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应对难题
书籍

应对难题

关键谈话如何奏效

Wiley, 2012 more...

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关键特征

  • 实用性

导读荐语

行为科学家达伦·希尔、心理学家艾莉森·希尔和肖恩·理查森认为,人的行为是复杂难解的,但是人却并非如此,至少大部分人不难理解。就领导者该如何应对工作中的不愉快谈话这个问题,三位作者从语言和非语言沟通、公司重组、解雇员工和危机管理等方面进行了探讨。他们的建议简洁明了、直切要害,指出了处理棘手行为的关键所在,并未用到无济于事的流行心理学知识。这些实用的建议包括使用三点沟通法和培养成长型的思维,这样可以平息紧张局面和应对危机。本书的篇章标题俏皮而且押头韵,既能让读者获得轻松愉悦的阅读体验,同时也传递了深奥、实用的建议。本书的排版、图表、简短例子和实用列表都让人赏心悦目,这些都是干货,但并不难。getAbstract向经理人、老师、父母和其他领导者推荐这本富有启迪性的好书。

浓缩书

“基本技能”

忍耐力强的经理会直面公司的人事难题,但需要做好充足的准备。先问问自己:你是要立即处理误会还是忽略它?你是否知道非语言沟通会如何影响“不愉快的”谈话?你能否很好地应对愤怒?他人是否能通过情绪化的方式来操控你的行为?你是否对处理裁员或重组这样艰难而重大的事件充满信心?你会如何应对危机?这些问题的答案可以说明你需要在哪些方面提高,从而能够有效应对不愉快的谈话。

你可以采用“ABC模型”来弄清楚员工的行为动因,即考虑“前因”、“行为”和“后果”。“前因”指“先前的情况”,是导致有问题行为的原因。“行为”是一个人的所作作为。“后果”是行为导致的结果。大多数行为具有多重前因和后果。一旦你帮助员工找到了其行为出现的原因,就可以让他们改正其行为。通常情况下,人们不会无缘无故地出现异常行为。比如,一名平时工作勤恳的员工突然开始消极怠工,这可能是因为他的家庭出了问题。

大多数经理都知道强化和惩罚能纠正员工的行为,但这两者经常被误解。强化指采取行动以“增加某一行为发生的频率”,惩罚指“减少或根除”某一行为发生的频率。强化和惩罚可能是积极正面的,也可能是消极负面的。例如积极强化能够增加激励因素,消极强化能减少激励因素。

关于作者

达伦·希尔(Darren Hill):澳大利亚行为科学家、著名演讲家,同时也是“难题工作坊”的负责人。艾莉森·希尔(Alison Hill):注册心理学家,同时也是博主、培训讲师和咨询师。肖恩·理查森(Sean Richardson):注册心理学家,专注于高效能心理学研究,同时也是一名退役的世界级运动员。


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