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Transforming Communication in Leadership and Teamwork: Person-Centered Innovations 1st ed. 2016 [Hardback]

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  • Formāts: Hardback, 307 pages, height x width: 235x155 mm, weight: 6269 g, 15 Illustrations, black and white; XXV, 307 p. 15 illus., 1 Hardback
  • Izdošanas datums: 17-Nov-2016
  • Izdevniecība: Springer International Publishing AG
  • ISBN-10: 3319454854
  • ISBN-13: 9783319454856
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Transforming Communication in Leadership and Teamwork: Person-Centered Innovations 1st ed. 2016Palielināt
  • Formāts: Hardback, 307 pages, height x width: 235x155 mm, weight: 6269 g, 15 Illustrations, black and white; XXV, 307 p. 15 illus., 1 Hardback
  • Izdošanas datums: 17-Nov-2016
  • Izdevniecība: Springer International Publishing AG
  • ISBN-10: 3319454854
  • ISBN-13: 9783319454856
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9783319454856.html
Keywords:
 This accessible, highly interactive book presents a transformative approach to communication in leadership to meet workplace challenges at both local and global levels. Informed by neuroscience, psychology, as well as leadership science, it explains how integrating and properly balancing two key focal points of management—the tasks at hand and the concerns of others and self—can facilitate decision-making, partnering with diverse colleagues, and handling of crises and conflicts. Case examples, a self-test, friendly calls for reflection, and practical exercises provide readers with varied opportunities to assess, support, and evoke their readiness to apply these real-world concepts to their own style and preferences. Together, these chapters demonstrate the best outcomes of collaborative communication: greater effectiveness, deeper empathy with improved emotional fulfillment, and lasting positive change. Included in the coverage: ·         As a manager, can I be human? Using the two-agenda approach for more effective—and humane—management.·         Being and becoming a person-centered leader and manager in a crisis environment.·         Methods for transforming communication: dialogue.·         Open Case: A new setting for problem-solving in teams.·         Integrating the two agendas in agile management.·         Tasks and people: what neuroscience reveals about managing both more effectively.·         Transforming communication in multicultural contexts for better understanding across cultures. As a skill-building resource, Transforming Communication in Leadership and Teamwork offers particular value:·         to diverse business professionals, including managers, leaders, and team members seeking to become more effective·         business consultants and coaches working with people in executive positions and/or teams·         leaders and members of multi-national teams ·         executives, decision makers and organizational developers ·         instructors and students of courses on effective communication, social and professional skills, human resources, communication and digital media, leadership, teamwork, and related subjects.  
Part I Leadership, Management, and Communication in a Time of Rapid Change
1 Contemporary Challenges and Opportunities at Work
3(20)
1.1 Introduction
3(3)
1.1.1 Silverbacks, Kings and Other Alpha Males
4(1)
1.1.2 The Evil Power of Fascism
4(1)
1.1.3 From Ford to Iaccocca
5(1)
1.1.4 A Turning Point
5(1)
1.2 Encountering and Meeting Challenges: A Personal Perspective
6(3)
1.2.1 The Limits of Pure Science
6(3)
1.3 The Person-Centered Approach and Its Current Scope in a Nutshell
9(3)
1.3.1 The Person-Centered Approach as Emergent Paradigm
10(1)
1.3.2 The Person-Centered Approach in the Workplace from a Historical Perspective
11(1)
1.4 The Nature of Contemporary Challenges and Opportunities
12(7)
1.4.1 Feelings in the Workplace
12(1)
1.4.2 Speed of Decision-Making
13(1)
1.4.3 A Fluid Communication Process
13(2)
1.4.4 Effective Use of Virtual Space
15(1)
1.4.5 Integrating Uniquely Personal Qualities
15(1)
1.4.6 Rapid Change
16(1)
1.4.7 Empathy and Beyond
16(2)
1.4.8 Collaboration in Teams and Groups
18(1)
1.5 Conclusions
19(4)
References
20(3)
2 As a Manager---Can I Be Human?---The Two-Agenda Approach
23(22)
2.1 Introduction
23(1)
2.2 The Two-Agenda Approach
24(2)
2.2.1 Creative Tension
25(1)
2.3 Excursion to Leadership Styles
26(3)
2.4 The People-Oriented Agenda
29(5)
2.4.1 The Core Principle
29(1)
2.4.2 Origin
30(1)
2.4.3 Agenda Items
30(3)
2.4.4 Features of the People-Oriented Agenda
33(1)
2.5 Preconditions for Following the People-Oriented Agenda
34(7)
2.6 Conclusions
41(4)
References
42(3)
3 On Transformation
45(14)
3.1 Introduction
45(1)
3.2 The Experiential Basis of Transformation
46(2)
3.3 Case Example---Manager--Team Interaction
48(3)
3.3.1 Formal Versus "Eye-Level" Leadership
48(2)
3.3.2 Examples of Features Facilitating Transformation
50(1)
