標(biāo)題: Titlebook: Communication Climate at Work; Fostering Friendly F ?yvind Kvalnes Book‘‘‘‘‘‘‘‘ 2023 The Editor(s) (if applicable) and The Author(s) 2023 o [打印本頁] 作者: 遮蔽 時(shí)間: 2025-3-21 17:25
書目名稱Communication Climate at Work影響因子(影響力)
書目名稱Communication Climate at Work影響因子(影響力)學(xué)科排名
書目名稱Communication Climate at Work網(wǎng)絡(luò)公開度
書目名稱Communication Climate at Work網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Communication Climate at Work被引頻次
書目名稱Communication Climate at Work被引頻次學(xué)科排名
書目名稱Communication Climate at Work年度引用
書目名稱Communication Climate at Work年度引用學(xué)科排名
書目名稱Communication Climate at Work讀者反饋
書目名稱Communication Climate at Work讀者反饋學(xué)科排名
作者: thalamus 時(shí)間: 2025-3-21 20:25 作者: MUTED 時(shí)間: 2025-3-22 02:26
Bystander Effectsf events in a positive way, the less likely it is that anyone will speak up. Although exceptions occur, where a high number of bystanders can increase the likelihood of intervention, the main pattern relevant for building a communication climate is that people tend to hesitate to break out of a pass作者: Conclave 時(shí)間: 2025-3-22 04:41
The Invisible Gorillaield of vision. Inattention blindness can be an obstacle to spotting important aspects of ongoing projects and workplace processes. People tend to see what is in front of them only if they deliberately direct their attention towards it, which means they can be blind to ethical and other questionable作者: 分發(fā) 時(shí)間: 2025-3-22 11:29 作者: 即席 時(shí)間: 2025-3-22 16:04
Helpe mystery can occur when employees refrain from seeking help even when help is at hand and they are struggling to cope on their own. The social cost of admitting they are unable to manage on their own can lead them to keep silent. They take pride in being independent of others, and they are reluctan作者: 即席 時(shí)間: 2025-3-22 19:01 作者: 憤怒歷史 時(shí)間: 2025-3-22 21:22
Tolerance for False Alarmst draws a distinction between active and passive speech mistakes, or between saying something that should have remained unsaid and refraining from saying something that should have been said. In organisations, fear of sounding a false alarm can cause people to remain silent in situations where voici作者: Lignans 時(shí)間: 2025-3-23 05:00 作者: DEAWL 時(shí)間: 2025-3-23 08:30 作者: Decrepit 時(shí)間: 2025-3-23 10:34
Pushing Plus Buttonseach other’s efforts and initiatives. Pushing plus buttons is the fifth and final quality I will draw attention to as being inherent in the best communication climates. The concept comes from the Finnish philosopher Esa Saarinen, who uses it to describe how people can energise colleagues and collabo作者: 凝結(jié)劑 時(shí)間: 2025-3-23 17:15 作者: 不規(guī)則的跳動(dòng) 時(shí)間: 2025-3-23 22:06 作者: 雪崩 時(shí)間: 2025-3-24 01:59 作者: 正式通知 時(shí)間: 2025-3-24 06:21 作者: Hemoptysis 時(shí)間: 2025-3-24 10:06 作者: Watemelon 時(shí)間: 2025-3-24 12:27
http://image.papertrans.cn/c/image/230390.jpg作者: Sinus-Node 時(shí)間: 2025-3-24 15:01
https://doi.org/10.1007/978-3-86226-466-7he concept in relation to those of voice climate and psychological safety and defines it in a way that is wider than both in that it encompasses the climate for voicing concerns and critical issues as well as the climate for expressing support, praise, and appreciation. The chapter also introduces t作者: 債務(wù) 時(shí)間: 2025-3-24 19:36
https://doi.org/10.1007/978-3-86226-466-7her engage and intervene or keep silent. Either a verbal intervention might be required to halt a causal chain of events that can lead to a negative outcome or the moment might offer an opportunity to do good by creating a positive outcome. Critical quality moments put communication at work to the t作者: SUGAR 時(shí)間: 2025-3-25 00:26 作者: 陳列 時(shí)間: 2025-3-25 05:21 作者: BINGE 時(shí)間: 2025-3-25 10:17 作者: 不能根除 時(shí)間: 2025-3-25 15:02
Block III: Weitere Erfolgsfaktoren,e mystery can occur when employees refrain from seeking help even when help is at hand and they are struggling to cope on their own. The social cost of admitting they are unable to manage on their own can lead them to keep silent. They take pride in being independent of others, and they are reluctan作者: 起草 時(shí)間: 2025-3-25 19:02 作者: relieve 時(shí)間: 2025-3-25 23:38 作者: 連鎖 時(shí)間: 2025-3-26 01:52
Negotiating Raises and Promotions,nterpersonal risks and challenge assumptions and beliefs in the group to which they belong. Here, I introduce it to describe one of the five qualities found in well-functioning communication climates. High levels of psychological safety indicate that people can express their disagreement with other 作者: Nebulizer 時(shí)間: 2025-3-26 05:38
,Set Yourself Up for?a Promotion,s with the past, responds to the present, and is directed towards the future. When individuals face situations where a verbal initiative can make a positive difference, their agency is formed by routines and scripts developed in the past and their plans, desires, and wishes for the future. Roald Nyg作者: 軍械庫 時(shí)間: 2025-3-26 10:29 作者: Functional 時(shí)間: 2025-3-26 15:36 作者: Duodenitis 時(shí)間: 2025-3-26 18:57 作者: 改進(jìn) 時(shí)間: 2025-3-26 21:30
Jenny Gilbert,Simon Pratt-Adamss about when normal verbal exchanges in the workplace do not suffice to identify and remedy objectionable conduct. In a communication climate where friendly friction and dissent are commonplace, there is rarely a need for whistleblowing. People address critical issues when they occur, halting toxic 作者: 細(xì)胞學(xué) 時(shí)間: 2025-3-27 02:15 作者: misanthrope 時(shí)間: 2025-3-27 06:23
