{"title":"Occupational and industrial psychology Books","description":"","products":[{"product_id":"elton-c-also-human-9780099510796","title":"Elton C Also Human","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eCaroline Elton was born in north London, the youngest child after her sister Liz and their older brother, Lionel, who was autistic. Originally trained as a teacher, she changed career direction and for the past 25 years has worked as a psychologist who specialises in supporting medical students and doctors. The author of \u003ci\u003eAlso Human: The Inner Lives of Doctors, \u003c\/i\u003eCaroline\u003ci\u003e \u003c\/i\u003ewas appointed as Associate Professor\/Senior Adviser at Norwich Medical school in 2022. She is married, with three children, and still lives in north London.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eAll agree there is a crisis in health care, but this book looks behind the headlines and tots up the human cost of a flawed system. Written with perceptive sympathy for the wounded healer, it is necessary reading for both doctors and patients. -- Hilary Mantel\u003cbr\u003eWith a compassionate eye for detail and a deep understanding of just how the systems we train and practice in as doctors can fail us as human beings, Caroline Elton offers a crucial and timely reminder that doctors are \u003ci\u003eAlso Human.\u003c\/i\u003e -- Atul Gawande, author of Being Mortal\u003cbr\u003eThis furious dispatch from the front line of the hospital system argues we must care for our medics more... a book that may have found its popular moment. -- Helen Rumbelow * The Times, 'Book of the Week' *\u003cbr\u003eCaroline Elton is an occupational psychologist who has worked with medics for more than 20 years. She is uniquely qualified to comment... I’d be surprised if anyone who reads it will ever look at doctors in the same light again. -- Decca Aitkenhead * Guardian *\u003cbr\u003e\u003ci\u003eAlso Human \u003c\/i\u003edescribes, through a series of case histories... the emotional and psychological problems that doctors can face. The interesting question... is how doctors overcome such feelings and carry on working, despite often having to witness, and sometimes cause, terrible suffering for our patients. At the heart of this book is the problem of how emotional resilience can be identified in prospective doctors and strengthened in practising doctors. We are fallible human beings, not omniscient gods. -- Henry Marsh * Sunday Times *","brand":"Cornerstone","offers":[{"title":"Default Title","offer_id":48732255125847,"sku":"9780099510796","price":10.44,"currency_code":"GBP","in_stock":true}]},{"product_id":"the-case-for-working-with-your-hands-9780141047294","title":"The Case for Working with Your Hands","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eIt''s time to rethink our attitudes to work.\u003cbr\u003e\u003cbr\u003eFor too long we have convinced ourselves that the only jobs worth doing involve sitting at a desk. Generations of school-leavers head for university lacking the skills to fix or even understand the most basic technology. And yet many of us are not suited to office life, while skilled manual work provides one of the few and most rewarding paths to a secure living.\u003cbr\u003e\u003cbr\u003eDrawing on the work of our greatest thinkers, from Aristotle to Heidegger, from Karl Marx to Iris Murdoch, as well as on his own experiences as an electrician and motorcycle mechanic, Matthew Crawford''s irreverent and inspiring manifesto will change the way you think about work forever.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eOne of the most influential thinkers of our time * Sunday Times *\u003cbr\u003eMasterly * Economist *\u003cbr\u003eThe best book I have read for ages ... a profound exploration of modern education, work and capitalism ... I happen to know it is in [Education Secretary] Mr Gove's in-tray ... its analysis applies with horrible precision to our education system -- Matthew d'Ancona * Telegraph *\u003cbr\u003eA philosophy of how life should be lived, how children should be educated and how economies should be run ... Full of interesting stories and thought-provoking \u003ci\u003eaperçus\u003c\/i\u003e enlivened with humour ... Important, memorable and enjoyable -- Louis de Bernières * The Times *\u003cbr\u003eA next-generation \u003ci\u003eZen and the Art of Motorcycle Maintenance \u003c\/i\u003eto rally the millions who feel emotionally disconnected from work * Financial Times *\u003cbr\u003eA powerful new book -- David Willetts, Universities and Science Minister * Telegraph *\u003cbr\u003ePersuasive and timely * The Times *\u003cbr\u003eA deep exploration of craftsmanship by someone with real hands-on knowledge. Quirky, surprising and moving -- Richard Sennett\u003cbr\u003eA stunning indictment of the modern workplace ... Crawford points in the direction of a richer, more fulfilling way of life. This is a book that will endure -- Reihan Salam * The Atlantic *\u003cbr\u003eA beautiful little book about human excellence * New York Times *\u003cbr\u003eA superb combination of testimony and reflection, and you can't put it down -- Harvey Mansfield, Professor of Government at Harvard\u003cbr\u003eA bestseller in the United States, but its critique of 'post-industrial' capitalism is equally pertinent here ... Will be enjoyed for its iconoclasm, swagger and dry humour * Telegraph *\u003cbr\u003eNo one who cares about the future of human work can afford to ignore this book -- Jackson Lears, editor of Raritan\u003cbr\u003eA masterpiece filled with surprises * Dallas Morning News *\u003cbr\u003eThe best self-help book that I've ever read. Kind of like Heidegger and the Art of Motorcycle Maintenance * Slate *\u003cbr\u003eA breakout success ... touched a big nerve, quickly becoming a national best seller and generating widespread publicity * New York Times *\u003cbr\u003eA surprise hit ... Americans, perhaps, have found their guide * Financial Times *\u003cbr\u003eWhile the specifics come from American experience, almost everything in the book also holds true for Britain -- Ian Jack * Guardian *\u003cbr\u003eMay upend your preconceptions about labour and, just maybe, cause you to rethink your career (or how you spend your weekends) ... Impassioned and profound * Washington Post *\u003cbr\u003e[A] tender, wise little volume ... Crawford is a kindred spirit -- Lionel Shriver\u003cbr\u003eElegant and humorous * The Times *\u003cbr\u003eA short book that punches hard and deserves to spark off a wide debate * Herald Scotland *\u003cbr\u003eThe sleeper hit of the publishing season * Boston Globe *","brand":"Penguin Books Ltd","offers":[{"title":"Default Title","offer_id":48732413329751,"sku":"9780141047294","price":10.44,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780141047294.jpg?v=1719996771"},{"product_id":"brave-new-workplace-designing-productive-healthy-and-safe-organizations-9780190648107","title":"Brave New Workplace Designing Productive Healthy","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eAfter a period of tremendous upheaval, it is necessary for organizations to transform alongside their employees and welcome new ways of working. While it is impossible to predict which changes will be successful, it is crucial for leaders to now ask: what should work look like to achieve productive, healthy, and safe organizations? In Brave New Workplace, Julian Barling argues that we should focus on creating environments in which employees can flourish, rather than relying on the resiliency of workers to withstand difficult working conditions. Synthesizing centuries of research from scholars such as Abraham Maslow, Fred Herzberg, and Richard Hackman, among others, Barling identifies seven elements that are key to building an exceptional workplace: high quality leadership, autonomy, belonging, fairness, growth, meaning, and safety. Throughout the book, chapters touch on pressing issues affecting today''s organizations such as working through crises, like the COVID-19 pandemic, and the impact of gender differences on people''s experiences in the workplace. Barling illustrates that small changes make a big difference in the long term--perhaps especially during the most trying times--and that effective, evidenced-based interventions are needed to achieve productive, healthy, and safe, work.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eIn his book, Brave New Workplace: Designing Productive, Healthy, and Safe Organizations, the professor of organizational behaviour argues we should focus on creating environments in which employees can flourish, rather than relying on the resiliency of workers to withstand difficult working conditions. * Linda White, Toronto Sun *\u003cbr\u003eThe book is an important contribution to the organizational science literature and should prove to be especially valuable to \"real world\" professionals seeking to fabricate all-around better places to work. * Joseph J. Hurrell Jr., Occupational Health Science  *\u003cbr\u003eHis book provides insights into the world of work, and Barling's expertise in writing makes it a great resource for individuals and organizations seeking guidance on reforming and advancing their lives and organizations. * Choice *\u003cbr\u003eThe book is an important contribution to the organizational science literature and should prove to be especially valuable to \"real world\" professionals seeking to fabricate all-around better places to work. * Joseph K. Hurrell Jr, Occupational Health Science *\u003cbr\u003eThe book is an important contribution to the organizational science literature and should prove to be especially valuable to \"real world\" professionals seeking to fabricate all-around better places to work. * Occupational Health Science *\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eChapter 1: Brave New Workplace         Chapter 2: Leadership          Chapter 3: Autonomy           Chapter 4: Belonging          Chapter 5: Fairness            Chapter 6: Growth           Chapter 7: Meaning           Chapter 8: Safety           Chapter 9: Toward Healthy, Safe and Productive Workplaces     References","brand":"Oxford University Press Inc","offers":[{"title":"Default Title","offer_id":48732540895575,"sku":"9780190648107","price":24.49,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780190648107.jpg?v=1719997345"},{"product_id":"the-surprising-science-of-meetings-9780190689216","title":"The Surprising Science of Meetings","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eA recent estimate suggests that employees endure a staggering 55 million meetings a day in the United States. This tremendous time investment yields only modest returns. No organization made up of human beings is immune from the all-too-common meeting gripes: those that fail to engage, those that inadvertently encourage participants to tune out, and those that blatantly disregard participants'' time. Most companies and leaders view poor meetings as an inevitable cost of doing business. But managers can take heart: researchers now have a clear understanding of the key drivers that make meetings successful. In The Surprising Science of Meetings, Steven G. Rogelberg, researcher and consultant to some of the world''s most successful companies, draws from extensive research, analytics and data mining, and survey interviews with over 5,000 employees across a range of industries to share the proven practices and techniques that help managers and employees enhance the quality of their meetings. For those who lead and participate in meetings, Rogelberg provides immediate direction, guidance, and relief, offering a how-to guide to change your working life starting today.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eSome of the suggestions in the book are easy to implement. Playing music or offering snacks can be a simple fix to lift mood before the meeting begins. Some, on the other hand, require some more effortful reflection, like reviewing attendee feedback on meeting quality. Fortunately, Rogelberg spares readers from the grunt work by providing templates with survey questions and response scales. What the reader needs to do is dedicate time to using those tools... In short, this is a book written for anyone who needs to run a meeting. The benefits you extract from it will depend on the amount of effort you put into applying the recommendations and the amount of buy-in you get from your meeting attendees. Even if you're not surprised by the science presented, it reminds you to re-examine the habitual aspects of meetings that normally go unquestioned. * Vanessa C. T. Nguyen and S. Bartholomew Craig, Department of Psychology, NC State University, Raleigh *\u003cbr\u003eYou know what might be more useful than sitting through an hourlong department meeting? Taking that hour to read a book about why most workplaces are doing meetings all wrong. * Business Insider *\u003cbr\u003ePointless, exhausting meetings are the bane of most employees' existence. But it does not have to be this way. In The Surprising Science of Meetings, Steven G. Rogelberg, a meetings science researcher with two decades of experience, draws from studies, corporate surveys and success stories to share how you can make meetings actually useful. * The Huffington Post *\u003cbr\u003eIf one of your New Year's resolutions is to spend less time sitting in or leading useless meetings, this book is for you. * Washington Post *\u003cbr\u003eIn workplaces around the world, meetings are where productivity and creativity go to die. Steven Rogelberg is the world's leading expert on how to fix them, and here he shares the best evidence on how we can stop wasting time and falling victim to groupthink. * Adam Grant, New York Times bestselling author of Give and Take, Originals, and Option B with Sheryl Sandberg *\u003cbr\u003eTo achieve bigger impact in your work tomorrow, you can start by making simple changes today. By highlighting the ways that we waste our own and others' time without even thinking about it, and offering solutions for transforming our workdays, Steven Rogelberg shows you how. A game-changer for leaders, this book is unlike any other written about meetings. It is intriguing, highly informative, insightful, and fun to read. * Tasha Eurich, New York Times bestselling author of Insight and Bankable Leadership *\u003cbr\u003eFinally! Evidence-based, actionable advice about improving the quality and impact of meetings. Rogelberg has written a tour de force. If you put his sage advice into action, your teams and organizations will accomplish more. * David G. Altman, Chief Operating Officer, Center for Creative Leadership *\u003cbr\u003eSteven Rogelberg has done the nearly impossible: translated solid organization science into a well-organized, readable, and often humorous book filled with evidence-based actionable steps that individuals, managers and leaders alike can apply to improve their own lives, their meetings, and ultimately the effectiveness of their organizations. * Alexis Fink, Senior Director of Talent Management, Intel *\u003cbr\u003eThis book is a must read for anyone who wants to be more effective at work, especially leaders and managers. It offers practical advice on how to harness the power of meetings while avoiding many common pitfalls. I learned some very useful tactics that I will put into practice immediately. * Janine Waclawski, SVP of Human Resources and CHRO, Global Functions and Global Category Groups, PepsiCo *\u003cbr\u003eNon-stop meetings can often be the bane of any corporate employee's existence. Steven Rogelberg's evidence-based book offers practical tips for turning these \"necessary evils\" into efficient and productive interactions that engage the hearts and minds of leaders, teams, and organizations. This book is a great resource. * Robin Cohen, Head of Human Resources, Global Finance, Johnson \u0026amp; Johnson *\u003cbr\u003eOne of the ten Leadership books to watch in 2019. * The Washington Post *\u003cbr\u003eOne of the top business books everybody will be reading in 2019. Business Insider\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003ePrefaceSECTION I: Setting the Meeting StageChapter 01: So Many Meetings and So Much FrustrationChapter 02: Get Rid of Meetings? No, Solve Meetings Through ScienceSECTION II: Evidence-Based Strategies for LeadersChapter 03: The Image in the Mirror is Likely WrongChapter 04: Meet for 48 MinutesChapter 05: Agendas Are a Hollow CrutchChapter 06: The Bigger, The BadderChapter 07: Don't Get Too Comfortable in That ChairChapter 08: Deflate Negative Energy From the StartChapter 09: No More Talking!Chapter 10: The Folly of the Remote Call-in MeetingChapter 11: Putting it All TogetherEpilogue: Trying to Get Ahead of the Science--Using ScienceTool: Meeting Quality Self-AssessmentTool: Sample Engagement Survey and 360 Feedback Questions on MeetingsTool: Good Meeting Facilitation ChecklistTool: Huddle Implementation ChecklistTool: Agenda TemplateTool: Guide to Taking Good Meeting Minutes\/NotesTool: Expectations AssessmentAcknowledgmentsReferencesIndex","brand":"Oxford University Press Inc","offers":[{"title":"Default Title","offer_id":48732543025495,"sku":"9780190689216","price":21.14,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780190689216.jpg?v=1719997354"},{"product_id":"mayo-clinic-strategies-to-reduce-burnout-9780190848965","title":"Mayo Clinic Strategies To Reduce Burnout","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eMayo Clinic Strategies to Reduce Burnout: 12 Actions to Create the Ideal Workplace tells the story of the evolving journey of those in the medical profession. It dwells not on the story of burnout, distress, compassion fatigue, moral injury, and cognitive dissonance but rather on a narrative of hope for professional fulfillment, well-being, joy, and camaraderie. Achieving this aim requires health care professionals and administrative leaders working together to create the ideal workplace-through nurturing positivity and pushing negativity aside. The ultimate aspiration is esprit de corps-the common spirit existing in members of a group that inspires enthusiasm, devotion, loyalty, camaraderie, engagement, and strong regard for the welfare of the team and of common interests and responsibilities. Mayo Clinic Strategies to Reduce Burnout: 12 Actions to Create the Ideal Workplace provides a road map for you to create esprit de corps for your team and organization. The map is paved with information about reliable, patient-centered, and thoughtful systems embedded within psychologically safe and just cultures. The authors drew on their extensive research on the well-being of health care professionals; from their experience in quality, department operations, leadership and organization development, management, safe havens, and care teams; and from their roles as president, chief wellness officer, chief quality officer, chair, principal investigator, senior fellow, and board director.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eDrs. Swenson and Shanafelt provide the medical community with a practical how-to guide for improving professional fulfillment. Their book is chock full of compelling data, useful conceptual frameworks, and step-by-step guidance that will prove invaluable to organizations committed to improving the conditions where joy, purpose, and meaning in work are possible. Over the past two decades healthcare has evolved into a very transactional model; this book demonstrates that healthcare is also a relational enterprise. Imagine a future where patients receive care from a workforce empowered to meet the professional aspirations that attracted them to medicine in the first place. Such a future is possible!\" * Christine A. Sinsky, MD, FACP, VP of Professional Satisfaction, American Medical Association   *\u003cbr\u003eThis book diagnoses and treats the next big challenge in health care around the world…the wellbeing of our workforce. We already know that healthcare is about best care, best health, and best value, but Steve and Tait have been teaching us for years that there is something underpinning everything - how we treat ourselves and our workforce. In this book they take that learning and share it with the world. It is essential reading for anyone who leads and anyone who cares about patients and families. I'm grateful personally for what they have taught me, and I am delighted others can now share in their practical wisdom.\" * Professor Jason Leitch, CBE, National Clinical Director of Healthcare Quality and Strategy, Scotland   *\u003cbr\u003eAmong the complex dimensions of human resilience, hope is paramount. Swensen and Shanafelt remind us that hope, manifest as “positivity” for our patients, and our own well-being are inextricably linked. In providing a coherent blueprint for the work environment that promotes esprit de corps, this work reminds us that healthcare, in its mission to serve humanity, would do well to refocus on organizational culture as an overarching imperative.\" * Jeffrey Balser, President and CEO, Vanderbilt University Medical Center, Dean, Vanderbilt University School of Medicine, and Co-chair, Blue Ridge Group 2018 Report on Clinician Burnout   *\u003cbr\u003eThis book is required reading for every leader in health care today. The challenges we face - building multigenerational and multicultural teams, engaging patients and families in co-producing care and health, keeping up with the rapidly changing science and technology in health care today - can be overwhelming. The practical framework and roadmap here are proven ways for leaders to keep our promises to our patients and our care teams.  Our patients and our teams deserve leaders who live every bit of this book's ideas.\" * Maureen Bisognano, President Emerita and Senior Fellow, Institute for Healthcare Improvement, Boston, MA   *\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eSection I: Foundation   1. Introduction   2. Consequences of Professional Burnout   3. Drivers of Burnout and Engagement   4. The Business Case   5. Quality Shortfalls From Health Care Waste: A Unifying Root Cause of Burnout   Section II: Strategy   6. The Blueprint for Cultivating Esprit de Corps   7. Ideal Work Elements   8. Getting Senior Leadership on Board   9. Assessment   Section III: Execution   10. The Three Action Sets of the Intervention Triad: Evidence-based Strategies for Reducing Burnout and Promoting Esprit de Corps   11. Agency Action Set: Introduction   12. Agency Ideal Work Element: Partnership   13. Agency Ideal Work Element: Trust and Respect   14. Agency Ideal Work Element: Control and Flexibility   15. Agency Action: Measuring Leader Behaviors   16. Agency Action: Removing Pebbles   17. Agency Action: Introducing Control and Flexibility   18. Agency Action: Creating a Values Alignment Compact   19. Coherence Action Set: Introduction   20. Coherence Ideal Work Element: Professional Development and Mentorship    21. Coherence Ideal Work Element: Fairness and Equity   22. Coherence Ideal Work Element: Safety   23. Coherence Action: Selecting and Developing Leaders   24. Coherence Action: Improving Practice Efficiency   25. Coherence Action: Establishing Fair and Just Accountability   26. Coherence Action: Forming Safe Havens   27. Camaraderie Action Set: Introduction   28. Camaraderie Ideal Work Element: Community at Work and Camaraderie   29. Camaraderie Ideal Work Element: Intrinsic Motivation and Rewards   30. Camaraderie Action: Cultivating Community and Commensality   31. Camaraderie Action: Optimizing Rewards, Recognition, and Appreciation   32. Camaraderie Action: Fostering Boundarylessness   33. Applying the Action Sets to Address the Unique Needs of Medical Students, Residents, and Fellows   34. Nurturing Well-Being   Section IV: The Journey   35. Summary   36. Conclusion  Index","brand":"Oxford University Press Inc","offers":[{"title":"Default Title","offer_id":48732544008535,"sku":"9780190848965","price":34.