How to Deal with Workplace Dynamics, Influence Others, and Bring People Together to Initiate Positive Change
Should managers and leaders be aloof and dispassionate, with emotions kept clear of decision-making? Hardly. A considerable amount of verifiable research shows that the most effective leadership comes from listening to your emotions, expanding your cultural awareness, and working more positively and collaboratively. But how do you turn those goals into working plans and real results?
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A highly practical guide to help leaders make intentional choices and draw on their assets, thoughts, emotions, and behaviors to influence others, bridge differences, and initiate positive change.
Reframing Change: How to Deal with Workplace Dynamics, Influence Others, and Bring People Together to Initiate Positive Change is based on the premise that if people act with integrity and learn to develop positive workplace relationships, a ripple effect can engender similar changes in the organization as a whole. Of extraordinary value to leaders, middle managers, and management students, it is a fresh and practical how-to manual for putting new ways of thinking to work in an organizational setting—one that backs its advice with results from a rapidly growing body of rigorous social science research.
Organized around a series of essential skills, Reframing Change shows readers how to test assumptions about others, clear negative emotions and augment positive ones, build effective relationships, bridge cultural differences with people, deal with difficult situations, and initiate change in work environments. This advice is driven home with the stories of real people in real situations that explain key underlying principles, with a single storyline running through each chapter.
- Includes case study-like storylines providing a framework for each chapter
- Offers summaries of supporting research findings in textboxes, with endnotes providing full citations
- A comprehensive index makes it easy to find information to solve a particular workplace problem
- Includes vivid, concrete examples of what to do, not just vague exhortations or abstract models
- Contains excellent guidelines for improving interpersonal relationships, even especially difficult interpersonal relationships
- Uses real and relatable stories to explain the principles of conscious change
- Draws explicitly from social science research, with brief summaries of relevant research highlighted
- Author Info
"Consultants Latting and Ramsey draw from industrial and organizational psychology, social work, education, and marketing in these guidelines for improving interpersonal relationships in the workplace. The authors take care to include only ideas that have been supported by academic research, borne out by their own experiences as consultants, and reported as useful by their students and clients. The techniques described will help leaders, middle managers, and management students harness the power of self-change, test assumptions about others, clear negative emotions, bridge cultural differences, and deal with difficult situations. An ongoing story, based on real conversations between consultants and clients, students and instructors, and between colleagues, illustrates key principles. Boxes are included summarizing recent research supporting the techniques."
- Look Inside