標(biāo)題: Titlebook: Conversations at Work; Promoting a Culture Tim Baker,Aubrey Warren Book 2015 The Editor(s) (if applicable) and The Author(s) 2015 Communic [打印本頁] 作者: 要旨 時(shí)間: 2025-3-21 18:03
書目名稱Conversations at Work影響因子(影響力)
書目名稱Conversations at Work影響因子(影響力)學(xué)科排名
書目名稱Conversations at Work網(wǎng)絡(luò)公開度
書目名稱Conversations at Work網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Conversations at Work被引頻次
書目名稱Conversations at Work被引頻次學(xué)科排名
書目名稱Conversations at Work年度引用
書目名稱Conversations at Work年度引用學(xué)科排名
書目名稱Conversations at Work讀者反饋
書目名稱Conversations at Work讀者反饋學(xué)科排名
作者: 現(xiàn)存 時(shí)間: 2025-3-21 21:56 作者: 勤勞 時(shí)間: 2025-3-22 03:52 作者: 壯麗的去 時(shí)間: 2025-3-22 05:58
Ph. Stee,D. Bonneau,D. Mourard,F. Vakilind said “Hi.” And then buried his head in his phone as he made his way to his seat. “Wow,” whispered a colleague after I’d also sat down at the table. “Did you see that?” I’m guessing you had the same reaction as we did. And you probably also recognize that Bruce was unaware that the behavior everyo作者: 不透氣 時(shí)間: 2025-3-22 11:27 作者: Longitude 時(shí)間: 2025-3-22 14:51
The Nine Common Barriers to Communicationor sites, particularly, had to negotiate all the other workstations and then his assistants before actually reaching him, way at the back in his spacious and private area. When he came back for a follow-up workshop a month later, he reported that he had moved his office further towards the front ent作者: Longitude 時(shí)間: 2025-3-22 19:47
Using Your Eyes (Part 1): Three Perceptual Positions often became limitations when interacting with her staff. For example, to keep interactions short and focused, Jane didn’t have a chair on the other side of her desk. A stand-up meeting is a quick meeting, she reasoned, neglecting to consider how the staff member might feel about standing while she作者: 欲望 時(shí)間: 2025-3-22 22:00 作者: Bureaucracy 時(shí)間: 2025-3-23 03:33
A New Employment Relationship: A Culture of Encouraging Conversationsll to the story of dramatic interventions in which heroic figures turn around stubbornly inertial structures held in place by rigid people who are slow learners. This is a riveting story. It is also a deceptive story. It runs roughshod over capabilities already in place, over the basics of change, and over changes that are already underway”作者: 解脫 時(shí)間: 2025-3-23 07:10
2947-6127 logue and conversation. Yet, thanks to technology, we seem to be having fewer genuine conversations. This book seeks to change this, through "how to skills" and wider cultural change advice.978-1-137-53416-3978-1-137-53418-7Series ISSN 2947-6127 Series E-ISSN 2947-6135 作者: 圣人 時(shí)間: 2025-3-23 11:13
Front propagation: Theory and applications,ll to the story of dramatic interventions in which heroic figures turn around stubbornly inertial structures held in place by rigid people who are slow learners. This is a riveting story. It is also a deceptive story. It runs roughshod over capabilities already in place, over the basics of change, and over changes that are already underway”作者: STALL 時(shí)間: 2025-3-23 15:00 作者: 圍裙 時(shí)間: 2025-3-23 21:05
Active Listening Can Make Other People Better Communicators Too gestured for the first time, his verbal rate increased, and a lively classroom session was born. Simple attending had changed the whole picture. At another signal, the students stopped attending, and the speaker, after awkwardly seeking continued response, resumed the un-engaging lecture with which he began the class.”作者: Antimicrobial 時(shí)間: 2025-3-24 00:26
Amalgamation in lattice varieties,utions. The other engineer, understandably very angry and defensive about this email, fired off a heated email response with his own accusations and also copied in the project manager! Not a verbal word was uttered. In isolation this seems like a ludicrous situation, but unfortunately it happens too often in organizations.作者: 偶然 時(shí)間: 2025-3-24 04:40