https://doi.org/10.1007/978-3-031-28971-2organizational ethics; psychological saftey; speech ethics; organization studies; organizational communi作者: cumber 時(shí)間: 2025-3-27 11:57 作者: 高度 時(shí)間: 2025-3-27 13:46 作者: 細(xì)微的差異 時(shí)間: 2025-3-27 20:38 作者: Inexorable 時(shí)間: 2025-3-27 23:57
https://doi.org/10.1007/978-3-86226-466-7 to the person and to others. The figure can also be applied more broadly to what goes on in the workplace or in a particular project. The information about the progress and obstacles in a project should be in the arena but may be hidden away in one of the other three quadrants of the Johari Window for various reasons.作者: Expostulate 時(shí)間: 2025-3-28 05:46
Jenny Gilbert,Simon Pratt-Adamswhistleblowers are to (1) form alliances and gather strength in numbers, (2) thoroughly document their concerns, and (3) take steps to downgrade the importance of blowing the whistle in their professional lives.作者: 能夠支付 時(shí)間: 2025-3-28 07:18
Jenny Gilbert,Simon Pratt-Adamsiews and conversations are a primary data source. The interviewer needs to guide the interviewee beyond generalisations and probe for details about unfolding events. Reflections that begin as narratives can generate ideas for small-scale improvements in how people communicate and collaborate at work.作者: liposuction 時(shí)間: 2025-3-28 13:56
Communication Climateorganisations. Part 2 (Chaps. .–.) presents five qualities found in well-functioning communication climates. Part 3 (Chaps. .–.) highlights communication ethics. The book ends with a chapter containing suggestions for further academic work on the topic.作者: 針葉 時(shí)間: 2025-3-28 18:10 作者: Melodrama 時(shí)間: 2025-3-28 20:08
Blind Spots to the person and to others. The figure can also be applied more broadly to what goes on in the workplace or in a particular project. The information about the progress and obstacles in a project should be in the arena but may be hidden away in one of the other three quadrants of the Johari Window for various reasons.作者: 羽飾 時(shí)間: 2025-3-28 22:58
Whistleblowingwhistleblowers are to (1) form alliances and gather strength in numbers, (2) thoroughly document their concerns, and (3) take steps to downgrade the importance of blowing the whistle in their professional lives.作者: finite 時(shí)間: 2025-3-29 06:50 作者: affluent 時(shí)間: 2025-3-29 08:21 作者: 緯度 時(shí)間: 2025-3-29 12:51 作者: 廣口瓶 時(shí)間: 2025-3-29 16:18 作者: nonplus 時(shí)間: 2025-3-29 20:11
Evidence From Educational Studies,can spread. Experiences of friendliness without friction can also create more of the same. However, social contagion can also help to establish and maintain friendly friction as a quality in the workplace through exposure to practices where people provide that kind of input to each other.作者: 動(dòng)作謎 時(shí)間: 2025-3-30 01:28
Negotiating Raises and Promotions,group members without fear of repercussions. Individuals may have different perceptions of the psychological safety in the group, and some group members may act and speak in ways that weaken other members’ safety.作者: CHYME 時(shí)間: 2025-3-30 05:53
,Set Yourself Up for?a Promotion,?rd’s distinction between agent and pawn helps to clarify how self-understanding among group members can affect their decision-making and behaviour in critical quality moments. Scope for agency means that group members can provide constructive verbal responses to events that deviate from established routines and scripts.作者: 鳥籠 時(shí)間: 2025-3-30 09:54
https://doi.org/10.1007/978-3-319-03551-2on dilemmas, where the alternatives can be to prioritise outcomes (the good) or conduct (the right). This chapter uses examples of decisions regarding transparency or secrecy about confidential information and i-deals at work to illustrate ethical challenges and dilemmas regarding communication.作者: 輕而薄 時(shí)間: 2025-3-30 15:44 作者: 歡笑 時(shí)間: 2025-3-30 17:53
tion climate in a digestible format.This book is open access.This book explores how members of an organization or group speak to and with each other. An expansion of the author’s previous research on fallibility in organizations, the concept of communication climate is related to those of voice clim作者: 噴油井 時(shí)間: 2025-3-30 21:37 作者: 土坯 時(shí)間: 2025-3-31 03:28
https://doi.org/10.1007/978-3-319-03551-2nication climates. The concept comes from the Finnish philosopher Esa Saarinen, who uses it to describe how people can energise colleagues and collaborators at work by taking time to appreciate truly and explicitly what they do. The opportunity to push a colleague’s plus button can appear in an instant and it can be a critical quality moment.作者: miniature 時(shí)間: 2025-3-31 09:06
Tolerance for False Alarmsing something that should have been said. In organisations, fear of sounding a false alarm can cause people to remain silent in situations where voicing a concern could make a positive difference. A tolerance for false alarms at work can create a platform for constructive initiatives in critical quality moments.作者: 耐寒 時(shí)間: 2025-3-31 10:37 作者: Fallibility 時(shí)間: 2025-3-31 16:20
Critical Quality Momentsest. If speaking up is normal and safe, then it is more likely that someone will do so. If the shared assumption is that becoming verbally involved is a career risk, then people are likely to remain silent. When many people are present during a critical quality moment, their pacification due to bystander effects is a risk.作者: 典型 時(shí)間: 2025-3-31 20:45 作者: 使人煩燥 時(shí)間: 2025-4-1 01:03 作者: 提名的名單 時(shí)間: 2025-4-1 05:48