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780190848965.jpg?v=1719997360"},{"product_id":"psychosocial-occupational-health-9780192887924","title":"Psychosocial Occupational Health","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eWork and employment are central to people''s lives, health, and wellbeing. Through participation in the labour market, income and related life chances are improved, social protection and security are strengthened, and important psychological and social needs are met, such as striving for skill development, autonomy, social recognition, and social belonging. Yet, globally, only a minority of working people experience these favourable conditions. In developing countries, substantial parts of the population are excluded from paid work, or are confined to informal, poor, and dangerous work. In developed countries, adverse working and employment conditions contribute to a burden of disease. With the advent of economic globalisation and ground-breaking technological innovations, new occupational health risks have emerged, such as stressful high psycho-mental work pressures, increased job insecurity and flexibility, and widely prevalent social tensions and conflicts. These risks are aggravate\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003ePart I:  General background 1: Psychosocial occupational health: A new perspective 2: The changing nature of work and employment in modern societies Part II: Assessing psychosocial work environments and their relationship with health 3: Theoretical concepts of psychosocial work 4: Measurement methods, data collection and study designs 5: Data analysis and statistical modelling Part III: Effects of work on health 6: Evidence from cohort studies 7: Evidence on psychobiologic pathways Part IV: Effects of health on work 8: Working with a disease or disability 9: Organisational contexts and social change in rehabilitation Part V: Prevention - the policy dimension 10: Prevention and health promotion at work: the organisational level 11: Healthy work in a national and international perspective","brand":"Oxford University Press","offers":[{"title":"Default Title","offer_id":48732610724183,"sku":"9780192887924","price":39.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780192887924.jpg?v=1719997641"},{"product_id":"exposing-pay-pay-transparency-and-what-it-means-for-employees-employers-and-public-policy-9780197628164","title":"Exposing Pay Pay Transparency and What It Means","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eAt work, your salary is more than a paycheck—it becomes a symbol of your status and worth. Although pay has long been a secret, Peter Bamberger's pathbreaking research makes the case that we might want to bring it out in the open. In this authoritative book, he covers the state of the science on when it's wise to be transparent about pay—and how to do it. * Adam Grant, Saul P. Steinberg Professor of Management and Psychology at Wharton, #1 New York Times bestselling author of THINK AGAIN *\u003cbr\u003eNo doubt that money shapes actions. This simple maxim has led to complex ideas and practices. Peter Bamberger masterfully turns this complexity into timely, relevant, and accurate information choices on how pay can signal the right actions through appropriate transparency. He weaves together research, practices, and tools that will improve pay practices. * Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan, Partner, The RBL Group *\u003cbr\u003ePay transparency practices, ranging from enforced secrecy to the full disclosure of pay, are both controversial and important for employees, employers, and society. Peter Bamberger's comprehensive, balanced, and thoughtful review of a growing body of relevant empirical evidence, along with specific examples, provides information useful for anyone thinking about this important topic. * Jeffrey Pfeffer, Thomas D. Dee II Professor of Organizational Behavior, Stanford's Graduate School of Business and author of Dying for a Paycheck *\u003cbr\u003eExposing Pay is essential reading for business leaders navigating the ever-increasingly complex dynamics of employee remuneration. As a world's foremost thought leader on pay transparency, Dr. Peter Bamberger artfully brings together a decade of research, company learnings and their implications in a book to help you quickly get smart(er) on this pivotal aspect of the employment experience. * Dr. Angela Beatty, Global Head of Talent, Rewards \u0026amp; Experience, Accenture *\u003cbr\u003eAn enlightening and evidence-based review of research and best practice around pay transparency. Read this before your share your pay stub. * David Burkus, Author of Leading From Anywhere, and TED Speaker on \"Why you should know how much your coworkers get paid\" *\u003cbr\u003eIs pay transparency good or bad? In \"Exposing Pay,\" Peter Bamberger offers a balanced and practical perspective on this increasingly vital issue, drawing on decades of research with clear implications for today's challenges. It's a must-read for leaders, workers, scholars, students and analysts. * John W. Boudreau, Professor Emeritus of Management and Organization and a Senior Research Scientist with the Center for Effective Organizations, at the Marshall School of Business, University of Southern California. Founder of CHREATE, the Global Consortium to Reimagine HR, Employment Alternatives, Talent and the EnterpriseAuthor of Work Without Jobs and Investing in People. *\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003ePreface: Were It Only So Simple  Chapter 1: The Historical and Legal Context of Pay Communication  Chapter 2: Pay Communication: Core Concepts and Theoretical Underpinnings   Chapter 3: Pay Transparency and Employee Perceptions, Attitudes, and Behavior  Chapter 4: The Impact of Pay Transparency on the Firm  Chapter 5: Societal-level Implications of Pay Transparency  Chapter 6: Employee Pay Disclosure  Chapter 7: Tales from the Trenches: Three Companies, Three Approaches to Pay Transparency  Chapter 8: Policy Implications and Research Challenges","brand":"Oxford University Press Inc","offers":[{"title":"Default Title","offer_id":48732662006103,"sku":"9780197628164","price":24.49,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780197628164.jpg?v=1719997845"},{"product_id":"dont-sweat-the-small-stuff-at-work-9780340748732","title":"Dont Sweat the Small Stuff at  Work","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eMost people spend at least 40 hours a week in the office, and constant deadlines, heavy workloads, and daily dilemmas can make working a stressful experience.  In his new book, Richard Carlson shows readers how to interact more peaceably and joyfully with colleagues, clients and bosses.  He reveals tips such as planning what you''re going to say in a meeting or presentation, taking a deep breath before reacting to a co-worker''s criticism, and asking for a raise in the most effective way possible.  Transforming your outlook at the office will not only ease stress in the workplace, it will also lead to a happier life at home.  Written in Carlson''s warm, appealing style, Don''t Sweat the Small Stuff at Work is certain to be an inspirational bestseller to the thousands who loved his previous books.","brand":"Hodder \u0026 Stoughton","offers":[{"title":"Default Title","offer_id":48733610377559,"sku":"9780340748732","price":10.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780340748732.jpg?v=1720000831"},{"product_id":"the-art-of-happiness-at-work-9780340831205","title":"The Art Of Happiness At Work","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eOf the many Dalai Lama titles on sale, THE ART OF HAPPINESS - written with western psychiatrist Howard Cutler - is by far the biggest bestseller of them all.  A huge international success, it has sold over 2 million copies worldwide, with nearly 300,000 of these in the UK alone.  Now, this inspirational new book brings the successful East-meets-West pairing together again to provide a practical application of Tibetan Buddhist spiritual values to the world of work.\u003cbr\u003e\u003cbr\u003eIn this wise and practical book, the Dalai Lama shows us how to place our working lives into the context of our lives as a whole.  Rather than striving to find a role which suits us, we should allow our work to arise naturally from who we are - and what is most important to us.  From here we reach a pathway that can lead us to true life fulfilment and purpose.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e'If you're dissatisfied at work, or are finding it hard to understand your true calling, this book is for you... Cutler puts into practice the basic principles of the Dalai Lama that can be applied in all areas of your life. THE ART OF HAPPINESS AT WORK is very readable'. * \u003ci\u003eBe Unlimited\u003c\/i\u003e *","brand":"Hodder \u0026 Stoughton","offers":[{"title":"Default Title","offer_id":48733614080343,"sku":"9780340831205","price":10.44,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780340831205.jpg?v=1720000850"},{"product_id":"sensemaking-9780349142258","title":"Sensemaking","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003e\u003cu\u003eA \u003ci\u003eFINANCIAL TIMES \u003c\/i\u003eBUSINESS BOOK OF THE MONTH (APRIL 2017)\u003c\/u\u003e\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eHumans have become subservient to algorithms. Every day brings a new \u003ci\u003eMoneyball\u003c\/i\u003e fix - a maths whiz who will crack open an industry with clean fact-based analysis rather than human intuition and experience. As a result, we have stopped thinking. Machines do it for us. \u003cbr\u003e\u003cbr\u003eChristian Madsbjerg argues that our fixation with data often masks stunning deficiencies, and the risks for humankind are enormous. Blind devotion to number crunching imperils our businesses, our educations, our governments, and our life savings. Too many companies have lost touch with the humanity of their customers, while marginalising workers with arts-based skills. \u003cbr\u003e\u003cbr\u003eContrary to popular thinking, Madsbjerg shows how many of today''s biggest success stories stem not from ''quant'' thinking but from deep, nuanced engagement with culture, language, and history. He calls his method \u003ci\u003esensemaking\u003c\/i\u003e. \u003cbr\u003e\u003cbr\u003eIn thi\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eAt Ford, we believe the key to creating products and experiences that truly make people's lives better is to deeply understand our customers. Technology alone isn't enough. So we've changed our product development process to focus on the customer experience--and not just the vehicle itself. In \u003ci\u003eSensemaking\u003c\/i\u003e, Christian Madsbjerg explains with depth and structure how this is done.\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003eThis is essential reading for anyone in the world of business and everyone with a concern for how human beings make sense of their world. Highly recommended.\u003cp\u003e\u003c\/p\u003eCompanies must master not just big data, but thick data - insight into culture, history, and the social structures underlying human behaviour. \u003ci\u003eSensemaking\u003c\/i\u003e is the road map for how this works, and it is essential reading for anyone looking to thrive in a world of digital disruption.\u003cp\u003e\u003c\/p\u003eMadsbjerg's \u003ci\u003eSensemaking\u003c\/i\u003e is a powerful defense of human intelligence to solve problems. Anyone who dreams of leading a company should read it - and heed his wonderfully contrarian advice.\u003cp\u003e\u003c\/p\u003eWith roots in Aristotle, \u003ci\u003eSensemaking\u003c\/i\u003e calls on humanists to reinterpret their contribution while showing others how they cannot do without it. It is a book of the first importance.\u003cp\u003e\u003c\/p\u003eProducing a mixture of how-to text and trenchant philosophy, Madsbjerg illustrates his formula for problem-solving with rich, captivating anecdotes, many of them mini case studies. - Kirkus","brand":"Little, Brown Book Group","offers":[{"title":"Default Title","offer_id":48733657694551,"sku":"9780349142258","price":12.34,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780349142258.jpg?v=1720001067"},{"product_id":"grant-a-originals-9780753556993","title":"Grant A Originals","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eWINNER of the \u003c\/b\u003e\u003cb\u003eChartered Management Institute''s (CMI''s) Mangement Book of the Year Awards 2017, JP Morgan''s Best Summer Read 2018, and a \u003c\/b\u003e\u003cb\u003e#1\u003ci\u003e New York Times \u003c\/i\u003eBestseller!\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eExtraordinary' \u003ci\u003eJJ Abrams\u003c\/i\u003e\u003cbr\u003eFascinating' \u003ci\u003eArianna Huffington\u003c\/i\u003e\u003cbr\u003eInspire creativity and change' \u003ci\u003eRichard Branson\u003c\/i\u003e\u003cbr\u003eOne of my favourite thinkers' \u003ci\u003eMalcolm Gladwell\u003c\/i\u003e\u003cbr\u003eMasterful' \u003ci\u003ePeter Thiel\u003c\/i\u003e\u003cbr\u003eOne of the great social scientists of our time' \u003ci\u003eSusan Cain\u003c\/i\u003e, bestselling author of \u003ci\u003eQuiet\u003c\/i\u003e\u003cbr\u003eFresh research, counter-intuitive insights, lively writing, practical calls to action' \u003ci\u003eThe Financial Times\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003c\/b\u003eThe \u003ci\u003eNew York Times\u003c\/i\u003e bestselling author examines how people can drive creative, moral, and organisational progressand how leaders can encourage originality in their organisations.\u003cbr\u003e\u003cbr\u003eHow can we originate new ideas, policies and practices without risking it all?  Adam Grant shows how to improve the world by championing novel ideas and values that go against the grain, battling conformity, and bucking outdated traditions. \u003cbr\u003e\u003cbr\u003eUsing surprising studies and stories spanning business, politics, sports, and entertainment, Grant explores how to recognize a good idea, speak up without getting silenced, build a coalition of allies, choose the right time to act, and manage fear and doubt. Parents will learn how to nurture originality in children, and leaders will discover how to fight groupthink to build cultures that welcome dissent.\u003cbr\u003e\u003cbr\u003eTold through dazzling case studies of people going against the grain, you'll encounter an entrepreneur who pitches the reasons not to invest, a woman at Apple who challenged Steve Jobs from three levels below, an analyst who challenged secrecy at the CIA, a billionaire financial wizard who fires employees who don't criticize him, and the TV executive who saved \u003ci\u003eSeinfeld \u003c\/i\u003efrom the cutting room floor. \u003ci\u003eOriginals\u003c\/i\u003e will give you groundbreaking insights about rejecting conformity and how to change the world.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eORIGINALS is one of the most important and captivating books I have ever read, full of surprising and powerful ideas. It will not only change the way you see the world; it might just change the way you live your life. And it could very well inspire you to change your world. * Sheryl Sandberg, bestselling author of LEAN IN *\u003cbr\u003eReading ORIGINALS made me feel like I was seated across from Adam Grant at a dinner party, as one of my favorite thinkers thrilled me with his insights and his wonderfully new take on the world. * Malcolm Gladwell *\u003cbr\u003eAfter launching hundreds of businesses—from airlines to trains, music to mobile, and now a spaceline—my biggest challenges and successes have come from convincing other people to see the world differently. ORIGINALS reveals how that can be done and will help you inspire creativity and change. * Sir Richard Branson *\u003cbr\u003eThis extraordinary, wildly entertaining book sheds new light on the Age of Disruption. What does it take to make a meaningful difference? And how can you apply this insight to your own life? By debunking myths of success stories, challenging long-held beliefs of process, and finding commonality among those who are agents of profound change, Adam Grant gives us a powerful new perspective on not just our place in the world, but our potential to shake it up entirely. * JJ Abrams, director of Star Wars: The Force Awakens, co-creator and executive producer of Lost, and cofounder of Bad Robot *\u003cbr\u003eAdam Grant is one of the great social scientists of our time * Susan Cain, author of QUIET *","brand":"Ebury Publishing","offers":[{"title":"Default Title","offer_id":48737037156695,"sku":"9780753556993","price":11.69,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780753556993.jpg?v=1723810921"},{"product_id":"leading-contemporary-organizations-9781107162266","title":"Leading Contemporary Organizations","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eWhy do organizations fail? What hinders otherwise responsible leaders from recognizing looming disasters? What prevents well-intentioned people from responding properly to an emerging crisis? Using systems psychodynamics to analyze an array of international crises, Amy L. Fraher explores ethical challenges at Silicon Valley tech companies, the Wall Street implosions that led to the 2008 financial industry crash, and a wide range of social crises, policy failures, and natural disasters, offering a crisis management philosophy applicable in diverse settings. Rather than viewing crises as anomalies that cannot be anticipated, Fraher persuasively argues that crises can, and should, be embraced as naturally occurring by-products of any organization''s change management processes. If leaders do not proactively manage organizational change, they will inevitably manage crisis instead. This accessible textbook will appeal to business students and researchers studying leadership, change and crisis, as well as progressive-minded business leaders keen to improve their own organizations.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e'This is a 'must read' book for anyone interested in how crises arise, how they need to be understood, and how they can be managed. Taking a multidisciplinary approach and a psychodynamic perspective, Fraher combines scholarly rigour with practical relevance to provide critical insights into processes of organizing, organizational change, and leadership relevant to scholars, practitioner and students alike.' Andrew Brown, University of Bath\u003cbr\u003e'Fraher's book challenges us all to think differently about crisis as a manifestation of change and therefore an everyday concern for both business scholars and practitioner leaders alike.' Layla Branicki, Macquarie Business School\u003cbr\u003e'A wide ranging and up to date critique of traditional approaches to crisis, and a constructive alternative to the latter. It should be on the reading list of all interested in, or faced with, leading in crises.' Keith Grint, University of Warwick\u003cbr\u003e'Using her personal experience of major crises including a memorable account of piloting a commercial plane on 9\/11, the author demonstrates that crisis is an inevitable feature of contemporary life and something that all organizations are called to face from time to time. Crisis results from our inability to cope with conditions of extreme change and unpredictability that trigger explosive feelings of anxiety. Her analysis of denial and scapegoating as the psychological default responses to anxiety makes this book essential reading for scholars and students of organizations but also for organizational leaders, consultants and followers willing to look beyond the blame game.' Yiannis Gabriel, Emeritus Professor, University of Bath\u003cbr\u003e'This is a much needed contribution offering an in- depth understanding how leadership works and why it fails. The volume by Fraher is theoretically sophisticated and highly readable – an indispensable guide for scholars and practitioners alike.' Marianna Fotaki, University of Warwick\u003cbr\u003e'All CEOs and Risk and Crisis leaders within organizations should read this thought provoking book. Amy dissects a wide range of contemporary crises in a critical manner and helps explain why most of these could have been avoided.' Brian McGarrie, Director, Part Time BSc Business Management Programme (Singapore), University of Birmingham\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003ePreface; Crisis case studies; 1. Irrationality and crisis; 2. Leadership and crisis; 3. Change and crisis; 4. Hubris and crisis; 5. Sensemaking and crisis; 6. Ethics and crisis; 7. Identity and crisis; 8. Policy and crisis; 9. Power and crisis; 10. Paradox and crisis; Endnotes; References; Index.","brand":"Cambridge University Press","offers":[{"title":"Default Title","offer_id":48738244723031,"sku":"9781107162266","price":85.49,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781107162266.jpg?v=1723811853"},{"product_id":"give-yourself-a-nudge-9781108715621","title":"Give Yourself a Nudge","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eDecision-making is the best way to actively improve anything in your personal and professional life, or in any business or organization. This book presents and illustrates several fundamental ideas and offers procedures that nudge you to improve your decision-making skills and guide you to make smarter decisions.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e'Even though people make hundreds of choices each day, they rarely consider how to improve their decision-making skills. A good place to start is to read Ralph Keeney's new book, which is chock-full of wisdom, stories, and highly practical advice. By the time you finish it, you will have the author whispering in your ear the next time you face a big decision.' Richard H. Thaler, University of Chicago, co-author of Nudge, and winner of the 2017 Nobel Prize in Economic Sciences\u003cbr\u003e'Please 'give yourself a nudge' to read this book. If you are not yet sure how, you soon will be. Decision-making really is a learnable skill and Ralph Keeney is a master teacher with compelling examples, exercises, concepts, and steps to share.' Daniel Goroff, Vice President and Program Director, Alfred P. Sloan Foundation\u003cbr\u003e'Read this book to build your wealth or bolster your health. Using practical advice wrapped in accessible language, distinguished decision-making expert Ralph Keeney explains how to identify and analyze critical decisions in your life, how to enrich your set of alternative choices, and how to value possible outcomes. It is precisely the primer you need to foster better choices in your professional or personal life.' Richard Zeckhauser, Frank P. Ramsey Professor of Political Economy, Harvard University\u003cbr\u003e'Ralph Keeney introduces an innovative perspective: don't try to select the best option when facing a choice, but create better choices. Be your own choice architect! The book provides plenty of evidence and convincing arguments for this claim and is a must-read for anyone who wants to improve their decision-making skills.' Ortwin Renn, Scientific Director, Institute for Advanced Sustainability Studies, Potsdam, Germany\u003cbr\u003e'This book details innovative, yet practical, gems to nudge you toward making better choices that will undoubtedly enhance the quality of your life. Without grasping such life-enhancing opportunities, you will be at the mercy of life 'as it happens'.' James M. Tien, Distinguished Professor and Dean Emeritus of the College of Engineering, University of Miami, and Foreign Secretary, National Academy of Engineering\u003cbr\u003e'In this exceptionally readable and interesting book, Ralph Keeney highlights ways that we all can use to improve our decision-making process by using our values and objectives to create and compare different alternatives. You will be rewarded personally by following the guidelines from this book.' Howard Kunreuther, Co-Director of the Wharton Risk Management and Decision Processes Center and James G. Dinan Professor Emeritus of Decision Sciences and Public Policy, University of Pennsylvania\u003cbr\u003e'Ralph Keeney's new book is an inspiring nudge to us all; he coaches us to keep giving ourselves nudges to make better decisions. The book is packed with ideas for designing better alternatives based on what matters to you.' L. Robin Keller, University of California, Irvine\u003cbr\u003e'When we can't have one of the world's leading decision analysts at our side when making the choices vital to our lives, the next best thing is to heed Ralph Keeney's advice about what really matters in defining the decision we face, specifying our objectives, and creating better alternatives to consider.' Paul Slovic, President of Decision Research and Professor of Psychology, University of Oregon\u003cbr\u003e'Ralph Keeney has distilled a distinguished career's insights into a practical guide to decision-making that produces creative, rich results. This essential book encourages us to 'nudge' ourselves towards embracing decision opportunities and expanding the range of alternatives to consider.' Ken Peterson, Board Chair, BC Hydro\u003cbr\u003e'Facing complicated decisions? Read this book to learn how to move from confusion to clarity and make smarter decisions.' Detlof von Winterfeldt, University of Southern California, and Director, Center for Risk and Economic Analysis of Terrorism Events\u003cbr\u003e'No one has more hands-on experience than Ralph Keeney about what it takes for each of us to take charge of our lives. In a book full of instructive anecdotes, the author distills a career's worth of insight that will move you - finally - to action.' David E. Bell, Harvard University\u003cbr\u003e'Learn to consider your goals and values before any important decision, and take advantage of decision opportunities. Ralph Keeney has done a great service in making this kind of advice available to the general public, which previously was available only from expensive decision consultants.' Vicki Bier, Decision Analyst, University of Wisconsin, Madison\u003cbr\u003e'Making better decisions is the best way to improve your business and your life. Ralph Keeney, a globally recognized expert in decision analysis, provides a practical approach to decision-making by applying scholarly research to how we live and work.' Bill Klimack, Decision Analysis Manager\u003cbr\u003e'Give Yourself a Nudge is filled with real-life examples and amazing analyses of social, personal, and organizational dynamics. These segments of the book show you the strategy in action and provide a good, realistic frame for future self-assessment.' Lucia Grosaru, Psychology Corner\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e1. Nudge yourself to make better decisions; 2. Your decisions and your life; 3. Making value-focused decisions; 4. Defining your decision; 5. Identifying your values; 6. Creating alternatives; 7. Identifying decision opportunities; 8. Obtaining authorization to select alternatives controlled by others; 9. Becoming a value-focused decision-maker; 10. Enhancing the quality of your life; 11. Useful perspectives on decision-making; Appendix. Evaluating alternatives and making a decision.","brand":"Cambridge University Press","offers":[{"title":"Default Title","offer_id":48738328215895,"sku":"9781108715621","price":17.99,"currency_code":"GBP","in_stock":true}]},{"product_id":"cultures-consequences-9780803973244","title":"Cultures Consequences","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003ci\u003e\u003c\/i\u003e\u003cp\u003eAn important, sophisticated and complex monograph . . . Both the theoretical analysis and the empirical findings constitute major contributions to cross-cultural value analysis and the cross-cultural study of work motivations and organizational dynamics. This book is also a valuable resource for anyone interested in a historical or anthropological approach to cross-cultural comparisons.