Miguel Ríos-Bolívar,Alan S. I. Zinober coach. “This is potentially very dangerous,” Cam said. “Any one of them could walk out the door tomorrow and I wouldn’t see it coming. I couldn’t replace them or the knowledge they’d take with them. I’ve left myself completely in the dark.”作者: Infinitesimal 時(shí)間: 2025-3-24 08:30 作者: 惡臭 時(shí)間: 2025-3-24 13:04
Creating and Maintaining Safe, Open Feedback Channels coach. “This is potentially very dangerous,” Cam said. “Any one of them could walk out the door tomorrow and I wouldn’t see it coming. I couldn’t replace them or the knowledge they’d take with them. I’ve left myself completely in the dark.”作者: 無力更進(jìn) 時(shí)間: 2025-3-24 15:12 作者: 擦掉 時(shí)間: 2025-3-24 20:48 作者: 谷物 時(shí)間: 2025-3-25 01:52 作者: seduce 時(shí)間: 2025-3-25 07:10 作者: monopoly 時(shí)間: 2025-3-25 08:04
The Nine Common Barriers to Communicatione had somehow found himself trapped by the organizational culture and structures that deliberately separated managers from the people they managed. He saw himself as an “open door” manager, approachable and friendly, but was puzzled why people rarely came to him — and why when he initiated conversat作者: Pessary 時(shí)間: 2025-3-25 13:35
Active Listening Can Make Other People Better Communicators Tooye contact. Then they recorded a lecture the students attended with a visiting professor. The students were told to adopt typical non-attending student behaviors at the beginning of the lecture. The professor lectured from his notes, spoke in a monotone and paid little attention to the students. Acc作者: META 時(shí)間: 2025-3-25 17:23
Using Your Eyes (Part 1): Three Perceptual Positionsff. But while her professional skills were undoubted and highly regarded, her people management skills were not in the same league. Much to her chagrin, she found herself defending herself against accusations of poor management and even bullying behavior towards some of her staff. Jane was genuinely作者: intricacy 時(shí)間: 2025-3-25 22:14 作者: connoisseur 時(shí)間: 2025-3-26 00:30
The Art of Inquiry in Conversationss. How much time were they wasting? And it further upset Mel that they constantly seemed to be talking about what their professional colleagues at other firms or in other industries were doing — while it was interesting, it just made their meetings more complicated and left him feeling a bit, well, 作者: conceal 時(shí)間: 2025-3-26 07:19 作者: oblique 時(shí)間: 2025-3-26 09:10
Conversations at Work978-1-137-53418-7Series ISSN 2947-6127 Series E-ISSN 2947-6135 作者: 結(jié)構(gòu) 時(shí)間: 2025-3-26 15:09 作者: 清醒 時(shí)間: 2025-3-26 20:07 作者: invert 時(shí)間: 2025-3-26 21:37 作者: garrulous 時(shí)間: 2025-3-27 04:41
https://doi.org/10.1057/9781137534187Communication; conversation; performance; workplace culture; communication; Feedback; interaction; manageme作者: LAITY 時(shí)間: 2025-3-27 05:18 作者: 生意行為 時(shí)間: 2025-3-27 11:02
Vector Bundles on Curves - New DirectionsCraig was about to start the developmental conversation with Mary one of his supervisors. He had arranged to meet Mary for this discussion in a quiet, comfortable room away from his office.作者: 沖突 時(shí)間: 2025-3-27 15:33 作者: 蕁麻 時(shí)間: 2025-3-27 20:25
Analytic varieties minimize volume,Can you imagine a situation where two people sat side-by-side in the workplace for ten years without uttering one word to each other; not even a hello, good morning, how are you? Not one word! Well, it happened.作者: 無畏 時(shí)間: 2025-3-28 01:40
https://doi.org/10.1007/BFb0097736Sometimes leaders will be criticized for making decisions without consultation or collaboration and sometimes they’ll get criticized for being too consultative and collaborative. It is more often than not a fine balancing act.作者: trigger 時(shí)間: 2025-3-28 04:18
Hausdorff measure and the Hausdorff metric,In this short chapter, we want to introduce you to a model: the .. Features of the model will be used to consider some of the key skills in managing conversations in Chapters 10 to 14 in Part III.作者: 結(jié)束 時(shí)間: 2025-3-28 08:01 作者: 消極詞匯 時(shí)間: 2025-3-28 13:04
