Description
Book SynopsisYou can follow any business guru you want, be it Peter Drucker or Tom Peters. You can adopt any new management concept, from reengineering to `empowering people''. But Samuel A. Culbert has one caveat: no matter what managerial `religion'' you follow - and there are many sound ones out there - before you can lead, manage, or team up effectively, you must comprehend the mind-sets of the people with whom you deal. In Mind-Set Management, Culbert provides a model for thinking about other people - about their self-interested motives and about their biased views of work events - as he shows managers at all levels how to use psychology instead of manipulation to give more productive advice.The essence of managing, says Culbert, is `staging the conditions for others to be effective'', which today entails giving advice and feedback, not directives. This is particularly true with today''s `empowering'' management styles. But as most managers know all too well, advice is often resisted, resented
Trade Review"Makes a profound contribution to understanding organizations, the psychology of people who work in them, and, most importantly, ourselves.... This highly relevant, well-written book is must reading for individuals seeking to influence others and to build strong, effective human relationships within an organization."--Choice "Refreshingly practical and substantive.... Culbert argues that effective leaders must not only know their own minds, but also must comprehend the mindsets of people with whom they work. Accordingly, Culbert provides an intense course laced with illuminating case studies in management as a 'psychological science' rather than a 'manipulative art.'"--Industry Week "The title of this book should have been Good Advice. Within its covers Sam Culbert offers a truckload of Good Advice to managers, leaders, and just plain moms and pops. No grand theories or presumptive formulae are proferred. Instead, Sam cuts to the chase. He teaches us how to effectively place wake up calls to people who desperately need to make important changes to their behavior. And he explains why we are all so frustratingly ineffective at convincing others not to commit hari-kari. He shows us its not their fault they don't heed our Good Advice. Nope, it's up to us to learn how to help them to help themselves (and help our organizations). If you ask me, that's Good Advice."--Jim O'Toole, Vice President, The Aspen Institute, and author of Leading Change "At SCEcorp we're in the process of reinventing ourselves and learning how to be global players. We've already got talented capable people; we need to find better ways to help everyone on the team succeed. That's why the lessons in this book are so essential."--John E. Bryson, Chairman and CEO, SCEcorp and Southern California Edison Co.
Table of ContentsI: The Problem and the Required Insight ; II: What You Need to Know Prior to Giving Advice ; III: Matching Advice with the Need and the Capacity to Receive It ; IV: Applications and Conclusions
