience the presenters have had as a learning team. Describes a long-term process they've used to act on new insights, reflect on experience, and use each other to go beyond individual limits and blind spots in order to reflect and learn. Offers ideas for those wishing to cultivate their own teams
A tale of two practices : the role of narrative in expert intervention practice by Diana McLain Smith( Book )
1 edition published in 1991 in English and held by 4 libraries worldwide
Systems thinking in action conference by Philip MacArthur( visu )
1 edition published in 1997 in English and held by 1 library worldwide
In this engaging presentation, Phil, Bob, and Diana reflect on their experience as a learning team and offer lessons for those wishing to cultivate their own teams
Stalking conflict : a critical inquiry into intervention theory by Diana McLain Smith( Book )
1 edition published in 1987 in English and held by 1 library worldwide
Too hot to handle? : engaging hot conflict to make better decisions and build resilient management teams by Amy C Edmondson( Book )
1 edition published in 2006 in English and held by 1 library worldwide
Conventional wisdom - together with the weight of published management advice - recommends that managers engage task conflict but avoid relationship conflict to have productive discussions. Implicit in this advice is the premise that it is indeed possible to separate them. This article argues, in contrast, that it is neither possible nor desirable to avoid relationship conflict, due to well-documented properties of human cognition
 
Alternative Names
McLain Smith, Diana
Languages
English (27)
Chinese (1)
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