3.4 What Changes Are Likely to Result from Transformation?
51(4)
3.5 Conclusions
55(4)
References
55(4)
Part II Case-Studies on Transforming Communication in Management
4 Carl Rogers' Counseling Center in Chicago---A Case Study
59(10)
4.1 Introduction
59(1)
4.2 Insights on Participative Management from Carl Rogers' Leadership Practice
59(4)
4.2.1 Context
59(1)
4.2.2 Participative Management
60(1)
4.2.3 Dealing with Conflict
60(1)
4.2.4 Meetings
61(1)
4.2.5 Growth-Promoting Atmosphere
61(1)
4.2.6 Clearly Specified Interface to the Rest of the Organization
61(1)
4.2.7 Further Insights
62(1)
4.3 Conclusion
63(1)
4.4 Personal Reflections on Carl Rogers' Counseling Center in Chicago---A Case Study
63(6)
4.4.1 Rogers as a Leader
63(1)
4.4.2 Naming the "Elephant in the Room"
63(1)
4.4.3 So How Can Leaders Transform Their Organizations for the Best of Their Members' Growth and Organizational Success?
64(1)
4.4.4 Humanistic Management
64(1)
4.4.5 Keeping Interface Conditions
65(1)
4.4.6 Staff Meetings
65(1)
4.4.7 Cooperation Over Competition
66(1)
4.4.8 Business Perspective
66(1)
4.4.9 Person-Centered Attitudes and Skills
66(1)
References
67(2)
5 Chairing the World Association for Person-Centered and Experiential Psychotherapy and Counseling
69(10)
5.1 Introduction and Context
69(1)
5.2 Leader Actions, Failures, and Successes
70(3)
5.2.1 Servant Leadership
70(1)
5.2.2 Communication
71(1)
5.2.3 Facilitation
71(1)
5.2.4 Other Chairs
71(2)
5.3 Transformations
73(1)
5.4 Reflective Dialogue on: Chairing the World Association for Person-Centered and Experiential Psychotherapy and Counseling
74(2)
5.5 Personal Reflections on: Chairing the World Association for Person-Centered and Experiential Psychotherapy and Counseling
76(3)
References
78(1)
6 Managing Change, Performance Evaluation, and Controlling with Congruence and Integrity
79(12)
6.1 Introduction
79(1)
6.2 Author's Message
79(1)
6.3 Brief Personal History and Context
80(2)
6.4 The Case Studies
82(4)
6.5 Final Comments
86(1)
6.6 Reflections on: Managing Change, Performance, Evaluation, and Controlling
87(4)
6.6.1 Personal Integrity as the Baseline
87(1)
6.6.2 Trust Your Inner Voice and the Process
88(1)
6.6.3 The "Magic" of Leading from Bankrupt to Blossoming
88(2)
References
90(1)
7 How I Changed My Leadership Style from Directive-Confrontational to Open, Appreciative, and Person-Centered
91(8)
7.1 Introduction
91(1)
7.2 My Person-Centered Transformation in Leadership
92(1)
7.3 Some Examples
93(2)
7.4 The Transformation Goes on
95(1)
7.5 Reflections on: How I Changed My Leadership Style from Directive-Confrontational to Open, Appreciative, and Person-Centered
95(4)
7.5.1 Clear Message
95(1)
7.5.2 Body Language
96(1)
7.5.3 Lifelong Learning
96(1)