\u003cbr\u003e--PERSONNEL PSYCHOLOGY\u003c\/p\u003e--PERSONNEL PSYCHOLOGY\u003cp\u003eThe \u003cb\u003eSecond Edition\u003c\/b\u003e of this classic work, first published in 1981 and an international best seller, explores the differences in thinking and social action that exist among members of more than 50 modern nations. Geert Hofstede argues that people carry mental programs which are developed in the family in early childhood and reinforced in schools and organizations, and that these programs contain components of national culture. They are expressed most clearly in the different values that predominate among people from different countrie\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003e\"An important, sophisticated and complex monograph. . . . Both the theoretical analysis and the empirical findings constitute major contributions to cross-cultural value analysis and the cross-cultural study of work motivations and organizational dynamics. This book is also a valuable resource for anyone interested in a historical or anthropological approach to cross-cultural comparisons.\" \u003c\/p\u003e -- PERSONNEL PSYCHOLOGY\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eValues and Culture Data Collection, Treatment and Validation Power Distance Uncertainty Avoidance Individualism and Collectivism Masculinity and Femininity Long versus Short-Term Orientation Cultures in Organizations Intercultural Encounters Using Culture Dimension Scores in Theory and Research","brand":"SAGE Publications Inc","offers":[{"title":"Default Title","offer_id":48738476720471,"sku":"9780803973244","price":143.0,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780803973244.jpg?v=1720048696"},{"product_id":"restorative-practice-at-work-six-habits-for-improving-relationships-in-healthcare-settings-9781785836893","title":"Restorative Practice at Work: Six habits for","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eWritten by Lesley Parkinson,Restorative Practice at Work: Six habits for improving relationships in healthcaresettingsdemonstrates how anyone working in healthcare can draw on restorative practice to develop six habits that improve relationships and help to foster compassionate and inclusive workplace cultures\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eThis book is a refreshing and important addition to the field of restorative practice because it has been written with a clear understanding that restorative practice does not exist on the page or in a training room but in the real-life context of professionals, practitioners, young people and families. Many books do not make that transition possible and the result is individuals, having been inspired by what they have read, cannot then put the theory into practice. The metaphor of habits (here, six restorative habits) offers a scaffolding to explore theory and, more importantly, apply it to the individual's context. Alongside the theoretical inputs, there are activities within each section of the book that will enable the reader to not only self-reflect, but also reflect about self within the organisation in which they might work. The use of supportive anecdotes, provided by a wide range of health staff, will also enable readers to get a feel for what developing and living with these habits is like.Parkinson says, 'I want this book to make a notable, positive difference to your daily workplace experience ... [regardless of your] role in healthcare.' I think this book can and will do that for those who read and apply its six restorative habits to their daily personal and professional lives.Chris Straker\u003cbr\u003eThose who work in the broad fields of restorative practice know that its applicability is limited only by our imaginations and opportunities. Lesley Parkinson has written a compelling, practical, easily digestible book about the application of restorative practice in healthcare. This book reflects her deep understanding of issues like voice, psychological safety and trust in workplace relationships, and implementation and support of this philosophy across teams. She has done the careful research needed to support her arguments, and offers the gift of naming, describing and using the six restorative habits (with examples from the field) so they can be embedded into unconscious competence, used daily in both professional and personal settings - moving the explicit into the implicit - to become 'how we do things around here'. The themes in this book have much greater application and would be helpful for anyone in any workplace.Margaret Thorsborne\u003cbr\u003eI was delighted to read this book. I think it is particularly apt that this practice has been shared within our trust, and especially now, when we have all recently had the most isolation, mentally and physically, from family and colleagues that many of us have ever experienced, due to the pandemic. The six habits are set out succinctly and clearly, and compassionately assess situations that may occur - with a clear aim for supportive resolution and improved healthcare.The circle meetings are a very welcome initiative after the necessity of endless TEAM meetings - a very practical way to break down barriers and work towards a psychologically safe and good culture.Here is a reference guide that any team member, whatever their role, would be glad to have nearby, and one that they can dip into for reminders and guidance.I think this publication is particularly relevant to the work we do as Freedom to Speak Up Guardians, where we can be faced with difficult and highly emotionally charged conversations that will benefit from a measured structure of restorative enquiry to ensure the psychological safety that is needed to make speaking up everyday practice.Heather Bruce\u003cbr\u003eI applaud Lesley Parkinson for wanting to help teams and individuals find a positive way to face the future. It can sometimes be a difficult task to inspire a jaded and overworked team to try something different. Working in a team, there is nothing more dispiriting or disheartening than when presenting an idea or concern, it is not then followed up or is treated with distain. The book provides great background research which proves that putting the work into providing the tools to restorative practice is worth the effort. Once a team has gelled together, sharing the same motivations and responsibilities, they will work better and look out for each other more. l like the moments set aside to think and add personal insights into the narrative. The mountain illustration gives a helpful insight, cleverly highlighting that if you are feeling good or bad, you act differently towards the people you are in contact with at any time - and them with you. This in turn defines how your interactions and relationships can be good or bad. The relational window makes each person think about the way they deal with everyday things with a better perspective, which helps managers work with the team better and makes the team members more amenable to assisting each other with any issues.In my opinion, the improvements that could be made by following these six habits - in a workplace setting and taken outside work into a personal setting - mean that this book is well worth your time.Janet Yeadon\u003cbr\u003eAs always, and as I have found out over many years of local government work, building and nurturing meaningful and sound relationships is the key to success and productivity - breaking down those behavioural barriers that colleagues build up at all levels of the organisation, through knowledge and the skilful application of sound restorative approaches. Sounds easy, but it takes some time to understand your own barriers, impact upon self of the work you undertake and how that impacts on others. This book, written in simple plain language for what is a vast psychological and behavioural minefield at times, helps the reader understand what a restorative approach is and how it can be applied to everyday occurrences and events, including in the workplace. Lesley deals mainly with NHS scenarios in this book, but this approach can be used in all workplace settings, at all levels, including working with children. When used and applied, the restorative principles (or habits) do change mindsets, reduce stressful and potentially harmful situations, and make working in a team or organisation happier and healthier for all - as well as ensure the best outcomes for a child and their family. It's seeing the behaviour or response and not applying it to the person as being wrong or deceitful, and always looking for the solution, that really counts - and works, as time has shown us! In local authorities, most will have a practice model that is strengths-based and family focused, as well as using a trauma-informed approach when working with children and their families - a restorative practice approach fits well with these models and applying the restorative principles creatively only enhances what are already tried, tested and research-rich ways of working.Irene Livingstone\u003cbr\u003eA much-needed insight into restorative practice in the world of healthcare, and how interactions in our teams every day make a tangible difference to the care and safety of patients. The tried-and-tested practical focus of this workbook will give readers the power to enact change themselves, and start to create real, lasting psychological safety with diverse teams, in every sense of the word. In a post-COVID-19 world where healthcare staff are experiencing high pressure and chronic burnout, Lesley's people-centred approach could revolutionise the way that we approach patient safety in the NHS. I thoroughly enjoyed reading this book and have no doubt that it will deliver huge impact to teams across the healthcare sector.Hannah Chandisingh\u003cbr\u003eRestorative Practice at Work is a thoughtful, reflective and highly practical guide to facilitating contentedness and effectiveness in the workplace. Drawing on insights from a range of theories and ideas, Lesley Parkinson provides an evidence-based set of six practices to be explored by individuals and teams. Complete with tools and real-life examples, the practices facilitate working through the nature of problems at work (for example, exploring thoughts, feelings and relationships), and finding solutions of benefit all round. The book will be of particular interest to those working in health and social care, but the foundations apply to all workplace settings.Anthony Kessel\u003cbr\u003eThis is an excellent read. It documents really well the improvement journeys and real experiences of the colleagues who have taken part and benefitted from the restorative practice pathway.Sarah Jones\u003cbr\u003eOrganisational leaders seeking better performance outcomes are increasingly paying attention to the social and relational aspects of change. Put simply, relationships matter. Lesley Parkinson's Restorative Practice at Work offers a timely and accessible guide to the why and how of developing better work-based relationships via six habits of restorative practice that ultimately foster better performance outcomes. Essential reading for anyone interested in leadership, culture, innovation and improvement.Nicola Burgess","brand":"Crown House Publishing","offers":[{"title":"Default Title","offer_id":48741388517719,"sku":"9781785836893","price":21.02,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781785836893.jpg?v=1720057426"},{"product_id":"british-psychology-in-crisis-a-case-study-in-organisational-dysfunction-9781800131842","title":"British Psychology in Crisis: A Case Study in","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eRiven by poor governance and outright corruption, the British Psychological Society (BPS) may now be in terminal decline. Individual members have left it in despair and some groups (for example clinical, educational and organisational psychologists) have already organised themselves outside of the Society, in protest against its mismanagement and distorted priorities. Onlookers are bemused by a simple fact: a \u003cem\u003epsychological\u003c\/em\u003e organisation has demonstrated total incompetence at understanding itself. Accordingly, today, the BPS is neither a learned nor a learning organisation.\u003c\/p\u003e  \u003cp\u003eThis book describes this organisational crisis. It offers a critical account of the Society’s recent history, which has mostly been hidden from public view, due to a lack of suitable democratic structures to ensure proper public scrutiny. Though it has charitable status, its governance has lacked independent trustees. Instead, priorities in the organisation have been compromised repeatedly by conflicts of interest, with an oligarchy of recycled names losing sight of the Society’s shortcomings. In more recent times, these problems have been amplified by a managerial culture with little respect for academic integrity. These weak governance arrangements have led to policy capture by some interest groups which have led to public safety being threatened by the production of poor psychological advice to those on the outside. Those ordinary members opposing this skewed and risky advice have been suppressed by those at the top of the organisation.\u003c\/p\u003e  \u003cp\u003eThis important book aims to provide a platform for ordinary members whose criticisms have thus far been suppressed. By promoting the voices of these objectors and exposing the cracks within the organisation, it attempts to bring truth to power.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e'A forensic analysis of the scandals and continuing failings of the organisation which represents itself as the ambassador and champion of British psychology. Essential reading for all British psychologists.'\u003c\/p\u003e -- Professor Mike Wang, Chair, Association of Clinical Psychologists UK\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eAbout the editor and contributors\u003cbr\u003e Editor’s Preface\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003eChapter 1 \u003c\/strong\u003e\u003cbr\u003e The history of the BPS crisis \u003cbr\u003e \u003cem\u003eDavid Pilgrim\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003eChapter 2 \u003c\/strong\u003e\u003cbr\u003e The lure of the toxic leader \u003cbr\u003e \u003cem\u003eGraham Buchanan\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003eChapter 3 \u003c\/strong\u003e\u003cbr\u003e Resisting the silence of the cabal: resorting to social and alternative media \u003cbr\u003e \u003cem\u003ePat Harvey\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003eChapter 4 \u003c\/strong\u003e\u003cbr\u003e Policy capture (1) at the BPS: the gender controversy \u003cbr\u003e \u003cem\u003ePat Harvey\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003eChapter 5 \u003c\/strong\u003e\u003cbr\u003e Policy capture (2) at the BPS: the memory and law controversy \u003cbr\u003e \u003cem\u003eAshley Conway\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003eChapter 6 \u003c\/strong\u003e\u003cbr\u003e An organisation without a memory? \u003cbr\u003e \u003cem\u003eDavid Pilgrim\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003eChapter 7 \u003c\/strong\u003e\u003cbr\u003e BPS bullshit \u003cbr\u003e \u003cem\u003eDavid Pilgrim\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003eChapter 8 \u003c\/strong\u003e\u003cbr\u003e What is the point of the BPS? \u003cbr\u003e \u003cem\u003eDavid Pilgrim\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003eChapter 9 \u003c\/strong\u003e\u003cbr\u003e Some afterthoughts \u003cbr\u003e \u003cem\u003eGraham Buchanan, Ashley Conway and David Pilgrim\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eIndex\u003c\/p\u003e","brand":"Karnac Books","offers":[{"title":"Default Title","offer_id":48741697159511,"sku":"9781800131842","price":18.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781800131842.jpg?v=1720058471"},{"product_id":"leading-with-depth-the-impact-of-emotions-and-relationships-on-leadership-9781800132290","title":"Leading with Depth: The Impact of Emotions and","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eLeadership goes well beyond efficient management, and the significance of emotions on the success of organisations is often underestimated. In \u003cem\u003eLeading With Depth: The Impact of Emotions and Relationships\u003c\/em\u003e, Claudia Nagel guides us through the emotional and relational fallacies of organisational leadership from both the personal and the systemic perspective.\u003c\/p\u003e  \u003cp\u003eNagel expertly weaves theory, including attachment, neuroscientific, psychodynamic, psychosocial, and psychoanalytic, with practical advice. She looks at the leader as an individual and leadership as a context within systems such as groups, organisations, and societies. The book is divided into two parts and contains thirty-eight figures to illustrate important aspects of leadership. The first chapter in each part is purely theoretical followed by more method-oriented and practical chapters, which are complemented by pertinent case studies from well-known experts in the field (coaches, consultants, or academics). Contributors include Gilles Amado, Birgitte Bonnerup, Phil Boxterk, Halina Brunning, Annemette Hasselager, Manfred F. R. Kets de Vries, Olya Khaleelee, Fiona Martin, Ajit Menon, Rose Mersky, Mal O’Connor, Larissa Philatova, Martin Ringer, Rob Ryan, and Kalina Stamenova. Each chapter concludes with a brief overview of the key learnings for the reader to take away. In this way, Nagel encourages practical learning and application and engagement with the text.\u003c\/p\u003e  \u003cp\u003eNagel’s clear language spares the reader of academic jargon and is highly readable. The book successfully bridges the gap from theoretical concepts to real-life application and will be of value to incoming and experienced leaders alike, as well as organisational consultants and executive coaches looking to inform their practice.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e‘Claudia Nagel takes you on a vivid journey into the inner world of people, companies, and how organisations really work. By exploring what drives us and examining different leadership traits, she shines a spotlight on what really happens at the heart of companies. An interesting and enlightening read that every leader should have close to hand.’\u003c\/p\u003e -- Stefan Behr, CEO of J.P. Morgan SE\u003cbr\u003e\u003cp\u003e‘Claudia Nagel’s inspiring book analyses leadership from a psychological perspective: leaders’ emotions, ambivalences, doubt, uncertainty, and the pressure they feel. By introducing handy analogies – such as “the leader as container”, that is, creating a trusted, safe space in which a team can grow – she invites her readers on a journey into the age of hybrid work, Zoom fatigue, love, loneliness, and work friendship. A wise and thought-provoking book.’\u003c\/p\u003e -- Prof Gerd Gigerenzer, Max Planck Institute for Human Development, Berlin\u003cbr\u003e\u003cp\u003e‘I loved reading this book. It confirms what is, of course, not something new: management and leadership are much more than technical skills. But it is thrilling the way it illustrates how personal and individual behaviour influences leadership. It is striking to learn how these factors contribute to performance. It offers insights into what might trigger patterns and, consequently, allows us to derive solutions from a team and personal perspective. It’s all about people.’\u003c\/p\u003e -- Dr Ulrich Hüllmann, CFO, Viessmann Group Holding\u003cbr\u003e\u003cp\u003e‘This book presents a unique knowledge collection on leadership and leaders and their emotional set up. It offers theoretical perspectives and practical solutions enriched with varied case studies. Prof Nagel has produced a masterful piece of clear scholarship and practical insights in a very approachable way. I highly appreciate her excellent knowledge of how leaders today must deal with the demands from changing economics and societies.’\u003c\/p\u003e -- Issy Drori, Emeritus Professor, VU Amsterdam\u003cbr\u003e\u003cp\u003e‘“You believe you’re leading in a purely rational way? No, that’s impossible.” Claudia Nagel had coined this term earlier. And it’s the perfect launchpad for this book. Allow yourself the benefit of doubt behind your firm belief. Start observing your own emotions, get suspicious and curious about yourself. Look deeper, emotions are your constant companion. They affect how you arrive at decisions and how you guide and motivate the humans around you. Leadership is deeply embedded in the human factor, i.e. the subtle, yet immensely powerful, emotional interaction between people. Study and understand what’s going on in you. Reflect on your impact on the people around you and what drives them: hope as much as anxiety, conflict as much as uncertainty and change. Nagel’s book delivers on the provocation. It provides an exhaustive compendium of real-life insights and great food for thought. The set-up combines conceptual and illustrative parts with great added value from case studies. Think “Leadership with Depth”.’\u003c\/p\u003e -- Dr. Robert Bente, entrepreneur and multiple supervisory board member\u003cbr\u003e\u003cp\u003e‘Prof Nagel provides a crystal-clear overview of what has been learned about leadership and about what is needed to strengthen it. Complementing her framework, the succeeding chapters each explore related issues, experiences, and dilemmas that beautifully illustrate the book’s main focus. While addressing complex issues, the writing is accessible and direct. In one stunning insight after another, this book clearly shows how effective leadership helps us transform experience into meaning, and how it supports our ability to think rather than act impulsively. It is an important advance in our understanding of how emotional life and relationships affect leaders’ success. One that I highly recommend to leaders, consultants, and academics.’\u003c\/p\u003e -- James Krantz, Principal, WorkLab\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eAcknowledgements\u003c\/p\u003e  \u003cp\u003eAbout the author and contributors\u003c\/p\u003e  \u003cp\u003ePreface\u003c\/p\u003e  \u003cp\u003eForeword\u003c\/p\u003e  \u003cp\u003eOverview\u003c\/p\u003e  \u003cp\u003eIntroduction:  Hidden forces\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003ePart I: The personal\u003c\/strong\u003e\u003c\/p\u003e  \u003cp\u003eSetting the tone\u003c\/p\u003e  \u003cp\u003eManaging and holding\u003cbr\u003e Case study of negative capability – avoiding premature decisions\u003cbr\u003e \u003cem\u003eLarissa Philatova\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eEffective and dysfunctional leaders\u003cbr\u003e Case study of a narcissistic leader – a star or showman?