Collaborating with the enemy : how to work with people you don't agree with or like or trust /

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Teaching us how to work with people whom we might not like or trust, this timely book outlines the five misunderstandings that keep people from effectively collaborating with those people and shows readers how they can successfully engage with positive results instead. --

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Kahane, Adam (Autor)
Otros Autores: Barnum, Jeff (Ilustrador)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Oakland, CA : Berrett-Koehler Publishers, Inc., [2017]
Edición:First edition.
Temas:
Communication in management.
Management > Social aspects.
Conflict management.
Communication en gestion.
Gestion > Aspect social.
Gestion des conflits.
BUSINESS & ECONOMICS > Management.
BUSINESS & ECONOMICS > Reference.
BUSINESS & ECONOMICS > Skills.
Communication in management
Conflict management
Management > Social aspects
Acceso en línea:Texto completo
Texto completo

MARC

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245 1 0 |a Collaborating with the enemy :  |b how to work with people you don't agree with or like or trust /  |c Adam Kahane ; drawings by Jeff Barnum. 
250 |a First edition. 
264 1 |a Oakland, CA :  |b Berrett-Koehler Publishers, Inc.,  |c [2017] 
264 4 |c Ã2017 
300 |a 1 online resource (xviii, 131 pages) :  |b illustrations 
336 |a text  |b txt  |2 rdacontent 
337 |a computer  |b c  |2 rdamedia 
338 |a online resource  |b cr  |2 rdacarrier 
347 |a text file 
588 0 |a Print version record. 
500 |a "A Reos Partners Publication." 
500 |a "A BK Business book." 
504 |a Includes bibliographical references and index. 
505 0 |a Cover; Half Title; Dedication; Title; Copyright; Contents; Foreword; Preface; INTRODUCTION: How to Work with People You Don't Agree with or Like or Trust; 1: COLLABORATION IS BECOMING MORE NECESSARY AND MORE DIFFICULT; "I could never work with those people!"; The enemyfying syndrome; The central challenge of collaboration; 2: COLLABORATION IS NOT THE ONLY OPTION; The way forward is unclear; "The miraculous option is that we work things through together"; There are three alternatives to collaboration; Collaboration must be a choice. 
505 8 |a 3: CONVENTIONAL, CONSTRICTED COLLABORATION IS BECOMING OBSOLETEConstriction prevents movement; Change management assumes control; "There is only one right answer"; The limitations of conventional collaboration; 4: UNCONVENTIONAL, STRETCH COLLABORATION IS BECOMING ESSENTIAL; Stretching creates flexibility and discomfort; How to end a civil war; Stretch collaboration abandons the illusion of control; 5: THE FIRST STRETCH IS TO EMBRACE CONFLICT AND CONNECTION; Dialogue is not enough; There is more than one whole; Every holon has two drives; Alternate power and love. 
505 8 |a 6: THE SECOND STRETCH IS TO EXPERIMENT A WAY FORWARDWe cannot control the future, but we can influence it; We are crossing the river by feeling for stones; Creativity requires negative capability; Listen for possibility rather than for certainty; 7: THE THIRD STRETCH IS TO STEP INTO THE GAME; "They need to change!"; If you're not part of the problem, you can't be part of the solution; Be a pig rather than a chicken; CONCLUSION: How to Learn to Stretch; Notes; Acknowledgements; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; R; S; T; U; V; W; Z; About the Author; About Reos Partners. 
520 |a Teaching us how to work with people whom we might not like or trust, this timely book outlines the five misunderstandings that keep people from effectively collaborating with those people and shows readers how they can successfully engage with positive results instead. --  |c Edited summary from book. 
590 |a ProQuest Ebook Central  |b Ebook Central Academic Complete 
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650 0 |a Management  |x Social aspects. 
650 0 |a Conflict management. 
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650 6 |a Gestion des conflits. 
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650 7 |a Conflict management  |2 fast 
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