Altri libri che potrebbero interessarti

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  The Deep Democracy of Open...

  Anonimo

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  Most of us are terrified of conflict, says Arnold Mindell, PhD, author of fifteen books and internationally recognized for his innovative synthesis of Jungian therapy, dreams, and bodywork. But we needn't be. His burning passion is to create groups and organizations where everyone looks forward to group processes instead of fearing them. He calls this the deep democracy of open forums, where all voices, thoughts, and feelings are aired freely, especially the ones nobody wants to hear.Since 1992, one of Mindell's prime interests has been the bringing of deeper awareness to group conflicts. Conflict work without reference to altered states of consciousness is like a flu shot for someone in a manic or depressed state of consciousness. Most group and social problems cannot be well facilitated or resolved without access to the dreamlike and mystical atmosphere in the background. The key is becoming aware of it.Mindell introduces a new paradigm for working in groups, from 3 to 3,000, based on awareness of the flow of signals and events. You can take the subtlest of signals indicating the onset of emotions such as fear, anger, hopelessness, and other altered states, and use them to transform seemingly impossible problems into uplifting community experiences.As Mindell explains, "I share how everyone--people in schools and organizations, communities and governments--can use inner experiences, dreaming, and mysticism, in conjunction with real methods of conflict management, to produce lively, more sustainable, conscious communities."

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  Extraordinary Groups - How...

  Geoffrey M. Bellman, Kathleen D....

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  Why are some teams described in such exceptional terms, while most  are not? Bellman and Ryan argue that people instinctively sense  when a group experience is something special, something different  from the ordinary, something that surpasses their expectations in a  positive, remarkable, and hard-to-describe way. These extraordinary  groups achieve outstanding results and their members--individually  or collectively--experience a profound shift in how they see their  world. They are transformed.   However large or small, visible or intangible, such  transformative shifts happen because the group experience satisfies  core needs that members intuitively bring to any group they join.  Bellman and Ryan's study suggests there are six needs, forming  three pairs related to one's self, the group, and the world in  which the group exists. These six elements combine in what the  authors describe as the Group Needs model:    Acceptance of self while moving toward one's  Potential  A Bond with others that grows while pursuing a common  Purpose  Understanding the Reality of the world while  collectively making an Impact    Whether at work, at home, or in the community, when a group  experience meets two or more of these needs, it will stand out for  the members of the team. Based on extensive research and filled  with examples from amazing groups, Extraordinary Groups  presents the Group Needs Model to help anyone nurture extraordinary  experiences in their groups and achieve outstanding results. This  book is a timely resource for anyone who leads groups including HR  and OD professionals, managers, executives, nonprofit managers and  directors, virtual teams leaders, and trainers.

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  Managing Oneself

  Peter F. Drucker

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  "Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform." -Peter F. DruckerThroughout history, people had little need to manage their careers - they were born into their stations in life or, in the recent past, they relied on their companies to chart their career paths. But times have drastically changed. Today we must all learn to manage ourselves.What does that mean? As Peter Drucker tells us in this seminal article, first published in 1999, it means we have to learn to develop ourselves. We have to place ourselves where we can make the greatest contribution to our organizations and communities. And we have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do.It may seem obvious that people achieve results by doing what they are good at and by working in ways that fit their abilities. But, Drucker says, very few people actually know - let alone take advantage of - their fundamental strengths.He challenges each of us to ask ourselves, "What are my strengths? How do I perform? What are my values? Where do I belong? What should my contribution be?"Don't try to change yourself, Drucker cautions. Instead, concentrate on improving the skills you have and accepting assignments that are tailored to your individual way of working. If you do that, you can transform yourself from an ordinary worker into an outstanding performer.Today's successful careers are not planned out in advance. They develop when people are prepared for opportunities because they have asked themselves those questions and have rigorously assessed their unique characteristics.

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  The Value of Everything by...

  American Classics

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  "The Value of Everything" summary by Mariana Mazzucato critically examines the creation and distribution of economic value, advocating for a reevaluation of the roles of government and the private sector in modern society. It challenges traditional notions of productivity and wealth creation, suggesting a more inclusive approach to understanding economic contributions​​.

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  Theory of the Business - A Clear...

  Peter F. Drucker

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  The Theory of the BusinessThis audio book was created based on Peter Drucker's long business, consulting, and writing career. He focuses on what to do, what not to do, and how to keep a clear corporate identity and mission. He addresses how all organizations eventually go obsolete and their theory of their business no longer works. It addresses how GM did not move from income based to lifestyle based marketing for their cars, thus hastening their demise after 7 decades of success betting on incomes only. He also points out, though, that the GM theory of the business still worked for Hughes and EDS, which GM bought. He describes how organizations must choose how to do things. This, he says, is why IBM was paralyzed by the different requirements of a PC versus Mainframe business.  He states there are 4 specifications for a valid theory of a business: assumptions must fit reality; these assumptions about the environment, mission, and core competencies must fit together, the entire organization must know and understand the theory of the business and act accordingly, and the theory of the business must be tested constantly to be kept up to date. When testing the theory of the business, three things must be done if there is an issue: preventive care, early diagnosis before the problem becomes fatal, and applying the cure. This is a must read for all managers and entrepreneurs in all types of organizations, from nonprofit, educational, government, to companies.Keywords: Drucker, corporate identity, mission, focus, GM, IBM, Hughes, EDS, Obsolescence, business, entrepreneur, management, nonprofit, assumptions, organization, lifestyle, marketing, environment, society, mission, core, competency, executives.

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  Conflict Resolution for...

  Matthias Ernst

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  Whether in everyday life or at work - wherever people and different characters meet, there is potential for conflict. Do you often find yourself in situations where minor disputes lead to lengthy arguments or where you fail to assert your interests? Do you perhaps jeopardize relationships with people who are important to you or with whom you are dependent? Do you perhaps even feel less educated or eloquent than your counterpart after discussions?

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