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Get a Life: Setting your 'Life Compass' for Success
Nicholas Bate
Manufacturer: Capstone
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ASIN: 1841126489 |
Book Description
* Get a Life focuses on raising self-awareness and finding proactive ways to improve your life.
* Guides you through six key areas of your life: Career, Mind/Body, Finance, Relationships, Fun and Contribution.
* Features text case studies and challenge points all designed to help you get to the heart of what it is that motivates you and what you wish to achieve.
* Challenges you to reflect upon the way you think and behave and provides strategies for implementing changes.
"Get a Life adds new and compelling dimensions to the idea of personal effectiveness both at work and at home. It balances some 'killer app' personal productivity tools alongside tremendous insights to manage your life goals and excellent advice on physical and mental well-being to achieve a winning performance-indispensable.
Mike Dunlop, HR Mananger, Sun Microsystems.
Customer Reviews:
Highly Recommended!.......2005-09-27
If you are new to the self-help genre, this book is a keeper. Put it somewhere with easy access so you can review author Nicholas Bate's main points and implement his insights. Of course, like many self-help books, this one gets redundant at times. You'll loose track of how many times Bates exhorts you to pay attention. But maybe that's the point. With a prod or two from this book, you can become alert and ready to conquer each day's challenges at work and at home. We recommend this book to those who want to reshape their lives for satisfaction, happiness and productivity at work and at home.
Book Description
Problems concentrating. Loss of energy. Feelings of worthlessness. Difficulty making decisions. Each year, an estimated 11 million Americans experience a major depressive episode. Keeping a job while struggling to regain one's health is one of the most difficult and delicate aspects of recovery from depression. Authors Fawn Fitter and Beth Gulas provide a reassuring, informative guide to dealing with depression on the job. They address questions such as: Should I ask my boss for time off? Should I tell my colleagues about my depression? Are my treatment records confidential? With self-assessment tools and decision-making guidance, this book is a first-of-its-kind resource for millions of Americans faced with the hardship of working through depression.
Key features and benefits
- identifies and addresses key concerns related to depression in the workplace
- provides immediately useful information and advice for readers
- inspired by one of the author's personal experiences with major depression
Customer Reviews:
An EXCELLENT resource.......2006-04-14
I bought this book when I began having difficulties at work due to my depression and I'm glad I did. It covers everything from how to disclose your illness to your boss/co-workers (if you decide to), your rights under the American Disabilities Act and Family Medical Leave Act, resources within your department/company that can advocate for you and much, much more. You're more protected than you know - and you *should* know - even if your depression is under control this is still a valuable book to have in case the darkness returns. Did you know that if you decide to disclose personal medical information to your boss that he/she cannot use that information against you in any way including talking to colleagues, other managers, supervisors, or co-workers? Did you know that you cannot be fired for disclosing your mental illness? Did you know that if you need to take time off due to your condition that when you return to work you must be placed back in your previous position with your same pay? Don't get me wrong - and as the book states - you certainly can be fired for poor job performance - but you have tools at your disposal to help you and your supervisor keep the communication open and clear. This book saved my job - and my sanity. If you're struggling at work because of depression - GET THIS BOOK.
MUCH-NEEDED.......2003-11-19
Given the amount of stigma that still surrounds depression and mental illness in general, this book is an essential resource. It's matter-of-fact and practical; the information about confidentiality and job protection is particularly helpful. We should all know our rights in the workplace, and Working in the Dark can be a real source of empowerment.
Extremely helpful.......2003-11-14
I purchased this for a close friend who was battling depression while holding down an intensely demanding job. She found the book to be profoundly helpful and has since recommended it to several of her co-workers.
A must have book!.......2002-09-12
I ordered this book because a family member suffers from depression and was having problems dealing with certain tasks at work. I wish this book had been around a long time ago. One of the reasons this book is so good is that the authors speak from personal experience. The advice you are given is based on what worked or works for them and the other people whose stories are also talked about in the book.
The suggestion that you take Myers-Briggs test to determine what your best suited for in regards to work is VERY helpful. I've taken this test and I was able to see just what areas I could work in and also that I had more choices than I originally thought. This test is wonderful for anyone!
Many employers are not prepared to deal with the subject of depression. This book is a must have tool for human resources so more people are educated on the real story behind the illness and dismiss the stereotype of a depressed person. It is VERY true what the author says about some bosses who don't want to know more on the subject and that they can't understand it and just throw their hands up and say that the employee can't do anything. My loved one is going through it right now. It is terrible and uncalled for.
I can't say enough good things about WORKING IN THE DARK. It really is a must have book.