\u003cbr\u003e \u003cem\u003eManfred F. R. Kets de Vries\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eWe are all mammals\u003cbr\u003e Case study of affective states – firefighters in protection mode\u003cbr\u003e \u003cem\u003eFiona Martin and Claudia Nagel\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eRepeating experiences\u003cbr\u003e Case study of family dynamics – the hidden brother\u003cbr\u003e \u003cem\u003eClaudia Nagel\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eDo women lead differently, and do they want to lead?\u003cbr\u003e Case study of a woman in leadership – facing up to socialisation and stereotypes\u003cbr\u003e \u003cem\u003eRob Ryan\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eMaking leaders\u003cbr\u003e Case study of leadership choice – talent is not everything\u003cbr\u003e \u003cem\u003eOlya Khaleelee\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eDo you need leadership coaching?\u003cbr\u003e Case study of coaching individuals – losing how to lead\u003cbr\u003e \u003cem\u003eHalina Brunning\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003ePart II: The systemic\u003c\/strong\u003e\u003c\/p\u003e  \u003cp\u003eNot staying on task: how we take care of our fear and avoid working\u003c\/p\u003e  \u003cp\u003eFacing difficult decisions: dealing with defences, moral choices, and paradoxes\u003cbr\u003e Case study on decision making – failure is always an option\u003cbr\u003e \u003cem\u003eMal O’Connor\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eBeing together in the locker room: creativity, conflict, and divergent thinking\u003cbr\u003e Case study on creative thinking – a winning space\u003cbr\u003e \u003cem\u003eGilles Amado\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eThinking together – and how to get there\u003cbr\u003e Case study on shared thinking – a joint venture between failure and hubris\u003cbr\u003e \u003cem\u003eMartin Ringer\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eUnderstanding hidden feelings and culture\u003cbr\u003e Case study of social dream drawing – healing generational conflict\u003cbr\u003e \u003cem\u003eRose Mersky\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eLeading networks and ecosystems\u003cbr\u003e Case study of living systems – dealing with paradoxes and emotional tensions\u003cbr\u003e \u003cem\u003eClaudia Nagel\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eTaking over and then?\u003cbr\u003e Case study of a merger – crown jewel or poison chalice\u003cbr\u003e \u003cem\u003eAjit Menon\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eLove and loneliness\u003cbr\u003e Case study of a working couple – love, isolation, and survival\u003cbr\u003e \u003cem\u003eAnnemette Hasselager and Birgitte Bonnerup\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eDigitalisation of our world of work\u003cbr\u003e Case study of digitalisation – in pursuit of better connections\u003cbr\u003e \u003cem\u003ePhil Boxterk\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eLeading by the screen: how to do online and hybrid right\u003cbr\u003e Case study of the effects of hybrid work – leading by the screen\u003cbr\u003e \u003cem\u003eKalina Stamenova\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eAnd now? Some final reflexions with an outlook\u003c\/p\u003e  \u003cp\u003eNotes\u003c\/p\u003e  \u003cp\u003eReferences\u003c\/p\u003e  \u003cp\u003eIndex\u003c\/p\u003e","brand":"Karnac Books","offers":[{"title":"Default Title","offer_id":48741697618263,"sku":"9781800132290","price":999.99,"currency_code":"GBP","in_stock":false}]},{"product_id":"advances-in-group-processes-9781800716780","title":"Advances in Group Processes","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cem\u003eAdvances in Group Processes\u003c\/em\u003e publishes theoretical analyses, reviews and theory based empirical chapters on group phenomena. This includes work on topics such as status, power, exchange, justice, influence, altruism, decision making, intergroup relations and social networks. Contributors have included scholars from diverse fields including sociology, psychology, political science, economics, biology, philosophy, mathematics and organizational behaviour.\u003cbr\u003e \u003cbr\u003e Volume 38 brings together papers related to a variety of topics in small groups and organizational research. The volume includes papers that address theoretical and empirical issues related to occupational deference structures, emotions generated by social identities, racial threat, sticky expectations, status and response latency, race and moral expectations in employment, comparison processes and competition and models of intergroup association. Overall, the volume includes papers that reflect a wide range of theoretical approaches from leading scholars who work in the general area of group processes.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eChapter 1. The Emotional Implications Of Occupational Deference Structures; \u003cem\u003eEmily Maloney And Lynn Smith-Lovin\u003c\/em\u003e\u003cbr\u003e Chapter 2. Separate And Unequal: Predicting Intergroup Behavior And Emotions From Social Identity Meanings; \u003cem\u003eKimberly B. Rogers\u003c\/em\u003e\u003cbr\u003e Chapter 3. The Multi-Dimensionality Of Racial Threat: A Consideration Of Its Affective Dimension; \u003cem\u003eAshley V. Reichelmann and Matthew O. Hunt\u003c\/em\u003e\u003cbr\u003e Chapter 4. Sticky Expectations; \u003cem\u003eDaniel Burrill\u003c\/em\u003e\u003cbr\u003e Chapter 5. Are They High Status Or Just Assertive? Response Latency In Task Groups; \u003cem\u003eKayla Pierce\u003c\/em\u003e\u003cbr\u003e Chapter 6. The Double Disadvantage: Using Status And Stigma Processes To Understand Race, Criminal Record, And Moral Expectations In Employment; \u003cem\u003eJessica Pfaffendorf\u003c\/em\u003e\u003cbr\u003e Chapter 7. Comparing And Being Compared: A Dual Process Framework Of Competition; \u003cem\u003ePatricia Chen, Stephen M. Garcia, Valentino E. Chai, and Richard Gonzalez\u003c\/em\u003e\u003cbr\u003e Chapter 8. The Big Tent: Integrating Macro Models For Intergroup Association With Experimental Data On Exchange Relations In A Minimal Group Setting; \u003cem\u003eZbigniew Karpiński, John Skvoretz, Adam Kęska, and Dariusz Przybysz\u003c\/em\u003e\u003c\/p\u003e","brand":"Emerald Publishing Limited","offers":[{"title":"Default Title","offer_id":48741761122647,"sku":"9781800716780","price":67.14,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781800716780.jpg?v=1720058720"},{"product_id":"becoming-a-coach-the-essential-icf-guide-second-edition-2023-9781803883113","title":"Becoming a Coach: The Essential ICF Guide, Second","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eHow can you become the very best coach you can be? Becoming a Coach provides all the knowledge and inspiration needed to reflect on who you are, what you do, and how you can develop as a professional coach. Drawing on the latest ICF coach competence framework and up-to-date coaching research, the authors set out a wide range of contemporary coaching models and techniques and show how they can be integrated in order to deliver an evidence-based coaching service to the very highest professional standards. Deepening readers’ understanding of core competencies and broadening thinking on how to apply them in practice, Becoming a Coach is the is the only book to align directly with the world’s most widely accepted and up-to-date professional coaching guidance. As such, it is a perfect foundational resource for any coaching practice, and the ideal textbook for any coaching education programme.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eSECTION 1: SETTING THE SCENE  Introduction: 1. The journey towards maturity 2. What is coaching? 3. Who am I? 4. Who are my clients?  SECTION 2: DEVELOPING CORE COACHING COMPETENCES  Introduction: 5. Introducing the ICF Core Competency Model 6. Demonstrates Ethical Practice 7. Embodies a Coaching Mindset 8. Establishes and Maintains Agreements 9. Cultivates Trust and Safety 10. Maintains Presence 11. Listens Actively 12. Evokes Awareness 13. Facilitates Client Growth  SECTION 3: APPROACHES TO COACHING  Introduction: 14. Universal Eclectic Coaching Approach 15. Behavioural Approach and GROW model 16. Humanistic approach and Time to Think model 17. Cognitive behavioural approach and ABCDEF model 18. Gestalt approach and Chairwork 19. Solution focused approach and OSKAR model 20. Systemic approach and Force Field model 21. Psychodynamic Coaching and Transference 22. Integration  SECTION 4: COACHING PRACTICE  Introduction 23. Ethical practice 24. Contracting with Clients 25. Taking and managing coaching notes 26. Maintaining presence through mindfulness  SECTION 5: DEVELOPING YOUR PRACTICE  Introduction 27. Personal development plans 28. CPD 29. Supervision 30. Reflective Practice 31. Mentor coaching 32. Coaching Knowledge Assessment 33. Progressing your coaching skills  SECTION 6: TOOLS AND TECHNIQUES  Introduction  34. Coaching Tools 35. Resources","brand":"Pavilion Publishing and Media Ltd","offers":[{"title":"Default Title","offer_id":48741865292119,"sku":"9781803883113","price":32.95,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781803883113.jpg?v=1720059098"},{"product_id":"time-and-work-volume-1-how-time-impacts-individuals-9781848721333","title":"Time and Work, Volume 1: How time impacts","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eThe concept of time is a crucial filter through which we understand any events or phenomena; nothing exists outside of time. It conditions not only the question of ‘when’, but also influences the ‘what, how and why’ of our ideas about management. And yet management scholars have rarely considered this ‘temporal lens’ in understanding how time affects employees at work, or the organizations for which they work.\u003c\/p\u003e\u003cp\u003eThis 2-volume set provides a fresh, temporal perspective on some of the most important and thriving areas in management research today. Volume 1 considers how time impacts the individual, and includes chapters on identity, emotion, motivation, stress and creativity. Volume 2 considers time in context with the organization, exploring a temporal understanding of leadership, HRM, entrepreneurship, teams and cross-cultural issues. \u003c\/p\u003e\u003cp\u003eThere is an overall concern with the practical implications of understanding individuals and organizations within the most relevant timeframes, while the two volumes provide an actionable research agenda for the future. This is a highly significant contribution to management theory and research, and will be important reading for all students and researchers of Organizational Behavior, Organizational Psychology, Occupational Psychology, Business and Management and HRM.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e'Until now, there has been little attention paid to the effects of time on key topics within Organizational Behaviour. This interesting book has been put together by academics with excellent credentials in this area and presents a different way of looking at many organizational topics. As such it is likely to have an impact in terms of stimulating new research in the field, and will appeal to academic researchers in psychology and organizational behaviour. It is also a useful book for graduate students.' - \u003cb\u003eFiona Jones, \u003cem\u003eInstitute of Psychological Sciences, University of Leeds, UK\u003c\/em\u003e\u003c\/b\u003e\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e1. Time Research in Management: Using Temporal Ambassadors to Translate Ideas into Reality. 2. Becoming: The Interaction of Socialization and Identity in Organizations over Time. 3. Time and Emotions at Work. 4. Time, Performance and Motivation. 5. Temporal Perspectives on Job Stress. 6. An Examination of the Relationship between Time and Creativity: Applying a Temporal Lens to the Study of Creativity. 7. Organizational Justice and Time: A Review of the Literature on Justice Reactions over Time and Directions for Future Research. 8. An Overdue Overhaul: Revamping Work Design Theory from a Time Perspective.\u003c\/p\u003e","brand":"Taylor \u0026 Francis Ltd","offers":[{"title":"Default Title","offer_id":48742260965719,"sku":"9781848721333","price":130.0,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781848721333.jpg?v=1722247435"},{"product_id":"beyond-threat-9781911193340","title":"Beyond Threat","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eHow the hidden drives and motivations of the Trimotive Braindetermine our behaviour at work -- and what we can do about it.    Unless we are in physical danger few of us think we are living 'under threat'. Yet our brains believe we are at risk many times a day.    Nowhere is this more true than at work, where our response to deadlines, budget cuts, abrasive managers, competitive colleagues and dissatisfied customers is too often controlled by a part of our brain that's better suited to detecting, devouring or running away from predators. This is our threat brain, and on its own it is little help in dealing with the complex challenges of organisational life.    In Beyond Threat, business psychologist and international leadership and organisational change consultant Dr. Nelisha Wickremasinghe takes us beyond the threat brain and describes the workings of our evolved Trimotive Brain which can respond with intelligence and compassion to unwanted, unexpected and unpleasant life experiences - if we learn how to manage it.    This book is an invitation to:      Discover how our biological heritage (nature) and individual experience (nurture) combine to create who we are - and why that matters in organisational life. Learn to notice and re-direct the hidden motives that control most of our behaviour - especially those arising from our threat brain. Find out, in three detailed case studies, how executives working in different corporate environments identified and overcame the problem habits arising from their overactive threat brain.   Beyond Threat is written for people leading and changing organisations. It offers a radical new understanding and awareness of the limitations we bring to work with us every day - and the possibility of transforming our experience and capabilities.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eAt work and home, we believe we are reasonable, 21st century adults. But this highly readable and relevant book has opened my eyes and deepened my understanding of a parallel reality. Our nervous system and vital parts of our brain tell us it's a jungle out there and we are under threat. If we can recognize, understand and manage these embodied 'messages', the implications for ourselves, our families and friends as well as the organizations we work in - are simply enormous.  Jim Cookson, Director Client Solutions, Ashridge\/Hult International Business School    Regulating our motivational system by paying more attention to and nurturing our safe brain is, I believe, at the cutting edge of leadership learning and practice. I have run leadership development programmes based on Dr Wickremasinghe's work for over four years, deeply immersing our leaders and managers in these practices. Participants have been inspired and energised to lead more courageously and act as catalysts for change within organisations. It is very timely to see this work appearing in print. This is a powerful opportunity to reach a much broader audience of executives and L\u0026amp;D practitioners, enabling them to rethink how they develop and compete for the top talent of the future.  Tom Jones, VP, Rolls-Royce     I believe that trust is at the heart of great leadership, and to understand what is really driving our behaviour is fundamental to creating the environment where excellent teamwork and transformation can take place. Over the last five years I have worked with Dr Wickremasinghe, developing our high potential future leaders to embrace the challenge of leading global teams within a complex business. I am delighted that her insights into the emotional brain and impact on leadership style will now reach a wider audience through this book.  Christoph Debus, Chief Airlines Officer, Thomas Cook Group    Dr Wickremasinghe's translation of the neuroscience of motivation through the Trimotive Brain concept has resonated with Fujitsu's global leaders and helped develop a deeper understanding of our behaviours and relationships at work. In the leadership development programmes we have run, high achieving participants from around the world quickly recognise their own Threat-Drive brain loops and appreciate the importance of managing their inner critic and developing self-compassion as they expand their capabilities and aspirations. When I look around the room and see leaders from very diverse cultures nod in agreement and appear genuinely touched by the clarity and warmth of these ideas and practices, I am convinced that this kind of learning and understanding is fundamental in helping organisations to unlock the potential of their people.  Ian Parkes, VP, Global Talent \u0026amp; Leadership Development, Fujitsu    In this beautifully written and humane book, we learn how we become the stories we tell about ourselves and how, by re-authoring our sense of self, we can address our demons and lead more fulfilling lives.  Jules Goddard, Fellow, London Business School    Take your time while reading this book. It brings discoveries about human nature that need to sink in. More importantly, it gives you hope, courage and curiosity to embark on a journey of compassionate self-discovery. The Trimotive Brain is like a three-headed fantastic beast whose heads need to agree on the direction and then the beast can fly!\"   Mike Houghton, Programme Director, Amec Foster Wheeler","brand":"Triarchy Press","offers":[{"title":"Default Title","offer_id":48742602408279,"sku":"9781911193340","price":14.25,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781911193340.jpg?v=1720062089"},{"product_id":"the-curiosity-drive-our-need-for-inquisitive-thinking-9781912691456","title":"The Curiosity Drive: Our Need for Inquisitive","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eNominated for the Gradiva Award 2021\u003c\/p\u003e  \u003cp\u003eAfter eighteen frustrating months heading a specialist adolescent unit, Philip Stokoe applied for a training in consultation at the Tavistock Clinic based on the ‘Tavi’ aka ‘group relations’ model. This experience changed his life and, ultimately, led to this book, \u003cem\u003eThe Curiosity Drive: Our Need for Inquisitive Thinking\u003c\/em\u003e. Embedding the training into his working life, Stokoe came to recognise the crucial importance of curiosity to the development of the mind. Alongside love and hate, it is a primary drive inside each of us. Without the desire to ‘know’, human evolution would take a very different path.\u003c\/p\u003e  \u003cp\u003ePhilip Stokoe outlines the work of Freud, Klein, and Bion to provide a firm foundation to his exploration of individual development and how it relates to groups and organisations. He lays bare why so many organisations are dysfunctional, takes an in- depth look at the problems unique to psychoanalytic institutions, and gives clear insight into how groups function as a separate entity to the individuals involved. He also investigates curiosity’s shadow side, detailing the ‘alternative’ processes needed when it becomes a problem.\u003c\/p\u003e  \u003cp\u003eThis is a truly excellent book for trainees, professionals, and anyone who has ever been frustrated by work!\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eEngaging, challenging, peppered with fresh ideas about the developing mind, organisations, and individual and couple relationships, this book is as lively as it is informative, as enjoyable as it is profound. Steeped in psychoanalytic thinking and enriched by systems theory and Shakespeare, the work is an inspiring expression of the author’s own curiosity and capacity for original and creative thought.\u003c\/p\u003e -- R. Peter Hobson, Emeritus Tavistock Professor of Developmental Psychopathology, UCL\u003cbr\u003e\u003cp\u003eBuilding on Bion’s positing of the necessity to add the urge for knowledge (K), to the urge to love (L), and the urge to hate (H), as the third primary human emotion, Philip Stokoe’s starting point, and central focus of this book, is that “curiosity … is central to the development and the maintenance of the mind”. He suggests that from early on infant development is driven by inquisitive thinking about their experiences and states of mind.\u003cbr\u003e ‘In a truly encyclopaedic re-examination of the Klein\/Bion tradition of psychoanalytic theorising, Stokoe demonstrates his view that, by focusing on the curiosity drive in the course of human development, our understanding of the growth of the mind is significantly changed and that this change is crucial to our understanding of how human beings behave and relate to each other.\u003cbr\u003e ‘The book has depth in its theoretical explorations and breadth in its descriptions of the applications of that theorising, and will be of great interest both to those wanting to learn about the development of psychoanalytic thinking concerning human development, and to experienced practitioners who will be encouraged and enabled to apply that orientation to work with individual patients, with groups, and with institutions.\u003c\/p\u003e -- Stanley Ruszczynski, psychoanalyst and Consultant Adult Psychotherapist (and past Director, 2005–2016), Portman Clinic\u003cbr\u003e\u003cp\u003eFreud (1915, p. 194) wrote of the young child “working with the energy of curiosity” in seeking to extend himself in the domain of knowledge. For this impulsion he used the term Wißtrieb, a term that subsequently has been translated variously as an “impulse to investigate”, “epistemophilia”, “a drive towards knowledge”, and even the complex and problematic notion of a “truth drive”. In researching the subject with depth and breadth, in his own way and very much using his own voice, Philip Stokoe has worked with the energy of his own curiosity – a curiosity operating in several fields at the same time. Bringing together his experience and knowledge of psychoanalysis, theatre, and the workings of human groups, he has made a study of the subject with many discoveries. It will stimulate the hunger for new knowledge in a wide variety of readers, and by no means only those working in the fields of psychotherapy and psychoanalysis. As he implies at the outset, the term “application”, in relation to psychoanalytic ideas, can be used in an unhelpfully divisive way. I prefer to see his writing as bringing out, and articulating, the already-existing psychoanalytic, dramaturgical, and group-mentality dimensions of the phenomena. He does this to harness the normally occurring intransitive use of the term “being curious” to another specific function, that is to say the study of thinking. In this respect I rather like the sub-title of his book: “Our Need for Inquisitive Thinking”. Never before has this need been so pressing, in a time when an election has been fought by a political movement explicitly and openly antithetical to research and a scientific outlook.\u003cbr\u003e Philip Stokoe is to be commended not only for writing such an interesting and well-informed book on such a crucial subject, but also for being willing to engage with its political ramifications.\u003c\/p\u003e -- Chris Mawson, training and supervising analyst of the British Psychoanalytical Society\u003cbr\u003e\u003cp\u003ePhilip Stokoe has the gift of describing ideas which appear stunning in their novelty and originality whilst at the same time resonating with something we may intuitively have known but have until now been unable to quite put our finger upon or to articulate. [...] The breadth and scope of the ideas contained within these pages makes this a book for those with an interest in how we relate and function as a species, within groups and as individuals, in addition to those working in clinical and organisational settings. It is a book for the curious and seekers of meaningful ways to understand the dilemmas faced in everyday life and work.\u003c\/p\u003e -- Jo O’Reilly, Psychoanalyst and Consultant Psychiatrist in Medical Psychotherapy\u003cbr\u003e\u003cp\u003e\u003cem\u003eThe Curiosity Drive\u003c\/em\u003e sets you thinking and exploring your own thoughts, as you become curious. The title is therefore apt. I enjoyed reading the book and found it difficult to put down\/ It would make a valuable addition to the library of anyone who is interested in how we think, including therapists from any modality or those interested in personal development.