Michael Pearn – författare

Organisations, of all kinds, are facing the challenge of rapidly advancing technologies, and ever-increasing levels of competition, both nationally and globally. They are also seeking to operate in an environment where the traditional relationships between employer and employee are rapidly changing.

Learning to harness the talents of everyone comprising an organisation is critical to sustainable organisational effectiveness. Successfully developing the talents of all members of an organization is, arguably, the only lasting source of competitive advantage.

This handbook provides a unique and authoritative review of relevant research, theoretical developments, and current best practice in the management of individual development.

Drawing on the expertise of both renowned academic specialists and leading practitioners, the book is designed to be a practical resource for the guidance and support of those whose role is to bring about the development of people at work.

Authoritative reviews of relevant evaluation research, and best-practice descriptions of key assessment and development tools Editor with excellent psychological and consultancy knowledge, experience and contacts Written by International contributors within a strong conceptual structure Part of a new series - Wiley Handbooks in the Psychology of Management in Organizations

This book is about mistakes and what we can learn from them. It faces up to, and explains how organizations can escape from ’blame cultures’, where fearful conformance and risk avoidance lead to stagnation, to ’gain cultures’ which tolerate and even encourage mistakes in the pursuit of innovation, change and improvement. Ending the Blame Culture was written as a result of systematic analysis of the content of over 200 accounts of real mistakes within businesses and organizations. This analysis provides both insight and understanding into the type of mistakes made, the context they were made in and how they helped learning and development. As a result the authors are able to distinguish between intelligent and undesirable mistakes: those which should be tolerated and those which must be avoided. The result is a book which gives sound advice on how individuals learn, practical measures that organizations can adopt to enhance learning through better management of mistakes, and the promotion of a culture which supports and fosters experimentation and risk taking.

This book is about mistakes and what we can learn from them. It faces up to, and explains how organizations can escape from ’blame cultures’, where fearful conformance and risk avoidance lead to stagnation, to ’gain cultures’ which tolerate and even encourage mistakes in the pursuit of innovation, change and improvement. Ending the Blame Culture was written as a result of systematic analysis of the content of over 200 accounts of real mistakes within businesses and organizations. This analysis provides both insight and understanding into the type of mistakes made, the context they were made in and how they helped learning and development. As a result the authors are able to distinguish between intelligent and undesirable mistakes: those which should be tolerated and those which must be avoided. The result is a book which gives sound advice on how individuals learn, practical measures that organizations can adopt to enhance learning through better management of mistakes, and the promotion of a culture which supports and fosters experimentation and risk taking.

This book is about mistakes and what we can learn from them. It faces up to, and explains how organizations can escape from ’blame cultures’, where fearful conformance and risk avoidance lead to stagnation, to ’gain cultures’ which tolerate and even encourage mistakes in the pursuit of innovation, change and improvement. Ending the Blame Culture was written as a result of systematic analysis of the content of over 200 accounts of real mistakes within businesses and organizations. This analysis provides both insight and understanding into the type of mistakes made, the context they were made in and how they helped learning and development. As a result the authors are able to distinguish between intelligent and undesirable mistakes: those which should be tolerated and those which must be avoided. The result is a book which gives sound advice on how individuals learn, practical measures that organizations can adopt to enhance learning through better management of mistakes, and the promotion of a culture which supports and fosters experimentation and risk taking.

Resilienz am ArbeitsplatzWie kann man in der Arbeitswelt bestehen, selbst bei hohen Anforderungen und unter schwierigen Bedingungen? Was lässt Menschen Rückschläge und starken Stress verkraften?Die Autoren beschäftigen sich zunächst mit den Hauptstressoren im Arbeitsleben und gehen anschließend darauf ein, wie sich Resilienz aufbauen lässt, am Arbeitsplatz, aber auch in anderen Lebensbereichen. Es geht um nachhaltige Strategien, sich zu erholen und seine Performance zu verbessern.Das Buch richtet sich an Führungskräfte und im Coaching bzw. Training Tätige, die das Thema Resilienz in der Arbeitswelt etablieren möchten.

Resilienz am ArbeitsplatzWie kann man in der Arbeitswelt bestehen, selbst bei hohen Anforderungen und unter schwierigen Bedingungen? Was lässt Menschen Rückschläge und starken Stress verkraften?Die Autoren beschäftigen sich zunächst mit den Hauptstressoren im Arbeitsleben und gehen anschließend darauf ein, wie sich Resilienz aufbauen lässt, am Arbeitsplatz, aber auch in anderen Lebensbereichen. Es geht um nachhaltige Strategien, sich zu erholen und seine Performance zu verbessern.Das Buch richtet sich an Führungskräfte und im Coaching bzw. Training Tätige, die das Thema Resilienz in der Arbeitswelt etablieren möchten.

Organisations, of all kinds, are facing the challenge of rapidly advancing technologies, and ever-increasing levels of competition, both nationally and globally. They are also seeking to operate in an environment where the traditional relationships between employer and employee are rapidly changing.Learning to harness the talents of everyone comprising an organisation is critical to sustainable organisational effectiveness. Successfully developing the talents of all members of an organization is, arguably, the only lasting source of competitive advantage.This handbook provides a unique and authoritative review of relevant research, theoretical developments, and current best practice in the management of individual development.Drawing on the expertise of both renowned academic specialists and leading practitioners, the book is designed to be a practical resource for the guidance and support of those whose role is to bring about the development of people at work. Authoritative reviews of relevant evaluation research, and best-practice descriptions of key assessment and development toolsEditor with excellent psychological and consultancy knowledge, experience and contactsWritten by International contributors within a strong conceptual structurePart of a new series - Wiley Handbooks in the Psychology of Management in Organizations