Excellent, well-written book!!!.......2002-03-16
I highly recommend this book. The authors share their own personal experiences along side valuable factual advice. This book is not only for those going through depression, HR employees also benefit from reading Working in the Dark. There are no other books on this specific subject which is fine because Working in the Dark covers all of the information you need. It is well written and easy to read. The authors are not "preachy" in discussing the topic as is common in self-help books.
Book Description
Terms of Engagement introduces a new method for changing organizations based on four essential principles: Widening the Circle of Involvement, Connecting People to Each Other and Ideas, Creating Communities for Action, and Embracing Democratic Principles. This method enables leaders to create the energetic, flexible, responsive organizations necessary to thrive and prosper in the contemporary business world.
Customer Reviews:
Enlightened Self-Interest.......2001-05-25
Is change failing? Are multiple leaders' initiatives foundering? Is vast energy being expended on change projects by roving teams of the best and the brightest? Maybe the approach is all wrong. Maybe you need ... more people.
So argues Richard Axelrod, democrat and change consultant. Believing that current change practices are too slow and bureaucratic, Axelrod asserts that there simply isn't enough engagement. In other words, after forty years in the business world - a world in which "it sometimes seems as if everything is changing at the speed of light" - the author has concluded that change efforts fail when people don't feel involved.
Whether this is a brilliant insight or a beacon of the trite and obvious is for the reader to determine. In the meantime, consider Axelrod's "engagement paradigm": widen involvement, connect people, create communities, and embrace democracy. All laudable in theory, and the author goes to great lengths to prove that such an approach doesn't cost or waste or confuse as much as a skeptic might imagine. But what does it mean? Larger meetings, fine, open-ended questions, certainly, flip charts and round tables, marvelous, but do these a paradigm make? When you look for details here you find yourself grasping at shadows. Ask for a specific action and Axelrod recommends "creating a compelling purpose." Some might find this a little vague.
Yet lying beneath the misty surface are basic assumptions, assumptions about pluralism and democracy all the more intriguing for remaining untested. Axelrod asserts for example that in large group change meetings, individuals frequently set aside their self-interest for the benefit of the organization. Perhaps, but couldn't we look to our founding fathers for another explanation? Examine the Federalist Papers and their hallowed brethren among American documents, and you'll find that democracy's strength grows not in spite of individual self-interest, but because of it. The negotiated settlement, the win-win solution, the efficient organization: people support such a "democratic" achievement because there's something in it for them.
_Terms of Engagement_ is unsubtle boosterism: of democracy, of Theory Y, and of the Axelrod Group and its Conference Model, which the book more promotes than describes. (Similarly treated are the Group's "walkthrus," a curious colloquialism from an author who eschews contractions.) If you too believe that change happens best in multitudes, pick up a copy of the book today. If not, consider why this nation is not a democracy. It's a republic.
Insightful!.......2001-05-09
Richard H. Axelrod presents a model for creating more effective change in an organization by involving everyone in the change process from the beginning. He suggests setting up large conferences with cross-functional, multidisciplinary planning and implementation groups. As this implies, he advocates combining planning and implementation, rather than creating parallel processes. He argues that the top-down approach of having a leader who sells a vision to the organization doesn't work, although the leader should be involved in the conference process. It seems shortsighted to dismiss visionary leadership, with its successful track record in various settings, yet Axelrod has organized his ideas clearly. He provides tools for using his approach, including anecdotal success stories, how-to inserts, and guidelines for following this process. His model shares some characteristics of other conference planning approaches, including "Future Search." However, we [...] recommend this engagingly written book for its appeal to executives and top managers who seek intriguing planning and change strategies.
The "Maximum Engagement" Change Model.......2000-12-10
I first experienced this change model as a young management consultant in the late 1960s, and was overwhelmed by its effectiveness then. Over the years, I have made this approach a central tenet of how I work with client organizations and our own. Richard Axelrod's book is the best description I have seen to date of the key elements of this model and the reasons why they work. I heartily endorse that you become familiar with this book, which will undoubtedly be a standard reference for many years to come. I was particularly pleased to see how well he has combined the perspectives of many other business and nonbusiness thinkers in this area.
The key challenge to successful change is in communication. Everyone agrees on that from Axelrod to Bob Kaplan to John Kotter. The four-aspect model here is particularly well designed to overcome communication stalls and miscommunications. These aspects are widening the circle of involvement to get more ideas from more people (this is a corollary to the key observations of complexity science for self-organizing order at the boundaries of systems), connecting people to each other (in order to drop barriers to communication), creating communities for action (by establishing a mutual purpose and direction), and embracing our social concepts of democratic treatment of all (to overcome skepticism about the authenticity of engagement potential).