\u003c\/p\u003e -- Jo Sansby, BACP Healthcare Counselling and Psychotherapy Journal Jan 2022\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cem\u003eAcknowledgements\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003e\u003cem\u003eAbout the author\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003e\u003cem\u003eIntroduction\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003eCHAPTER ONE\u003cbr\u003e The role of curiosity in the development of the mind\u003c\/p\u003e  \u003cp\u003eCHAPTER TWO\u003cbr\u003e Love, hate, and curiosity\u003c\/p\u003e  \u003cp\u003eCHAPTER THREE\u003cbr\u003e Development continues…\u003c\/p\u003e  \u003cp\u003eCHAPTER FOUR\u003cbr\u003e The healthy organisation model\u003c\/p\u003e  \u003cp\u003eCHAPTER FIVE\u003cbr\u003e Ethics\u003c\/p\u003e  \u003cp\u003eCHAPTER SIX\u003cbr\u003e Applications\u003c\/p\u003e  \u003cp\u003eCHAPTER SEVEN\u003cbr\u003e Psychoanalytic organisations – what’s different?\u003c\/p\u003e  \u003cp\u003eCHAPTER EIGHT\u003cbr\u003e Politics\u003c\/p\u003e  \u003cp\u003eCHAPTER NINE\u003cbr\u003e Love in Shakespeare\u003c\/p\u003e  \u003cp\u003eCHAPTER TEN\u003cbr\u003e The problem with curiosity\u003c\/p\u003e  \u003cp\u003e\u003cem\u003eReferences\u003c\/em\u003e\u003c\/p\u003e  \u003cp\u003e\u003cem\u003eIndex\u003c\/em\u003e\u003c\/p\u003e","brand":"Karnac Books","offers":[{"title":"Default Title","offer_id":48742687768919,"sku":"9781912691456","price":48.27,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781912691456.jpg?v=1720062438"},{"product_id":"finding-a-place-to-stand-developing-self-reflective-institutions-leaders-and-citizens-9781912691333","title":"Finding a Place to Stand: Developing","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eWhat stands between us and authoritarianism seems increasingly fragile. Democratic practices are under attack by foreign intrusion into elections; voter suppression restricts citizen participation. Nations are turning to autocratic leaders in the face of rapid social change. Democratic values and open society can only be preserved if citizens can discover and claim their voices. We access society through our organisations, yet the collective voices and irrationalities of these organisations do not currently offer clear pathways for individuals to locate themselves. How can we move through the mounting chaos of our social systems, through our multiple roles in groups and institutions, to find a voice that matters? What kind of perspective will allow institutional leaders to facilitate the discovery of active citizenship and support engagement?\u003c\/p\u003e  \u003cp\u003eThis book draws on psychodynamic systems thinking to offer a new understanding of the journey from being an individual to joining society as a citizen. With detailed stories, the steps – and the conscious and unconscious linkages – from being a family member, to entering outside groups, to taking up and making sense of institutional roles, illuminate the process of claiming the citizen role. With the help of leaders who recognise and utilise the dynamics of social systems, there may be hope for us as citizens to use our institutional experiences to discover a place to stand.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eIt is a far-reaching book in terms of the expressed desire to help bring about greater participatory democracy. It is a helpful book through its illustration of how to do this at many levels—in the family, in organisations, and in society. In many places it redefines how we think about issues such as mental health, maturity, leadership, and citizenship. […] I am grateful for the accessibility of the writing and the storytelling that brings it alive. I am grateful for the clear enunciation of ideas […] This is an important read. It brings forward the ways in which self-reflective practice, in taking up a place for one’s voice, listening to others, and finding important commonalities can lead to a true democracy.\u003c\/p\u003e -- Susan Long, 'Organisational \u0026amp; Social Dynamics' 22(2) (2022)\u003cbr\u003e\u003cp\u003eThis is a brilliantly realized treatment of what it means to be a citizen, and how we find our way there through the deeply personal psychological voyage we all must sail. “Finding a Place to Stand” uses cutting-edge behavioral science, clear and cogent story-telling, and a deep understanding of the human condition to create a book that should be on every citizen’s nightstand.\u003c\/p\u003e -- Admiral James Stavridis, USN (Ret); Supreme Allied Commander at NATO (2009–2013); Dean, The Fletcher School of Law and Diplomacy, Tufts University (2013–2018)\u003cbr\u003e\u003cp\u003eThis is a book about close listening to and learning from experience, within and across the social frames in which we live, grow, work, and relate. At one level, it tells the story of one individual’s own journey of discovery, as a psychiatrist keenly attuned to the social contexts in which he practices and leads. At another, it is a powerful exploration of the conscious and unconscious processes involved in finding and enabling others to find one’s own voice, as an 'internal citizen', in a family, a group, an organization, and a nation. Hugely ambitious, wonderfully accessible, its publication could scarcely be more timely\u003c\/p\u003e -- David Armstrong, Associate Consultant, Tavistock Consulting, London\u003cbr\u003e\u003cp\u003eTaking off from the now familiar idea of studying “the individual in context,” Dr. Shapiro brilliantly extends this concept from the parent–child matrix, to the couple, the developing family, the group – a social or work entity – and onto the larger collectives of institutions and political cultures. The trajectory of this book also covers the four decades of Shapiro’s work experiences: in individual treatment, in hospital administration, in group dynamics, and in the study of group relations. It is an amazing ride. He is educating us so carefully in the ways that unconscious forces, splitting, and conflict, at every level of social organization, impede and shape our individual and social capacities. Read this book as an individual, as a practitioner, but, above all, as a citizen. A fascinating, containing guide in turbulent times.\u003c\/p\u003e -- Adrienne Harris, Psychoanalyst, New York University, NYU Postdoctoral Program in Psychotherapy and Psychoanalysis\u003cbr\u003e\u003cp\u003e\u003cem\u003eFinding a Place to Stand\u003c\/em\u003e is a psycho–socio–political tour de force – carefully, steadily, and powerfully building the case for conscious integration of our multiple human identities so that we can learn to coexist and participate as citizens in an increasingly complex and disruptive world. Dr. Shapiro draws deeply and effectively on his experiences, both as a psychiatrist and as a manager–leader, to set the stage for his exploration of the divisions in our society and his search for citizens who can bridge the divides.\u003c\/p\u003e -- John Shattuck, Professor of Practice in Diplomacy, The Fletcher School of Law and Diplomacy; U.S. Assistant Secretary of State for Democracy, Human Rights and Labor (1993–1998); U.S. Ambassador to the Czech Republic (1998–2000)\u003cbr\u003e\u003cp\u003eAn in-depth examination of the ‘psychology of citizenship’. Shapiro addresses a subject that has vast implications for individuals and organizational leaders… He methodically analyzes human connections in the broadest sense of the word …[and] explores the complex psychological dynamics of individuals, families, groups, and organizations in lucid writing free of medical and scientific jargon. Throughout, Shapiro cites pertinent examples and includes anecdotes, each of which aptly illustrates a key point. These stories, whether they are about individuals in families, patients in hospitals, or employees in companies, all serve to enrich the theories presented. An observant, discerning work on understanding and improving organizations.\u003c\/p\u003e -- Kirkus Reviews\u003cbr\u003e\u003cp\u003e'The book’s sections flow cohesively from one to the next, so the logical progression of the argument becomes clear. The author explores the complex psychological dynamics of individuals, families, groups, and organisations in lucid writing free of medical and scientific jargon. Throughout, Shapiro cites pertinent examples and includes anecdotes, each of which aptly illustrates a key point. These stories, whether they are about individuals in families, patients in hospitals, or employees in companies, all serve to enrich the theories presented here. The author’s observations also further understanding of the less-than-logical ways humans process their situations, something that seems intuitive only once it’s explained. [...] An observant, discerning work on understanding and improving organisations.'\u003c\/p\u003e -- Kirkus Reviews, December, 2022\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eAcknowledgments\u003cbr\u003e About the author\u003cbr\u003e Foreword\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003ePart I: Developmental Steps Toward Citizenship\u003c\/strong\u003e\u003c\/p\u003e  \u003cp\u003eCHAPTER ONE\u003cbr\u003e Joining: How are they right?\u003c\/p\u003e  \u003cp\u003eCHAPTER TWO\u003cbr\u003e Containment and Communication\u003c\/p\u003e  \u003cp\u003eCHAPTER  THREE\u003cbr\u003e Making Sense of Organizational Dynamics\u003c\/p\u003e  \u003cp\u003eCHAPTER FOUR\u003cbr\u003e The Interpretive Stance\u003c\/p\u003e  \u003cp\u003eCHAPTER FIVE\u003cbr\u003e Taking Up a Role: A Case Example\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003ePart II: Leadership and the Self-Reflective Institution\u003c\/strong\u003e\u003c\/p\u003e  \u003cp\u003eCHAPTER SIX\u003cbr\u003e The CEO: Developing Institutional Citizenship\u003c\/p\u003e  \u003cp\u003eCHAPTER SEVEN\u003cbr\u003e Learning about Systems Psychodynamics\u003c\/p\u003e  \u003cp\u003eCHAPTER EIGHT\u003cbr\u003e From Group Relations to Leadership\u003c\/p\u003e  \u003cp\u003eCHAPTER NINE\u003cbr\u003e Shaping a Mission: Case Example\u003c\/p\u003e  \u003cp\u003eCHAPTER TEN\u003cbr\u003e A Citizenship Laboratory\u003c\/p\u003e  \u003cp\u003eCHAPTER ELEVEN\u003cbr\u003e Institutional Learning on Behalf of Society\u003c\/p\u003e  \u003cp\u003e\u003cstrong\u003ePart III: A Citizen in Society\u003c\/strong\u003e\u003c\/p\u003e  \u003cp\u003eCHAPTER TWELVE\u003cbr\u003e Approaching Social Interpretation Through Institutions\u003c\/p\u003e  \u003cp\u003eCHAPTER THIRTEEN\u003cbr\u003e Do Nations Have Missions: American Identity\u003c\/p\u003e  \u003cp\u003eCHAPTER FOURTEEN\u003cbr\u003e Citizenship as Development\u003c\/p\u003e  \u003cp\u003eCHAPTER FIFTEEN\u003cbr\u003e Society as a Multicellular Learning System\u003c\/p\u003e  \u003cp\u003eConclusion\u003cbr\u003e References\u003cbr\u003e Index\u003c\/p\u003e","brand":"Karnac Books","offers":[{"title":"Default Title","offer_id":48742687932759,"sku":"9781912691333","price":24.69,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781912691333.jpg?v=1720062438"},{"product_id":"what-lies-beneath-how-organisations-really-work-9781912691920","title":"What Lies Beneath: How Organisations Really Work","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eThis book looks beyond the public face and below the surface of organisations. Using a deceptively easy-to-read and accessible narrative concerning eight international organisations, it covers many fields: real estate, banking, finance, retail, market research, wildlife reserve, fashion, and IT. Each case presents a particular situation or event ranging from dealing with conflict to working with culture and team dynamics.\u003c\/p\u003e  \u003cp\u003eOpened by an incisive foreword from Vega Zagier Roberts, there comes a clear introduction of the authors’ journey so far within the field of organisation development. Each compelling story demonstrates the complexity of working with organisational problems. The supervision conversations captured within clearly show how consultants can get caught up in and derailed by the dynamics of the organisational system.\u003c\/p\u003e  \u003cp\u003eThis book is written for those who work in and with organisations – for founders and executives, for leaders and managers, and especially for other organisational consultants and those who work with or are considering working with them. Through these accounts, the authors encourage interest and curiosity in a way of working with what lies beneath the surface.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eThis book brilliantly highlights what organisations are really about. The title intimates how much there is below the surface in any business and how the dots need to be connected to unlock the full potential of an organisation. The book is a practical, thoughtful addition to the library of open-minded business leaders confronted by the complexity of the fast-moving business landscape of our times.\u003c\/p\u003e -- Hendrik du Toit, founder and CEO of Ninety One\u003cbr\u003e\u003cp\u003eI could relate to many stories I read in the book and identify with the founders\/CEOs on the issues they have been confronted with. The authors have authentic discussions with the management teams and hold up mirrors to their clients. This will be good reference material for me and other CEOs as we navigate through the journeys in our professional lives.\u003c\/p\u003e -- Sanjay Chamria, Managing Director, Magma Fincorp\u003cbr\u003e\u003cp\u003eIt is so refreshing to read something that is deep, authentic and self-critical in the pursuit of learning. The stories have made me reflect on my own leadership style as well as how quickly, easily, and without realising we unintentionally collude and become part of a system. The questions the authors ask each other are not only relevant to the particular story but have made me think about parallel situations in a new light.\u003c\/p\u003e -- Vivian Leinster, Chief People Officer\u003cbr\u003e\u003cp\u003eIn eight beautifully crafted stories, the authors share how problems of culture, authority, succession, transition, and leadership team alignment are based on underlying and often unconscious emotions of fear, anxiety, envy, uncertainty, abandonment. The resulting defences (denial, blame, splitting, pairing, collusion etc.) blur the view of the “real” problem, which needs to be solved by the client. “Not-Knowing” is at the core of psychodynamically informed organisational consulting. The authors demonstrate well how this difficult to achieve but necessary attitude provides them with better interventions and thus solutions for their clients. This book is a highly valuable, reflective, inviting, and entertaining resource for leaders searching for consultancy and for experienced and more recently trained consultants and coaches.\u003c\/p\u003e -- Professor Dr Claudia Nagel, Vrije Universiteit, Amsterdam, Managing Partner Nagel \u0026amp; Company, Germany, consulting and coaching for the top executive level\u003cbr\u003e\u003cp\u003eFor those leaders who believe that people are the ultimate source of sustainable competitive differentiation, this book is a must-read. The humility and vulnerability displayed by the authors in their storytelling is unusual. It invites the readers to slow down, reflect on their own biases, to look at “what lies beneath” the surface of their organisation, and to avoid jumping too quickly to solutions. These “checks and balances” are the conditions for both identifying and dealing with the root causes of problems. In our changing context, this book is a timely reminder that strong relationships are the cornerstone of good business.\u003c\/p\u003e -- Xavier Isaac, CEO, Accuro Fiduciary Group\u003cbr\u003e\u003cp\u003eThe book \"What Lies Beneath. How Organisations Really Work\" is an excellent storytelling reference in organizational development (DO): it's fascinating for both experts and beginners because it offers the opportunity to know eight different cases of organizational life that could happen in every organization around the world. \u003cbr\u003e \u003cbr\u003e Written in a refined and straightforward language, the reader learns a lot about OD's \"Art of consulting\" in OD.\u003cbr\u003e Another relevant strength is the link with the theoretical principles that is very natural and permits giving value to the reader who gets the impression to be the consultant and be in action. \u003cbr\u003e Finally, it is an excellent reference for OD consultants to have new ideas to manage and help their clients find a suitable solution and for OD students to start to familiarize themselves with OD challenges and to a pragmatic, human and efficient methodology. \u003c\/p\u003e -- Dr Chiara Raffelini, Organizational Psychology Lecturer at the University of Quebec\u003cbr\u003e\u003cp\u003eThis book is a fun read and intends to inspire those who work in and with organisations to take up some of these ideas and especially to try the peer supervision model to help gain insight. It is short and punchy, and left me curious to read more on the subject.\u003c\/p\u003e -- Mel Kinross, counsellor and supervisor, ‘Therapy Today’ March 2022\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eForeword \u003cem\u003eby Vega Zagier Roberts\u003c\/em\u003e\u003cbr\u003e  Preparing for our journey\u003c\/p\u003e  \u003col\u003e\u003cli\u003eMumbai\u003cbr\u003e  2. London\u003cbr\u003e  3. Hong Kong\u003cbr\u003e  4. Johannesburg\u003cem\u003e\u003cbr\u003e  \u003c\/em\u003e5. Rio de Janeiro\u003cbr\u003e  6. Nairobi\u003cbr\u003e  7. Paris\u003cbr\u003e  8. Milan\u003c\/li\u003e\u003c\/ol\u003e \u003cp\u003eReflections of our journey\u003cbr\u003e  Acknowledgements\u003cbr\u003e  About the authors\u003c\/p\u003e","brand":"Karnac Books","offers":[{"title":"Default Title","offer_id":48742688522583,"sku":"9781912691920","price":34.72,"currency_code":"GBP","in_stock":true}]},{"product_id":"positive-psychology-in-business-101-workplace-ideas-and-applications-9781912755578","title":"Positive Psychology in Business: 101 Workplace","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThis accessible book draws together key ideas and techniques for applying concepts drawn from positive psychology and strengths-based management in workplace settings. It illuminates the application of various positive psychology approaches in a wide range of different workplace settings and cultures, so most readers will find examples that resonate with their own workplace and its challenges. In a series of concise articles, originally written for her Appreciating Change website, Sarah Lewis shows how any leader, manager, organization or employee can learn from positive and appreciative concepts like playing to strengths, creating a feel-good workplace, building social capital, encouraging positive deviation, leading authentically, creating conditions for change, having courageous conversations and building happy teams. -A unique collection of short, practical, to-the-point articles on the application of positive psychology concepts and principles to business and the workplace -Shows how individual, team and organizational effectiveness can be enhanced by recognising the value of social capital and promoting the wellbeing of staff -Links positive psychology with strengths-based management and appreciative inquiry, and with dialogue-based tools for organizational leadership and change -Topics covered include strengths-based development, creating a positive culture, leadership gratitude, appreciative listening, creating hope, resilience, and flow\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eSection 1 - Introduction Positive psychology - appreciative and dialogue tools  Section 2 - Positive Change and Development An appreciative approach to change - co-created change - social  capital - engaging people with change  Section 3 - Leadership Make your own mission - appreciative leadership - common mistakes - leading through uncertainty  Section 4 - Performance Screening high fliers - nudging - capitalising on strengths - keeping people engaged - positive deviance  Section 5 - Groups and Teams Virtual teams - happy teams are successful teams - coaching to develop talent - fostering innovation  Section 6 - Emotions at Work Willpower - creating hope - thank you makes a difference - the costs of rudeness - forgiveness  Section 7 - Skills and Experiences The economy of strengths - divergent conversation - leadership gratitude - appreciative listening  Section 8 - Conclusion Using positive psychology every day - applying flow - creating the positive and appreciative organization","brand":"Pavilion Publishing and Media Ltd","offers":[{"title":"Default Title","offer_id":48742694879575,"sku":"9781912755578","price":999.99,"currency_code":"GBP","in_stock":false}]},{"product_id":"bending-the-law-of-unintended-consequences-a-test-drive-method-for-critical-decision-making-in-organizations-9783030327132","title":"Bending the Law of Unintended Consequences: A","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThis title provides managers, executives and other professionals with an innovative method for critical decision-making. The book explains the reasons for decision failures using the Law of Unintended Consequences. This account draws on the work of sociologist Robert K. Merton, psychologists Amos Tversky and Daniel Kahneman, and economist Herbert Simon to identify two primary causes⁠: cognitive biases and bounded rationality. It introduces an innovative method for “test driving” decisions that addresses both causes by combining scenario planning and “what-if” simulations. This method enables professionals to learn safely from virtual mistakes rather than real ones. It also provides four sample test drives of realistic critical decisions as well as two instructional videos to illustrate this new method. This book provides leaders and their support teams with important new tools for analyzing and refining complex decisions that are critical to organizational well-being and survival.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eChapter 1. Critical decisions.- Chapter 2. The Law of Unintended Consequences (LUC).- Chapter 3. Psychology of Critical Decision-Making.- Chapter 4. Rational Decision-Making.- Chapter 5. Defending Your Critical Decisions…Against You.- Chapter 6. BI, Analytics, and Their Discontents.- Chapter 7. Tools of the Decision Support Trade.- Chapter 8. Test Drive Your Critical Decisions.- Chapter 9. Competitive Marketing Strategy.- Chapter 10. Disruptive Growth.- Chapter 11. Managing Enterprise Risk.- Chapter 12. Enabling Organizational Change.- Chapter 13. Pragmatics.- Chapter 14. Conclusions.","brand":"Springer Nature Switzerland AG","offers":[{"title":"Default Title","offer_id":48743033373015,"sku":"9783030327132","price":59.99,"currency_code":"GBP","in_stock":true}]},{"product_id":"the-pricing-puzzle-how-to-understand-and-create-impactful-pricing-for-your-products-9783030507763","title":"The Pricing Puzzle: How to Understand and Create","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eThe price of virtually any product or service can reveal intriguing stories. The author looks back at his own decade-long pricing journey and shares some of the most exciting and insightful pricing stories, allowing readers to see the world from a different angle. From pricing a chilled Coke in Tehran, to iPhone, to explaining the fall of MUJI, this book reveals the rationales behind and outcomes of various pricing strategies. The author also presents a number of stories from China, a \"price wonderland\" in which he, both as a consumer and a pricing consultant, has observed unconventional pricing practices rarely found elsewhere, such as the frequent use of negative prices among tech unicorns, i.e., sellers paying consumers to use their products. \u003c\/p\u003eStructured as a collection of short stories, the book offers a delightful and eye-opening reading experience for business owners, managers, and anyone interested in understanding what prices are, and how pricing works and interacts with us as customers.\u003cp\u003e\u003c\/p\u003e\u003cp\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eOh price - Prelude.- The Power of Choice.- The Color of Pricing.- Good Morning Coffee.- (In)dispensable Spicy Chicken Wings.- Grocery Box in Parts.- Random Thoughts Up in the Air.- Carpe Diem.- The Tale of the Midnight Diner.- The Burden of Fame.- A Pricing Perspective on Double Eleven.- The Premium Mass Product.- A Chilled Coke in Tehran.- We Love Dynamic Pricing.- The Conundrum of Price Cut.- Behind the Scenes of Price Elasticity.- Profit Phobia.- iPricing.- The Milky Solution to a Luxury Problem.- The Coffee Revolution.- The Woes of MUJI.- Why Do We Want Price Inceases.- The Moral of Pricing.- Price in Pieces.