Development Conversations: Five More ConversationsA senior state public servant took on responsibility for a department with employees and offices across the state. His primary task upon taking up his new role was to regenerate a sense of purpose and value among the staff, who had for several years felt ignored and undervalued.作者: 心胸狹窄 時(shí)間: 2025-3-28 16:55 作者: 縫紉 時(shí)間: 2025-3-28 21:51 作者: GRAVE 時(shí)間: 2025-3-29 00:23
The “Face” of CommunicationIn this short chapter, we want to introduce you to a model: the .. Features of the model will be used to consider some of the key skills in managing conversations in Chapters 10 to 14 in Part III.作者: 暗語 時(shí)間: 2025-3-29 03:35 作者: 貞潔 時(shí)間: 2025-3-29 09:28
Amalgamation in lattice varieties,n an office cubicle, facing each other. The only thing separating them was a partition. One of the engineers was quite upset with the other over some details that were overlooked in the large-scale project they were working on together. He reacted to this situation by firing off an angry email to hi作者: CLAMP 時(shí)間: 2025-3-29 12:47
https://doi.org/10.1007/BFb0090440and knowledge and quickly gained a level of confidence in her new role. One thing she also quickly learned was that a key performance measure was how quickly visitors were processed, not how well their inquiries were handled. “It feels like churn and burn,”she told her trainer. “Lots of these people作者: MUTED 時(shí)間: 2025-3-29 15:40
Front propagation: Theory and applications,cur. Weick states: “The power of conversation, dialogue and respectful interaction to reshape ongoing change has often been overlooked. We are in thrall to the story of dramatic interventions in which heroic figures turn around stubbornly inertial structures held in place by rigid people who are slo作者: 盡管 時(shí)間: 2025-3-29 22:09
Viscosity Solutions and Applicationse had somehow found himself trapped by the organizational culture and structures that deliberately separated managers from the people they managed. He saw himself as an “open door” manager, approachable and friendly, but was puzzled why people rarely came to him — and why when he initiated conversat作者: 停止償付 時(shí)間: 2025-3-30 01:52
https://doi.org/10.1007/BFb0103751ye contact. Then they recorded a lecture the students attended with a visiting professor. The students were told to adopt typical non-attending student behaviors at the beginning of the lecture. The professor lectured from his notes, spoke in a monotone and paid little attention to the students. Acc作者: 粗糙濫制 時(shí)間: 2025-3-30 06:57
https://doi.org/10.1007/BFb0103751ff. But while her professional skills were undoubted and highly regarded, her people management skills were not in the same league. Much to her chagrin, she found herself defending herself against accusations of poor management and even bullying behavior towards some of her staff. Jane was genuinely作者: uveitis 時(shí)間: 2025-3-30 11:39
Ph. Stee,D. Bonneau,D. Mourard,F. Vakilie’d met before, so I recognized Bruce straightaway. Recognizing him was instinctive. So was noticing him. And although I didn’t consciously at the time “notice myself noticing him,” what I did notice had an immediate influence on how I entered the conversation with Bruce. What I noticed was that Bru作者: Meditative 時(shí)間: 2025-3-30 15:48
https://doi.org/10.1007/BFb0106346s. How much time were they wasting? And it further upset Mel that they constantly seemed to be talking about what their professional colleagues at other firms or in other industries were doing — while it was interesting, it just made their meetings more complicated and left him feeling a bit, well, 作者: 失望未來 時(shí)間: 2025-3-30 20:07 作者: 仔細(xì)閱讀 時(shí)間: 2025-3-30 23:14 作者: 令人心醉 時(shí)間: 2025-3-31 01:11
The Art of Inquiry in Conversationss. How much time were they wasting? And it further upset Mel that they constantly seemed to be talking about what their professional colleagues at other firms or in other industries were doing — while it was interesting, it just made their meetings more complicated and left him feeling a bit, well, out of touch and out of date.