By way of analogy consider the writing of the original Constitution of the United States. How would this have worked out if George Washington had simply dictated what he wanted? As you can imagine, there is no way that George Washington could have come up with that document by himself. Well, that's the way most organizations try to make changes. The leader dreams up what she or he wants and tell or sells everyone else. Next, what if George had called in four of his buddies from Virginia and hired two consultants from New York? Would they have developed the Constitution we have? Probably not. It mostly would have reflected the perspectives of Virginia and New York. Even if they had, no one would have been very committed to it. The process the Constitutional Convention actually used is very similar to the one that Mr. Axelrod espouses.
The book's material is clear, the examples compelling, the warnings are timely, and the directions are appropriate.
What are the limitations then of this book? I see them in five areas: First, you have to experience this process to appreciate its power. So you can read this book all you want, and you may not "get it." My advice is to put yourself in a situation where you try out this model and find out how well it works. Second, there are a lot of other things that can go wrong that are not described here. Think about Russia. The country has gone a long way to create free markets but new enterprises are often floundering. Part of the reason is that people don't think and don't yet prefer to operate in entrepreneurial, participative terms. Many individuals and groups have that same problem. Third, the writing style of the book is too intellectual relative to its emotional intensity to engage many people in its message. Fourth, you may need a guide for the first few times you try this. Those with expertise are in relatively short supply. Fifth, if the people involved in the process do not develop their understanding of how to analyze systems-related issues and devise ideal solutions, you will still be missing a lot of potential for improvement.
You can think of this book as complementary to the ideas presented in the other superb new book on overcoming the communications stall, The Strategy-Focused Organization. I suggest that you read that book as well. The on-going measurements of the Balanced Scorecard process can be quite helpful in establishing all four aspects of the change model. If, independent of these perspectives, you also create a superior business model and strategy, you can be further aided by having irresistible forces consistently favoring your progress. Tie together those three perspectives, and you should be unbeatable.
After you have finished experiencing and applying this improved change model in your organization, I suggest that you consider how you can extend it into other organizations you care about, like the schools in your community, the charity you sit on the board of or volunteer for, and the local hospital.
May you always work openly and successfully with all stakeholders to build better solutions and implement them rapidly!
An Ideal Road Map for School Change.......2000-11-20
Richard Axelrod has finally moved beyond the paradigm for change that has dominated this field for the last two decades. The inherent weaknesses of the current model are exposed. The four leadership challenges Axelrod defines if an organization is to cope with ongoing change: widening the circle of involvement, connecting people to each other and ideas, creating communities for action, and embracing democratic principles, are ideal for school communities. Through real life examples and clear writing he provides readers models of how they might contribute their multiple perspectives and skills to change in their schools.
If readers can connect Axlerod's insights with Senge's new book, "Schools that Learn," they will have superb guidance on how their schools might be redesigned to meet the needs of a new age.
I am the Director of Faculty Development at a Jesuit high school in San Francisco. We are currently using Axlerod's model with great success.
A New Paradigm for Organizational Change.......2000-11-05
In his Foreword, Axelrod asserts that his "is the first book to challenge the widely accepted change management paradigm. It provides leaders at all levels of the organization -- all those who initiate, design,, and implement change -- with a set of principles for bringing about change in a turbulent world. It is not a methodology, nor is it a set of techniques; rather, it is a set of principles that everyone can fall back on when faced with new and different situations." In Part One, Axelrod identifies the problems with the current change management paradigm. In effect, he demythologizes conventional thinking on this subject. In Part Two, he examines four principles for producing an engaged organization, devoting a separate chapter to each. It is important to keep in mind that the nature and extent of production (or results) will be determined almost entirely by the nature and extent of engagement throughout an organization.
In Part Three, Axelrod shares his insights and suggestions which will assist his reader during the "Getting Started" phase of the process. Also, Axelrod discusses what he calls the "minefields" on the "road to [organization-wide] engagement." He concludes with a brief, especially valuable analysis of "eight specific issues the engagement paradigm can help you tackle, including the introduction of new technology, the increase in mergers, acquisitions, and alliances, and growing dissociation from communities."
If you are now involved in any of this or are about to become involved, I recommend this book highly. Carefully select those strategies which are most appropriate to your own organization's needs and interests. Axelrod can then help you to chart or to reformulate a proper course to implement those strategies.
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Changing the Way We Change
Jeanenne Lamarsh
Manufacturer: Prentice Hall PTR
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Master Change, Maximize Success
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Leading Change
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Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change
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Managing At the Speed of Change
ASIN: 0201633647 |
Book Description
Offers a systematic plan of action for initiating, implementing, and dealing with change. Gives practical knowledge and skills you need to implement change successfully for significant improvements in efficiency and quality. DLC: Organizational change.