- The Pricing Stories Continue.","brand":"Springer Nature Switzerland AG","offers":[{"title":"Default Title","offer_id":48743038386519,"sku":"9783030507763","price":21.84,"currency_code":"GBP","in_stock":true}]},{"product_id":"agile-working-and-well-being-in-the-digital-age-9783030602826","title":"Agile Working and Well-Being in the Digital Age","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eWithin the digital era, agile working is imperative for organisations and workers to meet the needs of customers, service-users and ever-changing markets. This needs to be achieved whilst meeting goals of effectiveness and well-being. In this book, state-of-the-art theory is used to understand how to optimise agile working by addressing key issues around personality, team-working and management. The authors define the concept of agile working and unpack often-misunderstood terms associated with this, such as remote working and telework. The book explores the well-being consequences of agile work including sedentary behaviours, digital distraction, and digital resistance before offering insights for the future. Examining current practice in the context of established and emerging theory, the book paves the way towards further advances in the field and supports organisations seeking to make agile working work for them.\u003c\/p\u003e  \u003cp\u003e\u003ci\u003eAgile Working and Well-being in the Digital Age\u003c\/i\u003e provides a valuable new resource for practitioners and scholars in the fields of occupational and organizational psychology, human resource management, organisational development, mental health and well-being.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eDedication; Christine Grant and Emma Russell.- Foreword; Kevin Daniels.- Acknowledgements; Christine Grant and Emma Russell.- Section One: What is Agile Working?.- Chapter 1: Introduction to Agile Working and Well-being in the Digital Age; Emma Russell and Christine Grant.- Chapter 2: Concepts, Terms and Measurement in Agile Working; Christine Grant.- Section Two: Managing Boundaries.- Chapter 3: Boundary Management: Getting the Work-Home Balance Right; Kelly A. Basile and T. Alexandra Beauregard.- Section Three: Managing Digital Communications.- Chapter 4: The Paradox of Work-email: Individual Differences in Agile Digital Work; Emma Russell.- Chapter 5: Digital Distractions: The Effect and Use of Digital Message Alerts and Their Relationship with Work-life Balance; Maria Uther, Michelle Cleveland and Rhiannon Jones.- Chapter 6: E-Resistance: Making Active Choices for Technology Management in an Agile-working Age ; Deepali D’mello.- Section Four: Healthy, Effective and Sustainable Agile Working.- Chapter 7: A Review of the Agile Working Literature in Relation to Five Facets of Well-being; Maria Charalampous.- Chapter 8: Physical Activity and Sedentary Behaviour in the Digital Workspace; Anthony Thompson .- Chapter 9: Digital Resilience: A Competency Framework for Agile Workers; Christine Grant and Carl Clarke.- Chapter 10: Virtual Teams as Creative and Agile Work Environments; Petros Chamakiotis.- Section Five: Dynamic and Innovative Approaches to Managing Agile Working.- Chapter 11: Leading and Managing the Occupational Well-being and Health of Distributed Workers; Rachel Nayani.- Chapter 12: The Case of Co-working Spaces for Fulfilling Agile Working and Worker Needs; Alessandra Mossa.- Chapter 13: Concluding Thoughts and Implications; Christine Grant and Emma Russell.- ","brand":"Springer Nature Switzerland AG","offers":[{"title":"Default Title","offer_id":48743041761623,"sku":"9783030602826","price":54.99,"currency_code":"GBP","in_stock":true}]},{"product_id":"women-and-the-challenge-of-stem-professions-thriving-in-a-chilly-climate-9783030622015","title":"Women and the Challenge of STEM Professions:","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eThis timely volume identifies factors that impede the success of women in STEM professions and demonstrates the negative impact of sexual harassment on women’s physical health, mental health, and job performance. Focusing specifically on the narratives of women in higher education, the authors illuminate the structural and systemic barriers facing women working as graduate students, faculty, and administrators. Drawing on insights from the #metoo and #timesup movements as well as the Brett Kavanaugh Senate hearings, this book:\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eProvides real-life narratives as clarifying examples\u003c\/li\u003e\n\u003cli\u003eValidates the experiences of women struggling to negotiate the STEM workplace\u003c\/li\u003e\n\u003cli\u003eRecommends specific helpful practices for both women and employers \u003c\/li\u003e\n\u003c\/ul\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003e.This book will be a valuable resource for those in academia and the workplace, and serve as an illuminating of women's experience generally.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003ePreface.- \u003c\/b\u003e\u003cb\u003eChapter 1: \u003c\/b\u003eThe Landscape for Women in the Sciences: Persistence Amidst Societal and Institutional Barriers.- \u003cb\u003eChapter 2: \u003c\/b\u003eFeminist Psychology and Sociocultural Precipitants to Women’s Leadership.- \u003cb\u003eChapter 3. \u003c\/b\u003eOrganizational Culture and Climate: Historic Systemic Barriers for Women.- \u003cb\u003eChapter 3. \u003c\/b\u003eOrganizational Culture and Climate: Historic Systemic Barriers for Women.- \u003cb\u003eChapter 5: \u003c\/b\u003e“Because you can’t do it on your own”: The Role of Support.- \u003cb\u003eChapter 5: \u003c\/b\u003e“Because you can’t do it on your own”: The Role of Support.- \u003cb\u003eChapter 7: \u003c\/b\u003e“Be Strong!” The Role of Self-Advocacy.- Chapter 8: Navigating “Mars:” Resisting Structural Barriers in Academia.- \u003cb\u003eChapter 9: \u003c\/b\u003eDiscussion of Findings.- Chapter 10: Recommendations and Commitments for Retaining STEM Women in the Academy.\u003c\/p\u003e","brand":"Springer Nature Switzerland AG","offers":[{"title":"Default Title","offer_id":48743042548055,"sku":"9783030622015","price":999.99,"currency_code":"GBP","in_stock":false}]},{"product_id":"assessing-organizational-behaviors-a-critical-analysis-of-measuring-instruments-9783030813109","title":"Assessing Organizational Behaviors: A Critical","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eThis book fills a gap in international literature by providing critical reviews on variables of organizational behavior and the main psychological instruments developed to measure them. Measuring instruments developed with theoretical and methodological rigor in the field of Organizational and Work Psychology can contribute to the development of diagnostic analyses to enable organizations to implement the evidence-based changes required for their survival. These changes demand diagnoses based on precise assessments of organizational and individual variables, but many times the professionals responsible for conducting these assessments are not sure of what is the best measuring instrument available. This book is intended to serve as a guide to these professionals. \u003c\/p\u003e  \u003cp\u003eThe volume is divided in two parts. The first part brings together chapters dedicated to the following micro-organizational variables: Job Crafting, reactions to organizational change, Psychological Wellbeing at Work, Bridge Employment Assessment in the Work-Retirement Transition, Resilience at Work, and Leadership in Organizations. The second part presents the state-of-the-art of research on the following macro-organizational constructs:  Quality of Life at Work, Organizational Climate for Creativity, Values and Organizations, Assessments of Organizational Support, and Contributions by Social Networks Analysis and Organizational Effectiveness. The last chapter presents a critical discussion about the nature and future of organization behavior measuring.\u003c\/p\u003e  \u003cp\u003e\u003ci\u003eAssessing Organizational Behaviors: A Critical Analysis of Measuring Instruments\u003c\/i\u003e is intended to help market professionals select the diagnostic instruments that best fit into their organizational reality in order to correctly assess organizational behavior. The book will also be of interest to researchers and students in the field of Organizational and Work Psychology as it provides comprehensive overviews of a wide range of instruments developed to measure different variables of organizational behavior. \u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e1.Job crafting measures.- 2.Employee reactions to organizational change: the main models and measures.- 3.Psychological Well-Being at Work Measures.- 4.Bridge Employment Assessment Measures in the Work-Retirement Transition.- 5.Resilience at work: research itineraries, a critical review of measures and a proposal for measurement of the construct for organizational diagnosis.- 6.Leadership in Organizations: state-of-the-art with emphasis on measurement instruments.- 7.Quality of life at work: concepts, models and measures.- 8.Creativity Climate: An Analysis of Measurement Scales.- 9.Values in Organizations: Theory, measurement, and theoretical reflections.- 10.Evaluation tools of Social Support at Work and contributions of Social Networks Analysis.- 11.Organizational Effectiveness: a critical review of the proposals for conceptualization and measurement of the construct.- 12.The next challenges for measuring organizational behavior constructs.\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e","brand":"Springer Nature Switzerland AG","offers":[{"title":"Default Title","offer_id":48743051592023,"sku":"9783030813109","price":71.24,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9783030813109.jpg?v=1720063896"},{"product_id":"assessing-organizational-behaviors-a-critical-analysis-of-measuring-instruments-9783030813130","title":"Assessing Organizational Behaviors: A Critical","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eThis book fills a gap in international literature by providing critical reviews on variables of organizational behavior and the main psychological instruments developed to measure them. Measuring instruments developed with theoretical and methodological rigor in the field of Organizational and Work Psychology can contribute to the development of diagnostic analyses to enable organizations to implement the evidence-based changes required for their survival. These changes demand diagnoses based on precise assessments of organizational and individual variables, but many times the professionals responsible for conducting these assessments are not sure of what is the best measuring instrument available. This book is intended to serve as a guide to these professionals. \u003c\/p\u003e  \u003cp\u003eThe volume is divided in two parts. The first part brings together chapters dedicated to the following micro-organizational variables: Job Crafting, reactions to organizational change, Psychological Wellbeing at Work, Bridge Employment Assessment in the Work-Retirement Transition, Resilience at Work, and Leadership in Organizations. The second part presents the state-of-the-art of research on the following macro-organizational constructs:  Quality of Life at Work, Organizational Climate for Creativity, Values and Organizations, Assessments of Organizational Support, and Contributions by Social Networks Analysis and Organizational Effectiveness. The last chapter presents a critical discussion about the nature and future of organization behavior measuring.\u003c\/p\u003e  \u003cp\u003e\u003ci\u003eAssessing Organizational Behaviors: A Critical Analysis of Measuring Instruments\u003c\/i\u003e is intended to help market professionals select the diagnostic instruments that best fit into their organizational reality in order to correctly assess organizational behavior. The book will also be of interest to researchers and students in the field of Organizational and Work Psychology as it provides comprehensive overviews of a wide range of instruments developed to measure different variables of organizational behavior. \u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e1.Job crafting measures.- 2.Employee reactions to organizational change: the main models and measures.- 3.Psychological Well-Being at Work Measures.- 4.Bridge Employment Assessment Measures in the Work-Retirement Transition.- 5.Resilience at work: research itineraries, a critical review of measures and a proposal for measurement of the construct for organizational diagnosis.- 6.Leadership in Organizations: state-of-the-art with emphasis on measurement instruments.- 7.Quality of life at work: concepts, models and measures.- 8.Creativity Climate: An Analysis of Measurement Scales.- 9.Values in Organizations: Theory, measurement, and theoretical reflections.- 10.Evaluation tools of Social Support at Work and contributions of Social Networks Analysis.- 11.Organizational Effectiveness: a critical review of the proposals for conceptualization and measurement of the construct.- 12.The next challenges for measuring organizational behavior constructs.\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e","brand":"Springer Nature Switzerland AG","offers":[{"title":"Default Title","offer_id":48743051624791,"sku":"9783030813130","price":54.99,"currency_code":"GBP","in_stock":true}]},{"product_id":"mindful-leadership-in-practice-tradition-leads-to-the-future-9783030973131","title":"Mindful Leadership in Practice: Tradition Leads","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThis book shows why mindful leadership is the key element for supportive management and leadership in the 21st century. It highlights the fundamentals of mindful leadership in philosophy and history in different cultural traditions and shows latest research on mindfulness and digitalization, technology, social networking, and leading-self concepts. The book bridges the past and the future. By combining a range of research perspectives, it connects mindfulness to serving leadership concepts and describes resilience for both individuals and organizations. In addition, it presents theoretical aspects and practical recommendations on how to implement mindful leadership and supportive environments in organizational cultures. The book encompasses history, present leadership challenges and future management perspectives and enables the implementation of models of good practice into daily working life. It includes contributions from researchers of different continents, and offers an international overview of state-of-the art leadership research.\u003cbr\u003eThis book is of interest to professionals and researchers working on leadership, from the perspective of positive psychology, organizational studies, and wellbeing studies.  \u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cb\u003ePart 1: Fundamentals of Mindful Leadership – Philosophy, History and Application.\u003c\/b\u003e\u003cbr\u003eChapter 1: Analysis of Work and Organization today (Klaske) Chapter 2: A History of the Mindful Leadership Concept (Volker)Chapter 3: Indian Perspectives on Mindful leadership (Anuradha Sathiyaseelan, Sathiyseelan Balasundaram, Michael Zirkler)Chapter 4: The ideal Emperor from Chinese Perspective (Thomas Zimmer)Chapter 5: The Concept Mindful Leadership and its Christian Roots (Arie Verkuil)Chapter 6: Cardinal Virtues and Leadership (Paul Imhof and Volker)\u003cbr\u003e\u003cb\u003ePart II: Traditions and Perspectives of Mindful Leadership\u003c\/b\u003e\u003cbr\u003eChapter 7: Ethics in Mindfulness Context (Martijn de Kiewit)Chapter 8: Taming the minds - Health and Resilience (Klaske)Chapter 9: Digitalization as a Challenge for Mindful Leadership (Thomas Thiessen)\u003cbr\u003e\u003cb\u003ePart III: Transfer from Theory to Practice\u003c\/b\u003e Chapter 10: Interventions of Mindfulness and Compassion (Christoph, Philipp, Alvaro)Chapter 11: Mindfulness and Technology (Jan Willem de Graaf)Chapter 12: Mindfulness in social Networks – Self-management and distanced sociability (innovation workplace, Hanze University)Chapter 13. Mental Training through Mindfulness (Marc Aeschbacher)","brand":"Springer Nature Switzerland AG","offers":[{"title":"Default Title","offer_id":48743062798679,"sku":"9783030973131","price":54.99,"currency_code":"GBP","in_stock":true}]},{"product_id":"the-psychosocial-impacts-of-whistleblower-retaliation-shattering-employee-resilience-and-the-workplace-promise-9783031190544","title":"The Psychosocial Impacts of Whistleblower","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThis book analyzes the harms related to whistleblower retaliation, its psychosocial impacts on employees, and the institutional dysfunction it creates and perpetuates. \u003cbr\u003e\u003cbr\u003eStigma and biases against whistleblowers interfere with their ability to make protected disclosures when harm to others is at stake. Retaliatory toxic tactics create an atmosphere and corporate culture that embodies fear and encourages bystander behavior. \u003cbr\u003eIn this book, the authors explore psychosocial impacts across domains that include financial, legal, social, physical, and emotional well-being. Ten of the 14 chapters specifically examine the toxic tactics of retaliation: gaslighting, mobbing, marginalizing, shunning, devaluing, double-binding, career blocking, counter-accusing, bullying, and doxxing. These toxic tactics are the building blocks of workplace traumatic stress (WTS) and can lead to posttraumatic stress disorder (PTSD), depression, substance abuse, and suicide. WTS is a term that differentiates between workplace violence or job stress, which can be components of WTS but do not fully describe the systemic hostile work environment that targets an employee. Understanding WTS and how it disrupts identity, causes moral injury, and shatters world views are important aspects for clinicians treating clients who are victims of this kind of hostile work environment.  \u003cbr\u003e\u003ci\u003eThe Psychosocial Impacts of Whistleblower Retaliation\u003c\/i\u003e is a useful resource offering a new way for social workers, mental health providers, advocates, and other support services professionals and practitioners to assist whistleblowers. It helps clinicians understand how to view patients suffering from whistleblower retaliation and gives them a lexicon for forensic evaluations. Lawyers, especially those specializing in employment, labor, and Qui Tam cases, also could benefit from having a means to describe the psychosocial impacts of retaliation and WTS on their clients when filing for compensatory damages for pain and suffering during judicial proceedings. Finally, the book could appeal to employees and managers, human resources professionals, victim rights advocates, elected officials, media personnel, and other professionals who are interested in learning more about whistleblower retaliation and its psychosocial and cultural implications.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003ePart I – Introduction \u003c\/b\u003e\u003c\/p\u003e  \u003cp\u003e1. Morality, Virtue, and Ethics\u003cb\u003e \u003c\/b\u003e\u003c\/p\u003e    \u003cp\u003e \u003c\/p\u003e  \u003cb\u003ePart II – Toxic Culture and Tactics\u003c\/b\u003e\u003cp\u003e\u003c\/p\u003e  \u003cp\u003e2.  Toxic Leaders and Their Impact\u003c\/p\u003e  \u003cp\u003e3.  Gaslighting\u003c\/p\u003e  4.  Mobbing\u003cp\u003e\u003c\/p\u003e  \u003cp\u003e5.  Marginalizing\u003c\/p\u003e  6.  Shunning\u003cp\u003e\u003c\/p\u003e  \u003cp\u003e7.  Devaluing\u003c\/p\u003e  8.  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Implications for Organizations\u003c\/p\u003e","brand":"Springer International Publishing AG","offers":[{"title":"Default Title","offer_id":48743074758999,"sku":"9783031190544","price":71.24,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9783031190544.jpg?v=1720063998"},{"product_id":"the-palgrave-handbook-of-methodological-individualism-volume-i-9783031415111","title":"The Palgrave Handbook of Methodological","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eWhile methodological individualism is a fundamental approach within the social sciences, it is often misunderstood. This highlights the need for a discursive and up-to-date reference work analyzing this approach’s classic arguments and assumptions in the light of contemporary issues in sociology, economics and philosophy. This two-volume handbook presents the first comprehensive overview of methodological individualism. Chapters discuss historical and contemporary debates surrounding this central approach within the social sciences, as well as cutting edge developments related to the individualist tradition with philosophical and scientific implications. Bringing together multiple contributions from the world’s leading experts on this important tradition of theorizing, this collective endeavor provides teachers, researchers and students in sociology, economics, and philosophy with a reliable and critical understanding of the founding principles, key thinkers and intellectual development of MI since the late 19\u003csup\u003eth\u003c\/sup\u003e century.\u003c\/p\u003e\u003cp\u003e\u003cbr\u003e\u003c\/p\u003e  \u003cp\u003e​\u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003ePart I. The Founding Principles of MI.- 1. The Scottish Enlightenment and MI; Jeremy Shearmur.- 2. Weber \/MI and sociological explanation; Wolfgang Schluchter.- 3. MI\/ interpretative sociology; Stephen Turner.- 4. MI and the Austrian School of Economics; Peter Boettke.- 5. Actuality of the Weberian paradigm \/MI; Thomas Schwinn.- 6. Holism and Individualism; Raymond Boudon.- Part II. MI and the Rationality Principle.- 7. IM, Rationality and Sociological Thought; Hartmut Esser.- 8. MI\/Beliefs\/rationality; Ian Jarvie.- 9. MI and Psychology (Emotions\/Cognitive science); Paul Dumouchel.- 10. Cognitive Economy\/Decisional Processes\/Nudge Theory\/MI; Riccardo Viale.- 11. Reasoning\/beliefs\/MI; Gérald Bronner.- 12. Axiological Rationality\/MI; Sylvie Mesure.- Part III. MI and the Micro-Macro Link.- 13. MI\/Micro–Macro Relationship in Social Science; Gustav Ramström.- 14. MI, Interpretivism and Unintended Consequences; Key Yoshida.- 15. MI\/social structures; Pierre Demeulenaere.- 16.  MI\/micro-macro\/ontology; Robert Sugden.- 17. MI\/Complexity; Jean Petitot.- 18. MI\/Stratification; Mohamed Cherkaoui.- Part IV. MI and Some Major Traditions of Social Science Research.- 19. MI\/Marx; Jon Elster.- 21. MI\/Durkheim; Massimo Borlandi.- 22. MI\/ Weber\/ Parsons\/Schutz; Nasu Hisashi.- 23. MI\/Hermeneutics\/interpretative sociology; Enzo Di Nuoscio.- 24. Evolutionary Approach\/Behavioral Sciences\/Non-Atomistic MI; Herbert Gintis.- 25. Analytical Sociology\/MI; José Antonio Noguera Ferrer.\u003c\/p\u003e","brand":"Springer International Publishing AG","offers":[{"title":"Default Title","offer_id":48743085539671,"sku":"9783031415111","price":170.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9783031415111.jpg?v=1720064046"},{"product_id":"active-price-management-be-a-price-maker-not-a-price-taker-9783031420481","title":"Active Price Management: Be a Price Maker, Not a","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThis book demonstrates how to transform pricing, often considered the neglected aspect of marketing, into the most influential marketing tool that positively impacts the company's profits in a sustainable manner. Ultimately, every aspect of marketing is reflected in the price, as it represents the customer's value exchange for the other three value-creating marketing instruments: the product (functional value), communication (emotional value), and distribution (availability). The authors present the essential framework conditions and fundamental principles of active price management. They specifically emphasize those aspects that have proven particularly relevant to business practice through the Executive Education program at the University of St. Gallen (HSG).\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eActive Price Management: Fundamentals and Challenges.- Conditions of Price Management.- Goals of Price Management.- Price Management Strategies.- Price Management for Innovations.- Auctions.- Price Management for Business-to-Business Services.- Conclusion.\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e","brand":"Springer International Publishing AG","offers":[{"title":"Default Title","offer_id":48743085834583,"sku":"9783031420481","price":29.69,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9783031420481.jpg?v=1720064048"},{"product_id":"contemporary-collaborative-consumption-trust-and-reciprocity-revisited-9783658213459","title":"Contemporary Collaborative Consumption: Trust and","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThis book provides critical perspectives on contemporary collaborative consumption, a recent societal phenomenon shaking up previously fixed socio-economic categories such as the producer and the consumer. The contributors discuss the role of trust and reciprocity in collaborative consumption through seven case studies. The chapters advance debates on the contradictions of positioning collaborative consumption as possible solutions for a more sustainable development and exacerbating new forms of inequalities and injustice. The book contributes a nuanced appraisal of social and economic activity for reflecting socio-technological changes in contemporary societies.