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How to Work with Just about Anyone: A 3-Step Solution for Getting Difficult People to Changeby Lucy Gill
Synopses & Reviews
THREE SIMPLE STEPS FOR TRANSFORMING YOUR WORKPLACE
Every office has them: the ever-complaining colleague...the co-worker who is constantly late for meetings...the boss who either blows up at you or blows you off...or the one person who drives everyone else totally crazy.
The problem is, the conventional methods — like repeated warnings, threats, and heartfelt discussions — for dealing with this negative behavior often don't seem to work. Drawing on a wealth of professional experience as well as forty years of research, Lucy Gill exposes the futility of these common practices and replaces them with a three-step strategy for creating a productive, conflict-free workplace:
1. Get to the heart of the matter by focusing on what the real problem is.
2. Determine what problem-solving methods to avoid so that you don't perpetuate the conflict.
3. Choose a different and even surprising approach that will solve the problem and keep it solved.
Whether you're just starting out in your career or you already have an office along the executive corridor, How to Work with Just About Anyone provides the key to success, satisfaction, and sanity in the workplace.
Includes bibliographical references (p. -200) and index.
About the Author
Lucy Gill is an internationally known authority on the prevention and management of difficult and nonproductive behavior, and is a Research Affiliate at the Mental Research Institute of Palo Alto — the only management consultant to be accorded that status. Her clients include Bank of America, Varian, Rockwell International, TRW, Sun Microsystems, and a number of Silicon Valley start-up companies. She lives in Coulterville, California.
Table of Contents
The Problems That Won't Go Away
The Care and Feeding of Problems: How Difficult Behavior Gets Reinforced
Maddening Circles of Common Sense: How We Get in the Way of Change
Just the Facts, Ma'am: Focusing on the Heart of the Matter
Tackling the Right Problem: Avoiding Bogs and Dead Ends
Shall We Not Dance: Taking the Lead
The Usual Suspects: Common-sense Solutions That Don't Work
The Ear That Doesn't Hear: Repeatedly Urging Change
You Should-Oughta-Wanna Like This: Trying to Talk Someone into Liking Your Request
One-Upsmanship: Demanding Acknowledgment That You're Right
Solution by Evasion: Using the Indirect Approach
When You Are Your Problem: Trying to Conquer Fear with Endless Preparation
Hunting Down New Solutions
Changing the Dance: Doing the Opposite, the Unexpected, the Outrageous, and the Ordinary
Ready, Set, Go: Persuading Yourself to Try Something New
Stick with a Winning Game: How to Keep a Problem Solved
If It Didn't Work: Troubleshooting Your Plan
Speeding Along the Learning Curve: And Let the Changes Begin
A Summary of the Steps
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