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Changing the Way We Manage Change
Manufacturer: Quorum Books
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ASIN: 1567204619 |
Book Description
To cope with the chaotic new business environment, organizations must find ways to manage the problems of change--but also the process of change itself. Yesterday's solutions are obsolete. Innovative solutions are rare, yet even the best require not only the efforts of individuals but other "agents" as well. Sims sees change agents throughout any organization and at all levels--line and staff people, human resource specialists, and those who have hitherto had little reason to tackle such tasks and have not been accountable for their outcomes. Unique models are presented for change interventions, along with techniques and tools that executives need to accomplish them. The result is a book that experienced executives will understand and utilize, but also one that will bring novices up to speed, providing new ways to use their own instincts and capabilities for innovation. Sims and his contributors challenge the traditional prescription for creating change, providing a compelling critique of accepted approaches to change management, highlighting the strengths of these approaches and emphasizing what can be extracted to foster change. Each author provides insights into the competencies, skills, and values required for the rapid and successful creation of lasting change. In doing so, they also reemphasize that there is no universal approach to change management, and that the need for innovation, flexibility, and adaptability remains dominant.
Book Description
Companies achieve real agility only when every function and process--when every person--is able and eager to rise to every challenge. This type and degree of fundamental change, commonly called revitalization or transformation, is what many companies seek but rarely achieve because they have never before identified the factors that produce sustained transformational change. The authors identify three interventions that will restore companies to vital agility and then keep them in good health: incorporating employees fully into the principal business challenges facing the company; leading the organization in a different way in order to sharpen and maintain incorporation and constructive stress; and instilling mental disciplines that will make people behave differently and then help them sustain their new behavior. The authors discovered these basic sources of revitalization by tracking the change efforts of Sears, Roebuck and Co., Royal Dutch Shell, and the United States Army. This article is one of the first practical revitalization guides to appear anywhere, and it is based not on theory but on actual experience.
Download Description
This is an enhanced edition of HBR article 97609, originally published in November/December 1997. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. Companies achieve real agility only when every function and process--when every person--is able and eager to rise to every challenge. This type and degree of fundamental change, commonly called revitalization or transformation, is what many companies seek but rarely achieve because they have never before identified the factors that produce sustained transformational change. The authors identify three interventions that will restore companies to vital agility and then keep them in good health: incorporating employees fully into the principal business challenges facing the company; leading the organization in a different way in order to sharpen and maintain incorporation and constructive stress; and instilling mental disciplines that will make people behave differently and then help them sustain their new behavior. The authors discovered these basic sources of revitalization by tracking the change efforts of Sears, Roebuck and Co., Royal Dutch Shell, and the United States Army. This article is one of the first practical revitalization guides to appear anywhere, and it is based not on theory but on actual experience.
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Changing the way we manage change.: An article from: SAM Advanced Management Journal
William I., Jr. Sauser , and
Lane D. Sauser
Manufacturer: Society for the Advancement of Management
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Binding: Digital
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ASIN: B0008FS5OU
Release Date: 2005-07-30 |
Book Description
This digital document is an article from SAM Advanced Management Journal, published by Society for the Advancement of Management on September 22, 2002. The length of the article is 4178 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: Changing the way we manage change.
Author: William I., Jr. Sauser
Publication:
SAM Advanced Management Journal (Refereed)
Date: September 22, 2002
Publisher: Society for the Advancement of Management
Volume: 67
Issue: 4
Page: 34(6)
Distributed by Thomson Gale
Book Description
This digital document is an article from IFR, published by Thomson Gale on March 1, 2007. The length of the article is 2541 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: New-school IFR: the big aviation universities are changing the way they teach IFR and the results of their studies may change the way we all train.(TRAINING)(instrument flight rules)
Author: Jeff McNamee
Publication:
IFR (Magazine/Journal)
Date: March 1, 2007
Publisher: Thomson Gale
Volume: 23
Issue: 3
Page: 15(4)
Distributed by Thomson Gale
Product Description
In what direction are we being blown by the winds of change now wafting through the church? Is the church influencing culture, or is culture influencing the church? What lies behind current calls for a "new hermeneutic". Is there a better way to understand Scripture? With calls for sweeping changes in the way we understand Scripture, this just may be the most important book of the decade. It is must reading for every church leader and Christian.
Book Description
Easy-to-read step by step action plan for creating self-employment wealth by performing simple tasks combined with effective (and low cost) marketing techniques. Written in a light hearted way, the author walks you through everything you need to know to take charge of your own business and your life!
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- Global Civil Society: Dimensions of the Nonprofit Sector
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- History: Fiction or Science? (Chronology, No. 1)
- History: Fiction or Science? (Chronology, No. 1)
- History of Economic Thought: A Reader
- Hot Money and the Politics of Debt, Third Edition
- How Economics Forgot History: The Problem of Specificity in Social Science (Economics As Social Theory)
- I Have To Give A Presentation, Now What?!: Overcome Your Fears/Using Powerpoint/Pacing Your Presentation
Books Index
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