7.5.4 Ongoing Transformation or How Far Can Boundaries Be Pushed?
97(1)
References
97(2)
8 Make It Personal: International Futures Forum's Approach to Community Transformation
99(10)
8.1 Introduction
99(1)
8.2 Community Transformation in a Scottish City
99(6)
8.2.1 The International Futures Forum
99(1)
8.2.2 IFF's Shared Assumptions
100(1)
8.2.3 The Inquiry Process
101(1)
8.2.4 Listening to Everybody
102(1)
8.2.5 Participants in the Process
102(1)
8.2.6 Moving from a Plan to an Invocation
103(1)
8.2.7 Unleashing Collective Creativity
103(1)
8.2.8 Cultural Transformation
104(1)
8.3 Conclusion
105(1)
8.4 Reflections on: Make It Personal: International Futures Forum's Approach to Community Transformation
105(4)
8.4.1 Team Effort
105(1)
8.4.2 Collaborative Spirit
105(1)
8.4.3 Shared Principles and Vision
106(1)
References
106(3)
Part III For the Manager and Team Member
9 The Interpersonal Relationship at Work: The Preconditions of Transformative Communication
109(30)
9.1 Introduction
109(1)
9.2 Active Listening in the Workplace
110(7)
9.3 Three Interpersonal Attitudes as Cornerstones of a Constructive Climate
117(18)
9.3.1 Empathic Understanding, Empathy
117(4)
9.3.2 Problems in the Context of Empathic Understanding
121(2)
9.3.3 Acceptance, Respect
123(3)
9.3.4 Problems with Receiving Acceptance or Respect
126(2)
9.3.5 Congruence
128(2)
9.3.6 Problems with Congruence
130(3)
9.3.7 The Confluence of the Three Person-Centered Attitudes
133(2)
9.4 Coherence
135(1)
9.5 Conclusion
136(3)
References
136(3)
10 Methods for Transforming Communication: Dialogue
139(16)
10.1 Introduction
139(1)
10.2 Dialogue According to David Bohm
140(2)
10.3 Four Practices Enabling Dialogue
142(9)
10.3.1 Listening
143(2)
10.3.2 Respecting
145(2)
10.3.3 Suspending
147(1)
10.3.4 Voicing
148(3)
10.4 Limitations of Dialogue Practices
151(1)
10.5 Dialogue Versus Discussion
152(1)
10.6 Conclusion
153(2)
References
154(1)
11 Transforming Communication Through Intensive Group Experience, Communication Workshops, and Open Case
155(20)
11.1 Introduction
155(1)
11.2 Intensive Group Experience and Communication Workshops
156(8)
11.2.1 Transformations Facilitated by Participating in Person-Centered Intensive Groups
158(2)
11.2.2 Potentials, Limitations, and Need for Adaptation to Changed Conditions
160(1)
11.2.3 Person-Centered Communication Workshops
160(3)
11.2.4 Summary and Outlook on Intensive Groups and Communication Workshops
163(1)
11.3 Open Case
164(7)
11.3.1 Preconditions
165(1)
11.3.2 Process
166(2)
11.3.3 Open Case as Perceived by Participants
168(1)
11.3.4 Discussion and Variations
169(1)
11.3.5 Summary and Outlook
170(1)
11.4 Conclusion
171(4)
References
172(3)
12 Integrating the Two Agendas in Key Situations
175(24)
12.1 Introduction
175(1)
12.2 How to Make Meetings Truly Engaging
176(4)
12.3 Developing a Shared Vision and Customer Inclusion
180(5)
12.4 Negotiation
185(4)
12.5 A Person-Centered Approach to Conflict
189(9)
12.5.1 Classical Versus Agile Management
192(1)
12.5.2 Breaking up a Relationship (Is Hard to Do)
193(1)
12.5.3 Conflict with Your Boss
194(1)
