Joan Goldsmith - Böcker

Over his distinguished career Warren Bennis has shown that leaders are made, not born. In Learning to Lead , written in partnership with management development expert Joan Goldsmith, Bennis provides a program that will help managers transform themselves into leaders. Using wise insights from the world's best leaders, helpful self-assessments, and dozens of one-day skill-building exercises, Bennis and Goldsmith show in Learning to Lead how to see beyond leadership myths and communicate vision to others. With updates throughout, Learning to Lead is both a workbook and a deeply considered treatise on the nature of leadership by two of its finest and most experienced practitioners,and teachers.

The classic text on resolving workplace conflicts, fully revised and updated Resolving Conflicts at Work is a guide for preventing and resolving conflicts, miscommunications, and misunderstandings at work, including dozens of techniques for revealing how the inevitable disputes and divisions in the workplace are actually opportunities for greater creativity, productivity, enhanced morale, and personal growth. In the third edition of this text, all chapters are completely infused with additional content, updated examples, and new case studies. Like its predecessors, it identifies core strategies for preventing and resolving both intermittent and chronic conflicts in the workplace. In addition, the book Includes a new foreword by Warren Bennis, which represents his most recent thinking about judgment calls and candid communications in the workplacePresents new chapters on leadership and transformational conflict coaching, and organizational systems designThis definitive and comprehensive work provides a handy guide for managers, employees, union representatives, human resource experts, and consultants seeking to maintain stable and productive workplaces.

Learn how personal and organizational conflicts can be resolved by listening closely to the 'stories' people tell when they are in conflict, understanding why people tell their stories in the ways they do, and creating a third story that brings them together. This visionary book is written by Kenneth Cloke and Joan Goldsmith, two renowned mediators, who have used the narrative structure method successfully in their own mediation practice to move people in conflict from stubbornness, hostility, and fear to openness, collaboration, and forgiveness. Focusing on the transformative power of stories, Resolving Personal and Organizational Conflict includes an array of case studies from the authors' first-hand experience with thousands of clients. These case studies include the perspectives of all the parties in the conflict and cover a wide range of conflicts and disputes.

There is a search in process for a new context and paradigm for the organization of the future-an organization that must be capable of producing high-quality, competitive products that satisfy customers without destroying the planet or degrading human life. The End of Management and the Rise of Organizational Democracy calls for a radical set of organizational development initiatives that will combat the destructive forces of globalization, put an end to authoritarian, paternalistic management, and move organizations toward a new "organizational democracy." Kenneth Cloke and Joan Goldsmith detail the practical opportunities, alternatives, and models for these new organizations and challenge leaders to transform their workplace environment into one shaped by a context of values, ethics, and integrity. They reveal how a combination of collaboration, self-management, and organizational democracy can break down long-standing boundaries and foster the far-reaching, sustainable changes critical to success in the twenty-first century.

In The Art of Waking People Up authors Kenneth Cloke and Joan Goldsmith draw on more than thirty years of practical experience with hundreds of organizations-- from Fortune 500 companies to government agencies, schools, and nonprofits-- to reveal new ways of giving and receiving feedback that maximize personal and organizational change and foster lifelong learning. They show how organizations can develop the systems, processes, techniques, and relationships that affirm, rather than undermine, the intelligence and humanity of their employees. This important resource is filled with the necessary tools, interventions, and strategies managers can use to encourage their employees to speak, hear, absorb, and use the information they need to improve the way they work.