Hasil Pencarian  ::  Simpan CSV :: Kembali

"Knowledge is good," preaches the inscription under the statue of college founder Emil Faber in the film Animal House. But as valid as that declamation may be at a university, in the corporate world what passes for knowledge can be a killer. Companies and teams rely on "what we know" and "the way we do things here" to speed decision making and maintain a sense of order. But progress demands change, risk taking, and occasionally, revolution. Processes must be overhauled, assumptions challenged, taboos broken. But how do you do it? Who among the group will take responsibility for a brand new initiative or unorthodox decision? Who will be willing to stand up and say, in essence, that the emperor has no clothes? As much as we laud the concept of "thinking outside of the box," most of us think it's a lot safer to stay inside. It's time to call in a "zero-gravity thinker" who is not weighed down by the twin innovation killers -- GroupThink and its close cousin, ExpertThink. Such outsiders are in plentiful supply, whether from the department down the hall, the branch office, a consulting firm or even another company. Unburdened by all the nagging issues that plague even very effective groups, the outsider will know new ways around a problem, identify possibilities where none seemed to exist, and spot potential problems before they spin out of control. According to The Innovation Killer, the right zero gravity thinker will ideally possess the following traits: Psychological distance: the most important tool of the impartial observer, it enables him or her to maintain an open mind. Renaissance tendencies: a wide range of interests, experiences, and influences more readily inspires innovative approaches. Related expertise: strength in a relevant area may lead to "intersection points" at which solutions are often found. The book helps identify when and why you should call in a collaborator, where to find one, and how you and your team can start working with him or her. There are also strategies for turning yourself into a zero-gravity thinker when it's simply not practical to bring in a true outsider. Knowledge is good, except when it trumps real innovation. Whether your team is too focused on the forest or can't see past the trees, this book will help you add the perspective you need to make the great decisions that will move your company forward."

"Do employees hate their managers? Many do, says this research-based book, which describes 30 reasons for employee attitudes ranging from indifference to outright hatred of management. Among the reasons, these employees say: they are not treated like adults, with respect for their contributions; managers don't listen to them; senior managers are incompetent and run the company poorly; their pay isn't linked to their job performance and often it's unfair; they lack sufficient resources and training to do their jobs well; they don't trust information they receive from management; they get insufficient feedback on their work performance; they have such heavy workloads and inflexible schedules that they can't find a good balance of work and personal life.The author offers solutions, not just a litany of problems. He also describes some of the underlying psychological reasons for employee discontent (for example, equity theory, which explains why people react as they do to perceived unfairness). The material is based on Katcher's proprietary research in 65 organizations and surveys of more than 50,000 employees. It also includes many stories/examples."

"This fascinating book reveals how habits are made, broken and, more than anything, manipulated. It's full of unbelievable stories, such as: The supermarket analyst who came up with a way of determining which women were pregnant before they even knew - so he could influence what they bought in his store. One day a furious father came in complaining that his 15-year-old daughter was being targeted with pregnancy products; the store apologised and considered scrapping the programme. A week later, the father returned to apologise - his daughter was, they'd discovered that morning, pregnant! Eugene, the brain-damaged patient who can't form new memories or even register what's going on."

"Customer service goals have been articulated, messages drilled, and incentive programs created. But many employees still deliver lackluster service. What does it take to get them functioning as stellar frontline representatives of the company? Rather than offering another set of tactics for improving customer service, this book takes a novel approach by rooting out the real reasons employees aren't delivering the service they should. The results can be both surprising and illuminating, such as: company culture doesn't always support service excellence; over-emphasis on cost reduction often increases the cost of service; employees are torn between doing the right thing for the customer and following policy; poor products and services can make helping the customer nearly impossible; and, employees' interests often don't align with company goals. Once core problems are identified, the book offers corrective solutions, including redirecting coaching efforts, revisiting policies and procedures, clarifying roles and responsibilities, and more. Filled with inside stories from well-known organizations and the latest scientific research, "Service Failure" helps people overcome the obstacles preventing them from doing their very best.;"