12.5.4 Is Rogers "General Law of Interpersonal Relationships" also Valid in the Workplace?
194(2)
12.5.5 The People-Oriented Agenda in Situations of Conflict
196(2)
12.6 Conclusion
198(1)
References
198(1)
13 Integrating the Two Agendas in Agile Management
199(8)
13.1 Introduction
199(1)
13.2 Agile Management Needs Agile People
200(1)
13.3 Agile Values and Principles
201(4)
13.4 Conclusion
205(2)
References
206(1)
14 Building and Developing Well-Functioning Teams---The Impact of Transformative Communication
207(20)
14.1 Introduction
207(1)
14.2 Characteristics of Well-Functioning Teams
208(3)
14.2.1 Genuine Interaction, Relatedness, and a High Degree of Autonomy Versus Imposing, Controlling, and Manipulating
210(1)
14.2.2 Considering Whether Collaborative Problem Solving and Collaboration Is an Option
210(1)
14.3 Job Interviews
211(2)
14.4 Case Example: The Hiring Process for Team Members for an EU Project
213(3)
14.4.1 Job Announcement
213(1)
14.4.2 Preparation for Job Interviews
213(1)
14.4.3 Job Interviews
214(1)
14.4.4 Reflection
214(2)
14.5 Decision-Making in and with a Team---The Role of Transformative Communication
216(7)
14.6 Conclusion
223(4)
References
224(3)
Part IV What Are the Facts?
15 How Neuroscience Can Help to Understand the Working of Emotions and Empathy in Leadership
227(22)
15.1 Introduction
227(2)
15.2 A Simple Model for the Anatomy of the Brain
229(2)
15.3 The Neuroscience of Transformational Empathy
231(5)
15.4 Primary Emotions---Awareness and Control for More Effective Leadership
236(8)
15.4.1 Stress, FEAR, and Relief
236(1)
15.4.2 Confidence and PLAY
237(1)
15.4.3 Reciprocity and CARE
237(1)
15.4.4 Trust and the Interplay of Emotions
238(1)
15.4.5 Do Leaders Need to Control Their Feelings?
238(3)
15.4.6 Effect of Emotions on Decision-Making
241(3)
15.5 Confidence in Leadership---The Oxytocin Factor
244(1)
15.6 Conclusion
245(4)
References
246(3)
16 Tasks and People: What Neuroscience Reveals About Managing Both Effectively
249(14)
16.1 Introduction
249(1)
16.2 This Is Your Brain at Rest---The Default-Mode Network
250(2)
16.3 The Task-Positive Network Gets the Job Done
252(1)
16.4 Different Strokes (TPN/DMN) for Different Folks (Task-Oriented and People-Oriented)
253(2)
16.5 Becoming Figure and Ground, but not at the Same Time
255(2)
16.6 Learning to Master the Two Domains
257(2)
16.7 Agility for a Combined Solution
259(1)
16.8 Conclusion
260(3)
References
261(2)
17 Study on Personal Perceptions of Communication in Organizations
263(8)
17.1 Introduction
263(1)
17.2 Data Collection and Demographic Data
264(1)
17.3 Questions, Results, and Discussion
264(5)
17.4 Ideas for Transformative Communication for Leaders, Managers, and Team Members
269(1)
17.5 Conclusion
270(1)
References
270(1)
18 Transforming Communication in Multicultural Contexts
271(20)
18.1 Introduction
271(1)
18.2 Intercultural Validity
272(3)
18.2.1 Historical Perspective
272(1)
18.2.2 Presence and Application Across Continents
272(1)
18.2.3 Backing by Cognitive Neuroscience
273(1)
18.2.4 Empirical Study on Being Yourself in Different Cultures
273(2)
18.3 Transforming Communication in Multicultural Projects: Special Opportunities, Special Effort
275(5)
18.3.1 Active Listening and Self-expression Are Harder to Achieve but Experienced as Essential
276(1)
18.3.2 Understanding Needs Active Effort
276(1)
18.3.3 Contact---Different Expectations and Habits
277(1)
18.3.4 Loosening of National or Cultural Constructs
277(1)
18.3.5 Learning Through Experiencing Transformative Communication in a Group
278(2)
18.4 Managers' Perspectives on Respect and Empathic Understanding in Multicultural Teams
280(3)
18.4.1 Question on Respect
280(1)
18.4.2 Question on Understanding
281(1)
18.4.3 Question on Empathic Understanding
282(1)
18.5 Transformative Communication as Providing a "Meta-Culture" for Multicultural Groups and Teams
283(2)
18.6 Conclusion
285(6)
References
286(5)
Part V Conclusions