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eReciprocity in the sharing economy: the case for time banking platforms.- Collective representation on collaborative economy platforms.- “Foodsharing”: Reflecting on individualized collective action in a collaborative consumption community organization.- Riding free-riders? A study of the phenomenon of BlaBlaCar in Italy.- The sharing economy and young people: an exploratory research project.-Collaborative consumption and trust-building processes in the emerging new food economy.- Shared use and owning of clothes: borrow, steal or inherit.","brand":"Springer Fachmedien Wiesbaden","offers":[{"title":"Default Title","offer_id":48743137870167,"sku":"9783658213459","price":35.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9783658213459.jpg?v=1720064275"},{"product_id":"economic-resilience-in-regions-and-organisations-9783658330781","title":"Economic Resilience in Regions and Organisations","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eLeading researchers on economic resilience from economic geography, economic history and organizational studies discuss recent approaches to better understand the impact of structures, processes, agency, governance and multilevel settings on economic resilience.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eIntroduction: Covid-19 pandemic as new challenge for regional economic resilience research.- Regional economic resilience: Review and outlook.- The resilience of Britain’s core cities to the great recession (with implications for the Covid recessionary shock).- Regional economic resilience of resource-based cities and influential factors during economic crises in China.- Investigating the governance mechanisms that sustain regional economic resilience and inclusive growth.- Resilience in the periphery: What an agency perspective can bring to the table.- Regional resilience: lessons from a region affected by multiple shocks.- Developing resilience understanding as a tool for regional and tourism development in Bavaria.- Crisis, coping and resilience as a multi-layered process – Haniel, Thyssen and Krupp between the 1950s and the 1970s.- Resilience process framework for inter-organisational cooperation.- Team diversity and development of resilience capabilities in organizations.- Sociolinguistic resilience among young academics: A quantitative analysis in Germany and France.","brand":"Springer","offers":[{"title":"Default Title","offer_id":48743138197847,"sku":"9783658330781","price":64.99,"currency_code":"GBP","in_stock":true}]},{"product_id":"trauma-and-blockages-in-coaching-models-methods-and-case-studies-9783658393984","title":"Trauma and Blockages in Coaching: Models,","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eBlockages to be solved with coaching are often the result of repressed traumatic experiences of a person or their ancestors. 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Dazu gehören die wichtigsten theoretischen Konzepte (Rollentheorie, Spontaneität und Kreativität, Soziometrie, surplus reality), die Phasen psychodramatischer Arbeit sowie psychodramatische Arrangements und Techniken (Aufstellungen, Rollentausch, Doppel, Spiegel u.a.). Beispiele zeigen die praktische Nutzung des Psychodramas in verschiedenen Anwendungsfeldern (Psychotherapie, Supervision, Coaching, Organisationsentwicklung, Schule, soziale Arbeit) und Kombinationsmöglichkeiten mit anderen Verfahren wie Psychoanalyse, Verhaltenstherapie oder systemischer Beratung.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e“... liefert das Buch einen kompakten Überblick zur Geschichte, Theorie, Praxis und fachlicher Verortung des Psychodramas. ... Das Buch ist gut durch Quellen belegt, nachvollziehbar, und in seiner Darstellung umfassend. Der Leser lernt unterschiedliche Umgangsformen sowohl in der Interpretation als auch Evozierung von Trauminhalten wie Märchen. ... Ein Buch, welches sich sowohl für die Praxisbiliothek, zum schnellen Nachlesen der Übungen, als auch als Einstieg in eine akademische Auseinandersetzung zum Thema eignet.” (Michael Josef Seiss, in: Psychotherapie Forum, Jg. 21, 2016, S. 72)\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eHandlungsebenen und Phasen im psychodramatischen Prozess.- Psychodramatische Arrangements.- Psychodramatische Techniken.- Das Psychodrama und andere Verfahren der Therapie und Beratung.","brand":"Springer-Verlag Berlin and Heidelberg GmbH \u0026 Co. KG","offers":[{"title":"Default Title","offer_id":48743140852055,"sku":"9783662456255","price":13.62,"currency_code":"GBP","in_stock":true}]},{"product_id":"snakes-in-suits-revised-edition-9780062697547","title":"Snakes in Suits Revised Edition","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e","brand":"HarperCollins Publishers Inc","offers":[{"title":"Default Title","offer_id":48864093241687,"sku":"9780062697547","price":17.0,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780062697547.jpg?v=1722270361"},{"product_id":"optimal-9780063279766","title":"Optimal","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cstrong\u003eIn his groundbreaking #1 bestseller \u003cem\u003eEmotional Intelligence\u003c\/em\u003e, Daniel Goleman revolutionized how we think about intelligence. Now, he reveals practical methods for using these inner resources to more readily enter an optimal state of high performance and satisfaction while avoiding burnout.   \u003c\/strong\u003e\u003c\/p\u003e\u003cp\u003eThere are moments when we achieve peak performance: An athlete plays a perfect game; a business has a quarter with once-in-a-lifetime profits. But these moments are often elusive, and for every amazing day, we may have a hundred ordinary and even unsatisfying days. Fulfillment doesn’t come from isolated peak experiences, but rather from many consistent good days. So how do we sustain performance, while avoiding burnout and maintaining balance? \u003c\/p\u003e\u003cp\u003eIn \u003cem\u003eOptimal\u003c\/em\u003e, Daniel Goleman and Cary Cherniss reveal how emotional intelligence can help us have a great day, any day. They explain how to set a realistic, attainable goal of feeling satisf\u003c\/p\u003e","brand":"HarperCollins Publishers Inc","offers":[{"title":"Default Title","offer_id":48864138232151,"sku":"9780063279766","price":24.74,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780063279766.jpg?v=1722270563"},{"product_id":"100-things-every-designer-needs-to-know-about-people-9780136746911","title":"100 Things Every Designer Needs to Know About","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cb\u003eSusan M. Weinschenk\u003c\/b\u003e has a Ph.D. in Psychology and is the Chief Behavioral Scientist and the CEO at The Team W, Inc. She is a consultant to Fortune 1000 companies, start-ups, governments and non-profits. Dr. Weinschenk is also an Adjunct Professor at the University of Wisconsin.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cb\u003e  \u003c\/b\u003e\u003cb\u003e  How People See  \u003c\/b\u003e     \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e \u003cb\u003e  1. What You See Isn't What Your Brain Gets \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e \u003cb\u003e  2. Peripheral Vision Is Used More Than Central Vision to Get the Gist of What You See \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e \u003cb\u003e  3. People Identify Objects by Recognizing Patterns \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e \u003cb\u003e  4. There's a Special Part of the Brain Just for Recognizing Faces \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e \u003cb\u003e  5. There Is a Special Part of the Brain for Processing Simple Visual Features \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e \u003cb\u003e  6. People Scan Screens Based on Past Experience and Expectations \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e \u003cb\u003e  7. People See Cues That Tell Them What to Do with An Object \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e \u003cb\u003e  8. People Can Miss Changes in Their Visual Fields \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e \u003cb\u003e  9. People Believe That Things That Are Close Together Belong Together \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e \u003cb\u003e  10. Red and Blue Together Are Hard on the Eyes \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e \u003cb\u003e  11. Nine Percent of Men and One-Half Percent of Women Are Color-Blind \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e \u003cb\u003e  12. The Meanings of Colors Vary by Culture How People Read \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e   \u003cb\u003e\u003cbr\u003e \u003c\/b\u003e  \u003cb\u003e\u003cb\u003e  \u003c\/b\u003e\u003c\/b\u003e\u003cb\u003e\u003cb\u003e  How People Read  \u003c\/b\u003e\u003c\/b\u003e     \u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e  13. It's a Myth That Uppercase Letters Are Inherently Hard to Read \u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e  14. Reading and Comprehending Are Two Different Things \u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e  15. Pattern Recognition Helps People Identify Letters in Different Fonts \u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e  16. Font Size Matters \u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e  17. Reading a Screen Is Harder Than Reading Paper \u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e  18. People Read Faster with a Longer Line Length, But They Prefer a Shorter Line Length \u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e  \u003cb\u003e\u003cb\u003e\u003cb\u003e  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  How People Remember  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e     \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e  19. Short-Term Memory Is Limited \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e  20. People Remember Only Four Items at Once \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e  21. People Have to Use Information to Make It Stick \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e  22. It's Easier to Recognize Information Than Recall It \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e  23. Memory Takes a Lot of Mental Resources \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e  24. People Reconstruct Memories Each Time They Remember Them \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e  25. It's a Good Thing That People Forget \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e  26. The Most Vivid Memories Are Wrong \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e  \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e  \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e  \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  How People Think  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e     \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  27. People Process Information Better in Bite-Sized Chunks \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  28. Some Types of Mental Processing Are More Challenging Than Others \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  29. Minds Wander 30 Percent of the Time \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  30. The More Uncertain People Are, the More They Defend Their Ideas \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  31. People Create Mental Models \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  32. People Interact with Conceptual Models \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  33. People Process Information Best in Story Form \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  34. People Learn Best from Examples \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  35. People Are Driven to Create Categories \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  36. Time Is Relative \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  37. People Screen Out Information That Doesn't Fit Their Beliefs \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  38. People Can Be in a Flow State \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  39. Culture Affects How People Think \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e  \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  How People Focus Their Attention  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e     \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  40. Attention Is Selective \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  41. People Habituate Information \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  42. Well-Practiced Skills Don't Require Conscious Attention \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  43. Expectations of Frequency Affect Attention \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  44. Sustained Attention Lasts About Ten Minutes \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  45. People Pay Attention Only to Salient Cues \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  46. People Are Worse at Multitasking Than They Think \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  47. Danger, Food, Sex, Movement, Faces, and Stories Get the Most Attention \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  48. Loud Noises Startle and Get Attention \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  49. For People to Pay Attention to Something, They Must First Perceive It \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e  \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  What Motivates People  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e     \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  50. People Are More Motivated as They Get Closer to a Goal \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  51. Variable Rewards Are Powerful \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  52. Dopamine Stimulates the Seeking of Information \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  53. Unpredictability Keeps People Searching \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  54. People Are More Motivated by Intrinsic Rewards Than Extrinsic Rewards \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  55. People Are Motivated by Progress, Mastery, and Control \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  56. People Are Motivated by Social Norms \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  57. People Are Inherently Lazy \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  58. People Will Look for Shortcuts Only If the Shortcuts Are Easy \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  59. People Assume It's You, Not the Situation \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  60. Forming or Changing a Habit Is Easier Than You Think \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  61. People Are More Motivated to Compete When There Are Fewer Competitors \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  62. People Are Motivated by Autonomy \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e  \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  People Are Social Animals  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e     \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  63. The “Strong Tie” Group Size Limit Is 150 People \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  64. People Are Hard Wired for Imitation and Empathy \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  65. Doing Things Together Bonds People Together \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  66. People Expect Online Interactions to Follow Social Rules \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  67. People Lie to Differing Degrees Depending on the Medium \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  68. Speakers' Brains and Listeners' Brains Sync Up During Communication \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  69. The Brain Responds Uniquely to People You Know Personally \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  70. Laughter Bonds People Together \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  71. People Can Tell When a Smile Is Real or Fake More Accurately with Video \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e  \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  How People Feel  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e     \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  72. Some Emotions May Be Universal \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  73. Positive Feelings about a Group Can Lead to Groupthink \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  74. Stories and Anecdotes Persuade More Than Data Alone \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  75. If People Can't Feel, Then They Can't Decide \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  76. People Are Programmed to Enjoy Surprises \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  77. People Are Happier When They're Busy \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  78. Pastoral Scenes Make People Happy \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  79. People Use \"Look and Feel\" as Their First Indicator of Trust \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  80. Listening to Music Releases Dopamine in the Brain \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  81. The More Difficult Something Is to Achieve, the More People Like It \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  82. People Overestimate Reactions to Future Events \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  83. People Feel More Positive Before and After an Event Than During It \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  84. People Want What Is Familiar When They Are Sad or Scared  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e  \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  People Make Mistakes  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e     \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  85. People Will Always Make Mistakes; There Is No Fail-Safe Product \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  86. People Make Errors When They Are Under Stress \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  87. Not All Mistakes Are Bad \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  88. People Make Predictable Types of Errors \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  89. People Use Different Error Strategies \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e  \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e  \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e  \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  How People Decide  \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e     \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  90. People Make Most Decisions Unconsciously \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  91. The Unconscious Knows First \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  92. People Want More Choices and Information Than They Can Process \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  93. People Think Choice Equals Control \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  94. People May Care About Time More Than They Care About Money \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  95. Mood Influences the Decision- Making Process \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  96. You Can Engineer Better Group Decisions \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  97. People Make Habit-Based Decisions or Value-Based Decisions, but Not Both at the Same Time \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  98. When People Are Uncertain, They Let Others Decide What to Do \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  99. People Think Others Are More Easily Influenced Than They Are Themselves \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e  100. People Value a Product More Highly When It's Physically in Front of Them \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e   \u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/b\u003e","brand":"Pearson Education (US)","offers":[{"title":"Default Title","offer_id":48864173916503,"sku":"9780136746911","price":23.74,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780136746911.jpg?v=1722270737"},{"product_id":"simplifying-coaching-how-to-have-more-transformational-conversations-by-doing-less-9780335249077","title":"Simplifying Coaching How to Have More","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eFundamentally, coaching is about enabling someone to feel heard and to access new insights into their own life. 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Coaching simply means that you can listen and notice more, getting quickly to the heart of the conversation. \u003c\/p\u003e\u003cp\u003eWhether you are brand new to coaching, are a trained coach who has lost confidence, or have many yearsâ experience coaching at a senior level, this deeply practical book will teach you how to:\u003c\/p\u003e\u003cp\u003eâ             Do less so that your companion can do more\u003c\/p\u003e\u003cp\u003eâ             Understand why saying what you see is more useful than listening to any particular story\u003c\/p\u003e\u003cp\u003eâ             Put boundaries around a conversation, making it more ef\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eChapter 1: It’s a journey\u003cbr\u003eChapter 2: Simple listening: Notice don’t diagnose\u003cbr\u003eChapter 3: Simple Beginnings\u003cbr\u003eChapter 4: Simple questions\u003cbr\u003eChapter 5: Simple Exploring\u003cbr\u003eChapter 6: Simple endings\u003cbr\u003eChapter 7: Presence, Partnership and Power\u003cbr\u003eChapter 8: Simple Conversations in Real Life\u003cbr\u003eChapter 9: The Journey Continues\u003cbr\u003e\u003c\/p\u003e","brand":"Open University Press","offers":[{"title":"Default Title","offer_id":48864445497687,"sku":"9780335249077","price":24.32,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780335249077.jpg?v=1722271985"},{"product_id":"leadership-transition-9780335250332","title":"Leadership Transition","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eWant to know how your executive clients feel during coaching? This book is a practical guide for any coach and coach trainer who wants to hear the voices of leaders as they convey what is valuable to them when moving into a new role. This book provides a framework for practising coaches who want to understand the impact of coaching on leaders as they transition. The framework is grounded in research that reflects the practice and real-life experiences of several leaders. 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Introduction to I\/O Psychology. 2. Job Analysis and Evaluation. 3. Legal Issues in Employee Selection. 4. Employee Selection: Recruiting and Interviewing. 5. Employee Selection: References and Testing. 6. Evaluating Selection Techniques and Decisions. 7. Evaluating Employee Performance. 8. Designing and Evaluating Training Systems. 9. Employee Motivation. 10. Employee Satisfaction and Commitment. 11. Organizational Communication. 12. Leadership. 13. Group Behavior, Teams and Conflict. 14. Organization Development. 15. Stress Management: Dealing with the Demands of Life and Work.","brand":"Cengage Learning, Inc","offers":[{"title":"Default Title","offer_id":48864475316567,"sku":"9780357658345","price":74.99,"currency_code":"GBP","in_stock":true}]},{"product_id":"the-daily-trading-coach-9780470398562","title":"The Daily Trading Coach","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eWritten in a practical and engaging style,  The Daily Trading Coach  highlights specific actions that readers can take to meaningfully improve their trading performance. The book consists of 101 lessons designed as coaching interventions, featuring techniques and homework assignments that traders can put to work immediately.