A savvy psycho-communicative guide to finding authentic partnerships at work.
A hands-on approach to finding dignity, meaning, and success in the workplace.
Silver is an independent business and leadership consultant who holds a doctorate in education, and Franz, a former human resources consultant, is an industrial and organizational psychologist at St. John Fisher College. In this collaboration, the authors propose a methodical system to enable transparent, collaborative, and mutually beneficial partnerships between managers and their teams. Dysfunctional workplaces, they write, are plagued by the “Dreaded 4 Ds (dissatisfaction, disengagement, despair, departure),” and the authors present a three-part approach to combat these problems. The first part involves cultivating the correct mindset, one that strives for coordination, coequal responsibility, and mutual accountability. The second part is a model referred to as ERTAP—empathy, respect, trust, alignment, and partnership—which serves to create and maintain the system’s positive effects and workplace satisfaction. Finally, the authors discuss the “Workplace Covenant,” a signed document that delineates obligations and expectations, including personal integrity and regular dialogue; importantly, the document is subject to periodic review. The authors draw on years of research, both their own and that of others, to create a program that can improve “the manager’s leadership, the maturity and self-management of the team, and even the culture of the organization.” Though the book is not designed for a general readership, Silver and Franz write with common sense and empathy, prizing decency over power in order to break down barriers to communication in a hierarchical context. Both managers and employees should experience common support, a sense of appreciation, and viable avenues for success. Some readers may quail at the suggestion to sign their names to a written covenant, but the authors make it feel like putting one’s name to a petition or declaration one believes in—just as they understand it will take time and observation for the process to gain traction with some participants.
A savvy psycho-communicative guide to finding authentic partnerships at work.Pub Date: Aug. 27, 2021
ISBN: 978-1-03-202011-2
Page Count: 160
Publisher: Routledge
Review Posted Online: Sept. 2, 2021
Cogent, well-timed ideas for meeting today’s biggest challenges.
Helping liberals get out of their own way.
Klein, a New York Times columnist, and Thompson, an Atlantic staffer, lean to the left, but they aren’t interrogating the usual suspects. Aware that many conservatives have no interest in their opinions, the authors target their own side’s “pathologies.” Why do red states greenlight the kind of renewable energy projects that often languish in blue states? Why does liberal California have the nation’s most severe homelessness and housing affordability crises? One big reason: Liberal leadership has ensnared itself in a web of well-intentioned yet often onerous “goals, standards, and rules.” This “procedural kludge,” partially shaped by lawyers who pioneered a “democracy by lawsuit” strategy in the 1960s, threatens to stymie key breakthroughs. Consider the anti-pollution laws passed after World War II. In the decades since, homeowners’ groups in liberal locales have cited such statutes in lawsuits meant to stop new affordable housing. Today, these laws “block the clean energy projects” required to tackle climate change. Nuclear energy is “inarguably safer” than the fossil fuel variety, but because Washington doesn’t always “properly weigh risk,” it almost never builds new reactors. Meanwhile, technologies that may cure disease or slash the carbon footprint of cement production benefit from government support, but too often the grant process “rewards caution and punishes outsider thinking.” The authors call this style of governing “everything-bagel liberalism,” so named because of its many government mandates. Instead, they envision “a politics of abundance” that would remake travel, work, and health. This won’t happen without “changing the processes that make building and inventing so hard.” It’s time, then, to scrutinize everything from municipal zoning regulations to the paperwork requirements for scientists getting federal funding. The authors’ debut as a duo is very smart and eminently useful.
Cogent, well-timed ideas for meeting today’s biggest challenges.Pub Date: March 18, 2025
ISBN: 9781668023488
Page Count: 320
Publisher: Avid Reader Press
Review Posted Online: Jan. 16, 2025
Kirkus Reviews Issue: Feb. 15, 2025
BOOK REVIEW
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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