19 The Social and Value Ramification: Well-Functioning Teams, Collaboration, and Co-actualization
291(10)
19.1 Introduction
291(1)
19.2 Mapping Global Developments to the Items of the People-Oriented Agenda
292(2)
19.2.1 Contact
292(1)
19.2.2 Transparency and Openness
292(1)
19.2.3 Respect and Inclusion
293(1)
19.2.4 Understanding
293(1)
19.2.5 Collaboration and Interdependence
293(1)
19.3 Forming Values: The Mature Person Once and Now
294(4)
19.3.1 An Adaptation
296(1)
19.3.2 Contact
297(1)
19.3.3 Transparency and Openness
297(1)
19.3.4 Respect and Inclusion
297(1)
19.3.5 Encompassing Understanding
298(1)
19.3.6 Collaboration and Interdependence
298(1)
19.4 Conclusion and Final Call to Action
298(3)
References
299(2)
Index 301
Dr. Renate Motschnig is a professor of Computer Science and the head of the Research Group CSLEARN Educational Technologies at the University of Vienna, Austria. Since her studies in the 80s, she has been conducting research on the multiple ways in which understanding and significant learning happen, both in education and through life experience. Renate Motschnig has held positions at the University of Technology, Vienna; the RWTH Aachen in Germany; the University of Toronto, Canada; the Masaryk University in Brno, Czech Republic; and the Higher School of Economics, Moscow, Russia.  Renate is an author/co-author of more than 150 peer-reviewed, scientific articles; three books on person-centered communication; and a co-editor of two recent books with Springer on Interdisciplinary Aspects of the Person-Centered Approach. She participated in numerous international events based on the Person-Centered Approach and is applying the resulting insights in proposing and leadingmajor international research projects in the field of constructive communication,  teamwork and web-technology.  Currently, she is determined to foster a style in management and higher education that is based on person-centered attitudes, our co-actualizing potential, and thoughtful support by web-based technology. She appreciates synergies between presence and distance, cognition and feeling/meaning, and a multitude of disciplines and cultures.





David Ryback, Ph.D., ABPP is an adviser to corporate presidents and trains executives and managers on the advantages of using Emotional Intelligence to create better and more successful companies. His programs and books have been seen and read throughout the world. He is the author of Putting Emotional Intelligence to Work: Successful Leadership is More Than IQ, and three other books. He is an internationally recognized authority on emotional and social intelligence in schools and workplace and remains at the forefront of the latest research on applications of emotional awareness and related aspects of effective communication. A former consultant with Rohrer, Hibler & Replogle in Montreal, Canada, he has also done research and published on such topics as perception affected by mindset, emotional intelligence, interpersonal communication, scholastic achievement, and enlightened management. After publishing his book on emotional intelligence, Dr. Ryback founded his consulting and speaking business, EQ Associates International.  In response to the demand for his speaking and consulting services, he has traveled across the country, to Canada, Europe, the Mideast and Far East where he speaks and consults.  He made a presentation to the National Speakers Association national convention in San Diego and presented a seminar for McGill University in Montreal, Canada on integrating emotional intelligence into the classroom. Dr. David Ryback is a unique speaker with a unique message.  Using concepts from his book, Putting Emotional Intelligence to Work, he shows his audiences how to face what is authentic in themselves and others and develop their deeper self, with the help of clearly understood take-away points.  As a former teacher, college professor and international consultant, he has the depth of experience for that message.