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAcknowledgments xvii\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003eChapter 1 Change: The Process and the Practice 3\u003c\/p\u003e \u003cp\u003eLesson 1: Draw on Emotion to Become a Change Agent 4\u003c\/p\u003e \u003cp\u003eLesson 2: Psychological Visibility and Your Relationship with Your Trading Coach 7\u003c\/p\u003e \u003cp\u003eLesson 3: Make Friends with Your Weakness 9\u003c\/p\u003e \u003cp\u003eLesson 4: Change Your Environment, Change Yourself 11\u003c\/p\u003e \u003cp\u003eLesson 5: Transform Emotion by Trace-Formation 14\u003c\/p\u003e \u003cp\u003eLesson 6: Find the Right Mirrors 17\u003c\/p\u003e \u003cp\u003eLesson 7: Change Our Focus 20\u003c\/p\u003e \u003cp\u003eLesson 8: Create Scripts for Life Change 23\u003c\/p\u003e \u003cp\u003eLesson 9: How to Build Your Self-Confidence 25\u003c\/p\u003e \u003cp\u003eLesson 10: Five Best Practices for Effecting and Sustaining Change 29\u003c\/p\u003e \u003cp\u003eResources 32\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Stress and Distress: Creative Coping for Traders 33\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLesson 11: Understanding Stress 33\u003c\/p\u003e \u003cp\u003eLesson 12: Antidotes for Toxic Trading Assumptions 37\u003c\/p\u003e \u003cp\u003eLesson 13: What Causes the Distress That Interferes with Trading Decisions? 40\u003c\/p\u003e \u003cp\u003eLesson 14: Keep a Psychological Journal 43\u003c\/p\u003e \u003cp\u003eLesson 15: Pressing: When You Try Too Hard to Make Money 45\u003c\/p\u003e \u003cp\u003eLesson 16: When You’re Ready to Hang It Up 48\u003c\/p\u003e \u003cp\u003eLesson 17: What to Do When Fear Takes Over 51\u003c\/p\u003e \u003cp\u003eLesson 18: Performance Anxiety: The Most Common Trading Problem 54\u003c\/p\u003e \u003cp\u003eLesson 19: Square Pegs and Round Holes 58\u003c\/p\u003e \u003cp\u003eLesson 20: Volatility of Markets and Volatility of Mood 61\u003c\/p\u003e \u003cp\u003eResources 64\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Psychological Well-Being: Enhancing Trading Experience 67\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLesson 21: The Importance of Feeling Good 67\u003c\/p\u003e \u003cp\u003eLesson 22: Build Your Happiness 71\u003c\/p\u003e \u003cp\u003eLesson 23: Get into the Zone 73\u003c\/p\u003e \u003cp\u003eLesson 24: Trade with Energy 77\u003c\/p\u003e \u003cp\u003eLesson 25: Intention and Greatness: Exercise the Brain through Play 79\u003c\/p\u003e \u003cp\u003eLesson 26: Cultivate the Quiet Mind 83\u003c\/p\u003e \u003cp\u003eLesson 27: Build Emotional Resilience 86\u003c\/p\u003e \u003cp\u003eLesson 28: Integrity and Doing the Right Thing 89\u003c\/p\u003e \u003cp\u003eLesson 29: Maximize Confidence and Stay with Your Trades 91\u003c\/p\u003e \u003cp\u003eLesson 30: Coping—Turn Stress into Well-Being 95\u003c\/p\u003e \u003cp\u003eResources 97\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Steps toward Self-Improvement: The Coaching Process 99\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLesson 31: Self-Monitor by Keeping a Trading Journal 99\u003c\/p\u003e \u003cp\u003eLesson 32: Recognize Your Patterns 103\u003c\/p\u003e \u003cp\u003eLesson 33: Establish Costs and Benefits to Patterns 106\u003c\/p\u003e \u003cp\u003eLesson 34: Set Effective Goals 109\u003c\/p\u003e \u003cp\u003eLesson 35: Build on Your Best: Maintain a Solution Focus 111\u003c\/p\u003e \u003cp\u003eLesson 36: Disrupt Old Problem Patterns 114\u003c\/p\u003e \u003cp\u003eLesson 37: Build Your Consistency by Becoming Rule-Governed 118\u003c\/p\u003e \u003cp\u003eLesson 38: Relapse and Repetition 121\u003c\/p\u003e \u003cp\u003eLesson 39: Create a Safe Environment for Change 123\u003c\/p\u003e \u003cp\u003eLesson 40: Use Imagery to Advance the Change Process 126\u003c\/p\u003e \u003cp\u003eResources 130\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Breaking Old Patterns: Psychodynamic Frameworks for Self-Coaching 131\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLesson 41: Psychodynamics: Escape the Gravity of Past Relationships 132\u003c\/p\u003e \u003cp\u003eLesson 42: Crystallize Our Repetitive Patterns 135\u003c\/p\u003e \u003cp\u003eLesson 43: Challenge Our Defenses 138\u003c\/p\u003e \u003cp\u003eLesson 44: Once Again, with Feeling: Get Distance from Your Problem Patterns 141\u003c\/p\u003e \u003cp\u003eLesson 45: Make the Most Out of Your Coaching Relationship 144\u003c\/p\u003e \u003cp\u003eLesson 46: Find Positive Trading Relationships 147\u003c\/p\u003e \u003cp\u003eLesson 47: Tolerate Discomfort 150\u003c\/p\u003e \u003cp\u003eLesson 48: Master Transference 153\u003c\/p\u003e \u003cp\u003eLesson 49: The Power of Discrepancy 156\u003c\/p\u003e \u003cp\u003eLesson 50: Working Through 158\u003c\/p\u003e \u003cp\u003eResources 161\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Remapping the Mind: Cognitive Approaches to Self-Coaching 163\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLesson 51: Schemas of the Mind 164\u003c\/p\u003e \u003cp\u003eLesson 52: Use Feeling to Understand Your Thinking 167\u003c\/p\u003e \u003cp\u003eLesson 53: Learn from Your Worst Trades 170\u003c\/p\u003e \u003cp\u003eLesson 54: Use a Journal to Restructure Our Thinking 172\u003c\/p\u003e \u003cp\u003eLesson 55: Disrupt Negative Thought Patterns 176\u003c\/p\u003e \u003cp\u003eLesson 56: Reframe Negative Thought Patterns 179\u003c\/p\u003e \u003cp\u003eLesson 57: Use Intensive Guided Imagery to Change Thought Patterns 182\u003c\/p\u003e \u003cp\u003eLesson 58: Challenge Negative Thought Patterns with the Cognitive Journal 185\u003c\/p\u003e \u003cp\u003eLesson 59: Conduct Cognitive Experiments to Create Change 188\u003c\/p\u003e \u003cp\u003eLesson 60: Build Positive Thinking 190\u003c\/p\u003e \u003cp\u003eResources 193\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Learning New Action Patterns: Behavioral Approaches to Self-Coaching 195\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLesson 61: Understand Your Contingencies 196\u003c\/p\u003e \u003cp\u003eLesson 62: Identify Subtle Contingencies 199\u003c\/p\u003e \u003cp\u003eLesson 63: Harness the Power of Social Learning 201\u003c\/p\u003e \u003cp\u003eLesson 64: Shape Your Trading Behaviors 204\u003c\/p\u003e \u003cp\u003eLesson 65: The Conditioning of Markets 207\u003c\/p\u003e \u003cp\u003eLesson 66: The Power of Incompatibility 211\u003c\/p\u003e \u003cp\u003eLesson 67: Build on Positive Associations 214\u003c\/p\u003e \u003cp\u003eLesson 68: Exposure: A Powerful and Flexible Behavioral Method 217\u003c\/p\u003e \u003cp\u003eLesson 69: Extend Exposure Work to Build Skills 220\u003c\/p\u003e \u003cp\u003eLesson 70: A Behavioral Framework for Dealing with Worry 223\u003c\/p\u003e \u003cp\u003eResources 226\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Coaching Your Trading Business 227\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLesson 71: The Importance of Startup Capital 227\u003c\/p\u003e \u003cp\u003eLesson 72: Plan Your Trading Business 231\u003c\/p\u003e \u003cp\u003eLesson 73: Diversify Your Trading Business 233\u003c\/p\u003e \u003cp\u003eLesson 74: Track Your Trading Results 236\u003c\/p\u003e \u003cp\u003eLesson 75: Advanced Scorekeeping for Your Trading Business 240\u003c\/p\u003e \u003cp\u003eLesson 76: Track the Correlations of Your Returns 244\u003c\/p\u003e \u003cp\u003eLesson 77: Calibrate Your Risk and Reward 248\u003c\/p\u003e \u003cp\u003eLesson 78: The Importance of Execution in Trading 250\u003c\/p\u003e \u003cp\u003eLesson 79: Think in Themes—Generating Good Trading Ideas 254\u003c\/p\u003e \u003cp\u003eLesson 80: Manage the Trade 257\u003c\/p\u003e \u003cp\u003eResources 259\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Lessons from Trading Professionals: Resources and Perspectives on Self-Coaching 261\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLesson 81: Leverage Core Competencies and Cultivate Creativity 261\u003c\/p\u003e \u003cp\u003eLesson 82: I Alone Am Responsible 264\u003c\/p\u003e \u003cp\u003eLesson 83: Cultivate Self-Awareness 271\u003c\/p\u003e \u003cp\u003eLesson 84: Mentor Yourself for Success 275\u003c\/p\u003e \u003cp\u003eLesson 85: Keep Detailed Records 279\u003c\/p\u003e \u003cp\u003eLesson 86: Learn to Be Fallible 283\u003c\/p\u003e \u003cp\u003eLesson 87: The Power of Research 286\u003c\/p\u003e \u003cp\u003eLesson 88: Attitudes and Goals, the Building Blocks of Success 290\u003c\/p\u003e \u003cp\u003eLesson 89: A View from the Trading Firms 295\u003c\/p\u003e \u003cp\u003eLesson 90: Use Data to Improve Trading Performance 300\u003c\/p\u003e \u003cp\u003eResources 305\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Looking for the Edge: Finding Historical Patterns in Markets 307\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLesson 91: Use Historical Patterns in Trading 308\u003c\/p\u003e \u003cp\u003eLesson 92: Frame Good Hypotheses with the Right Data 310\u003c\/p\u003e \u003cp\u003eLesson 93: Excel Basics 313\u003c\/p\u003e \u003cp\u003eLesson 94: Visualize Your Data 317\u003c\/p\u003e \u003cp\u003eLesson 95: Create Your Independent and Dependent Variables 320\u003c\/p\u003e \u003cp\u003eLesson 96: Conduct Your Historical Investigations 324\u003c\/p\u003e \u003cp\u003eLesson 97: Code the Data 327\u003c\/p\u003e \u003cp\u003eLesson 98: Examine Context 329\u003c\/p\u003e \u003cp\u003eLesson 99: Filter Data 332\u003c\/p\u003e \u003cp\u003eLesson 100: Make Use of Your Findings 334\u003c\/p\u003e \u003cp\u003eResources 336\u003c\/p\u003e \u003cp\u003eConclusion 339\u003c\/p\u003e \u003cp\u003eLesson 101: Find Your Path 339\u003c\/p\u003e \u003cp\u003eFor More on Self-Coaching 341\u003c\/p\u003e \u003cp\u003eAbout the Author 343\u003c\/p\u003e \u003cp\u003eIndex 345\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":48864627097943,"sku":"9780470398562","price":28.8,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780470398562.jpg?v=1722272793"},{"product_id":"driven-to-lead-9780470623848","title":"Driven to Lead","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eThis book is truly amazing?actually, a masterpiece. It tells the story of the human condition.\u003c\/b\u003e\u003cbr\u003e ?From Foreword by WARREN BENNIS  \u003c\/p\u003e\u003cp\u003eIN THIS FOLLOW-UP BOOK to the best-selling \u003ci\u003eDriven\u003c\/i\u003e, Harvard professor Paul Lawrence applies his four-drive theory of human behavior to the realm of leadership, explaining how leadership?like all human behavior?can be understood as a function of the balance, or lack of balance, of four basic human drives: the drive to acquire, to defend, to comprehend, and to bond. We achieve an optimal state of leadership when all four drives are cultivated and balanced. \u003c\/p\u003e\u003cp\u003eIn this next-step resource, Lawrence uses historical examples and current leadership crises to explain how the balance of the four drives results in one of three types of leadership: \u003c\/p\u003e\u003cul\u003e \u003cb\u003e\u003cli\u003eGood leadership\u003c\/li\u003e\u003c\/b\u003e: The best leaders, followers, and stakeholders fulfill the four drives in a balanced manner. \u003cb\u003e\u003cli\u003eMisguided leadership\u003c\/li\u003e\u003c\/b\u003e: These leaders, followers, and stakeholder\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\"...former Medtronic CEO and smart leadership thinker Bill George loved it, and I have to think someone who's been studying the topic since at least the 1960s would have something smart to say.\" (\u003ci\u003eWashington Post\u003c\/i\u003e, October 2010)\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eForeword xi\u003c\/p\u003e \u003cp\u003eAcknowledgments xiii\u003c\/p\u003e \u003cp\u003eThe Author xv\u003c\/p\u003e \u003cp\u003eIntroduction xvii\u003c\/p\u003e \u003cp\u003e1 How Much Can We Hope For? 1\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart One: the Leadership Brain 9\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2 A Brain Designed for Leadership? 11\u003c\/p\u003e \u003cp\u003e3 Darwin Rediscovered: Did the Brain Evolve Leadership Capabilities? 53\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Two: Historic Leadership Patterns 79\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4 All About Leaders: Good, Bad, and Misguided 81\u003c\/p\u003e \u003cp\u003e5 Leadership and the Historic Evolution of Political Institutions 101\u003c\/p\u003e \u003cp\u003e6 Leadership of Economic Institutions: The Rise of Corporations 123\u003c\/p\u003e \u003cp\u003e7 Leadership in Institutions of Human Meaning: Religion, Art, and Science 143\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Three: Leadership in Contemporary Affairs 167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8 Keeping on Track: Leadership in Contemporary Corporations 169\u003c\/p\u003e \u003cp\u003e9 A Worldwide Swindle: By Banking Leaders-w\/o-Conscience? 193\u003c\/p\u003e \u003cp\u003e10 Keeping a Global Economy and a Global Community on Track 213\u003c\/p\u003e \u003cp\u003e11 Keeping on Track by Practicing Good\/Moral Leadership 241\u003c\/p\u003e \u003cp\u003e12 Renewing the Story of Human Progress with Darwin’s Help 267\u003c\/p\u003e \u003cp\u003eAppendix: Darwin Misunderstood 271\u003c\/p\u003e \u003cp\u003eNotes 283\u003c\/p\u003e \u003cp\u003eIndex 301\u003c\/p\u003e\n\u003c\/ul\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":48864634503511,"sku":"9780470623848","price":40.38,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780470623848.jpg?v=1722272828"},{"product_id":"the-managed-heart-9780520272941","title":"The Managed Heart","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eIn private life, we try to induce or suppress love, envy, and anger through deep acting or emotion work, just as we manage our outer expressions of feeling through surface acting. This title examines two groups of public-contact workers: flight attendants and bill collectors.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\"'The Managed Heart' is written so accessibly that it appeals to both the academic and the general reader. It is best when it delineates how and why we manage our emotions according to our gender or social class.\" * New York Times *\u003cbr\u003e\"[The] book is topically informative, critical of capitalism in a fresh way, and illuminating on the gender issue in emotions.\" * American Journal of Sociology *\u003cbr\u003e\"This is a finely crafted study of the work and inner lives of airline flight attendants. . . . strongly recommend[ed] to everyone, not just to specialists on emotions.\" * Contemporary Sociology *\u003cbr\u003e\"This is an important work. It is an interesting and provocative introduction to a crucial topi that deserves further research and thought.\" * Academy of Management Review *\u003cbr\u003e\"Hochschild's work is significant for its illumination of new, disturbing, and everyday alienations of consciousness and feeling. Among other things, her line of inquiry suggests a new understanding of the social construction of gender and its relation to capitalism and power.\" * Signs *\u003cbr\u003e\"On the whole, this is a superb book. Hochschild has tackled a heretofore largely ignored dimension of human social existence.\" * Social Forces *\u003cbr\u003e\"\u003ci\u003eThe Managed Heart \u003c\/i\u003e's impact was—and still is—profound. It has probably done more than any other single publication to ignite and shape the exponential growth of the sociology of emotions—especially emotion is organisations.\" * Culture and Organization *\u003cbr\u003e\"Hochschild [has] developed a language to identify how both feeling and time are transformed into commodities to be used in the service of capital.\" * Theory \u0026amp; Event *\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003ePreface to the 2012 Edition Preface to the First Edition Acknowledgments  Part One\/Private Life 1. Exploring the Managed Heart 2. Feeling as Clue 3. Managing Feeling 4. Feeling Rules 5. Paying Respects with Feeling: The Gift Exchange  Part Two\/Public Life 6. Feeling Management: From Private to Commercial Uses 7. Between the Toe and the Heel: Jobs and Emotional Labor 8. Gender, Status, and Feeling 9. The Search for Authenticity  Afterword to the Twentieth Anniversary Edition  Appendixes A. Models of Emotion: From Darwin to Goffman B. Naming Feeling C. Jobs and Emotional Labor D. Positional and Personal Control Systems  Notes Bibliography to the Twentieth Anniversary Edition Bibliography Index","brand":"University of California Press","offers":[{"title":"Default Title","offer_id":48864879247703,"sku":"9780520272941","price":23.75,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780520272941.jpg?v=1722273255"},{"product_id":"getting-to-diversity-9780674276611","title":"Getting to Diversity","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eManagement experts Frank Dobbin and Alexandra Kalev sift through decades of data to show why workplace diversity training fails and what works. Arguing that it’s time to focus on changing systems rather than individuals, the authors make data-driven recommendations for diversifying management and creating workplaces where everyone can thrive.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eToo many companies don’t know how to walk the walk of diversity, equity, and inclusion. \u003ci\u003eGetting to Diversity\u003c\/i\u003e shows them how. It relies on hard data and real-life examples about what works and what doesn’t, laying out a case for making real change in a thorough, well-written, no-fluff account. Figures showing effects of diversity programs are absolutely riveting. Bravo. -- Lori George Billingsley, former Global Chief DEI Officer, Coca-Cola Company\u003cbr\u003eFrank Dobbin and Alexandra Kalev upended the conventional wisdom of diversity and inclusion practitioners with their seminal article ‘Why Diversity Programs Fail.’ Now they’re back with a data-driven book about one of corporate America’s most pressing contemporary issues, offering up required reading that is certain to shift the paradigm once again. -- Ben-Saba Hasan, Global Chief Culture, Diversity, Equity \u0026amp; Inclusion Officer, Walmart Inc.\u003cbr\u003eMost companies say they want to advance diversity and equity, but they resort to using the same old unsuccessful strategies. In many cases, this is undoubtedly because leaders are uncertain about which approaches really work. Fortunately, Dobbin and Kalev have written an accessible, engaging book that documents which initiatives actually help organizations better reflect the diverse society in which we live—so if you don’t know, now you know! This is the book all leaders need to read to achieve results. -- Adia Wingfield, author of \u003ci\u003eFlatlining: Race, Work, and Health Care in the New Economy\u003c\/i\u003e\u003cbr\u003e\u003ci\u003eGetting to Diversity\u003c\/i\u003e makes good on the promise of its title. Years of research by Dobbin and Kalev have yielded concrete answers to questions about what is needed to achieve diverse, equitable, and inclusive workforces. Among the critical solutions they offer are ways to end sexual harassment and to democratize leadership opportunities—both keys to systemic, lasting, positive reform. At last a book that shows leaders how they can realize change. -- Anita Hill, University Professor, Brandeis University, and author of \u003ci\u003eBelieving: Our Thirty-Year Journey to End Gender Violence\u003c\/i\u003e\u003cbr\u003e\u003ci\u003eGetting to Diversity\u003c\/i\u003e is a compelling, evidence-based book grounded in well-crafted multi-organizational research and the reality of people’s experiences at work. This book has the potential to change CEO mindsets, human resource practices, manager behavior, and employee well-being—if only enough people grab it and heed its powerful messages. -- Rosabeth Moss Kanter, author of \u003ci\u003eThink Outside the Building\u003c\/i\u003e\u003cbr\u003eThese influential sociologists have spent their careers studying why diversity initiatives fail and what it takes to fix them. Their data-driven book doesn’t just spotlight the problems—it’s packed with solutions. -- Adam Grant * Adam Grant Thinks Again newsletter *\u003cbr\u003eThis book is essential reading for anyone who wants to learn which practices can actually improve managerial diversity in organizations. * Science *\u003cbr\u003eA book that is tailored for anyone who is craving actionable, evidence-based advice about how to create effective programs. -- Elizabeth Weingarten * Behavioral Scientist *\u003cbr\u003eDrawing on more than 30 years of data from 800 companies as well as in-depth interviews with managers, two leading management experts set out to explain why, despite increasing diversity in American society, change in makeup of the management rank has stalled, and how to do things better. * Human Givens Journal *\u003cbr\u003eThe great strength of the book is its consequentialist orientation: diversity programs are evaluated solely on the basis of their impact on gender and racial inequalities in organizations, looking away from intentions and discourses…Rich and stimulating. -- Laure Bereni * La Vie des Idées *","brand":"Harvard University Press","offers":[{"title":"Default Title","offer_id":48865485783383,"sku":"9780674276611","price":22.46,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780674276611.jpg?v=1722274198"},{"product_id":"why-people-cooperate-9780691158006","title":"Why People Cooperate","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003eAny organization's success depends upon the voluntary cooperation of its members. But what motivates people to cooperate? In Why People Cooperate, Tom Tyler challenges the decades-old notion that individuals within groups are primarily motivated by their self-interest. Instead, he demonstrates that human behaviors are influenced by shared attitudes\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eOne of Choice's Outstanding Academic Titles for 2011: Top 25 Books \"I am a fan of Tyler's approach... [H]e supports his theoretical approach by clear and rigorous research rather than the polemic that all too often substitutes for thought in criminology... [H]e demonstrates the paucity of the view that human action is pushed and pulled by the lures of rewards and threats of penalties... [H]e focuses not on the supposed outcomes of policing (such as crime rates), but upon how policing is conducted.\"--P.A.J. Waddington, Policing \"One of the clear strengths of Why People Cooperate is its applicability to a variety of disciplines. Certainly, social psychologists and some political scientists with an empirical bent will want to read this book because it offers new ways to explore interactions and exchanges within groups. Industrial\/organizational psychologists and researchers in management science, too, will readily see the applicability of Tyler's persuasive evidence... Researchers interested in social policies... are also likely to find grist for their respective mills in this brief but rich book.\"--Dana S. Dunn, PsycCRITIQUES: Contemporary Psychology: APA Review Of Books \"[T]he book is well written, the ideas are presented clearly and the arguments are empirically grounded. Professor Tyler not only captures the reader's attention, but also manages to change his\/her mind about the topic. The book is highly recommended to researchers, academics, professionals and even laypeople interested in the topic.\"--Francesc S. Beltran, Journal of Artificial Societies Social Simulation \"With innovative analyses throughout Why People Cooperate: The Role of Social Motivations, Tom Tyler offers the foundation for participation based in social relationships. Numerous recent studies are cited that build his assertions and provide documented results for motivating cooperation within a variety of group settings.\"--Paula Tripp, Journal of Family and Consumer Sciences \"Summing up, Tom Tyler's book provides a very useful framework for defining and describing various types of cooperation, provides a compelling empirical analysis of instrumental and social motivations that underlie cooperative behavior, and draws out the implications of these findings for organizational design.\"--Timothy R. Wojan, Journal of Regional Science\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eList of Illustrations vii  Acknowledgments ix  Overview 1      Section One: Introduction 9  CHAPTER ONE: Why Do People Cooperate? 11  CHAPTER TWO: Motivational Models 27      Section Two: Empirical Findings 49  CHAPTER THREE: Cooperation with Managerial Authorities in Work Settings 51  CHAPTER FOUR: Cooperation with Legal Authorities in Local Communities 66  CHAPTER FIVE: Cooperation with Political Authorities 81      Section Three: Implications 91  CHAPTER SIX: The Psychology of Cooperation 93  CHAPTER SEVEN: Implications 108  CHAPTER EIGHT: Self-regulation as a General Model 146      Conclusion 167  Notes 169  References 187  Index 209","brand":"Princeton University Press","offers":[{"title":"Default Title","offer_id":48865528742231,"sku":"9780691158006","price":25.2,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780691158006.jpg?v=1722274404"}],"url":"https:\/\/bookcurl.com\/collections\/occupational-and-industrial-psychology.oembed?page=6","provider":"Book Curl","version":"1.0","type":"link"}