Four Secrets to Liking Your Work You May Not Need to Quit to Get the Job You Want

ISBN-10: 0132344459
ISBN-13: 9780132344456
Edition: 2008
List price: $19.99 Buy it from $3.00
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Book details

List price: $19.99
Copyright year: 2008
Publisher: FT Press
Publication date: 1/15/2008
Binding: Paperback
Pages: 176
Size: 6.00" wide x 9.00" long x 0.50" tall
Weight: 0.484
Language: English

Ed Muziois President/CEO of Group Harmonics, a leader in using analytical models to improve organizational effectiveness. For nearly a decade, he managed complex technical projects for Intel, later moving into private consulting on leadership and organizational development.Dr. Deborah Fisher, Group Harmonics' VP of Research and Training, has 30 years of private sector and academic engineering experience. She directed the U. of Houston's Engineering Management Program, and was AGC chaired professor at UNM, where she is now Visiting Research Professor.Erv Thomasrecruits and develops top engineering students for Intel.

Acknowledgments
About the Authors
Prologue: Monday Morning Dread
The Trouble with Work
Do We All Hate Our Jobs?
The People Problem
The Personal Cost
The Beginning
Venting
Should I Stay or Should I Go?
Seeing Differently Through Models
Change the Situation
Leave the Situation
First, Change Your Perspective
The Magic of Perspective
Glasses without Frames
Wearing New Glasses
Changing Perspective: An Exercise
About Perspective Shift
Tips for the Journey
Stay Employed
Stay Engaged
Be Supported
Be Selective
Drive the Change
Own the Wins
Stay Positive
Read the Stories
Do the Work
Get Organized
"Rinse and Repeat"
Homework: Before, During, and After
Before Work
At Work
After Work
How People Act
Dr. Fisher's Story
Observe Behavior
Not a New Idea
Behavior Defined
Two Key Differences
Differences in "Focus": Task Versus People
Differences in "Approach": Reflective Versus Assertive
From Two Questions to Four Styles
Behavioral Styles in Detail
Task Focused + Assertive = Direct
People Focused + Assertive = Inspire
People Focused + Reflective = Stabilize
Task Focused + Reflective = Regulate
From Theory to Practice
Watching the Action
Jamal's Story
Behavior in Action
Conflict Between Styles
Myself, My Colleagues, My Job
Using Your New Perspective
Observe without Judgment
Categorize Behavior, not People
Use Your Experience; Don't Let It Use You
Answer Only If You Can
Your New Perspective, Revisited
The Easy-View Summary
Homework: Before, During, and After
Before Work
At Work
After Work
Want More?
Why People Act
Edward Muzio's Story
Master Motivation
How Versus Why
Motivation Defined
Motivation Versus Survival
Building the Six Factors
Three Kinds of "Why"
Invisible Versus Visible
Six Motivating Factors
Connecting Questions to Motivation
Answering the Two Questions
Six Factors in Detail
Task + Visible = Results
Task + Invisible = Truth
People + Visible = Assistance
People + Invisible = Power
Process + Visible = Structure
Process + Invisible = Form
From Theory to Practice
Figuring Out Why
Ariel's Story
Motivation in Action
Motivational Conflict
Myself, My Colleagues, My Job
Using Your New Perspective
Learn, Don't Judge
One Observation is not a Conclusion
Describe Motivators, not People
Stay Honest
The Easy-View Summary
Homework: Before, During, and After
Before Work
At Work
After Work
What People Do
Erv Thomas' Story
Harmonize Tasks
The What
Task Perks Defined
Finding Positive Job Experiences
The Importance of Task Feedback
Types of Task
Task Type Defined
Predictability
Urgency
Determining Task Type
The Task Type Matrix
Task Types in Detail
Anticipated + Deliberate = Long Range
Anticipated + Immediate = Methodical
Unforseen + Immediate = Quick-Fix
Unforseen + Deliberate = Adjustable
From Theory to Practice
Do What You Like
Conrad's Story
Task Balance in Action
Task Type Conflict
Myself, My Colleagues, My Job
Using Your New Perspective
Think in Blends, not in Absolutes
Change Type When you Change Task
Convert Task Types with Care
Set Up for Success
The Easy-View Summary
Homework: Before, During, and After
Before Work
At Work
After Work
Want More?
Got Skills?
Millie's Story
Get the Right Skills
Skills Defined
One Simple Question
Two Kinds of Skills
Hard Skills
Soft Skills
Seeing "Skills"
The Eyes of Others
Change Your Own View: An Exercise
Developing "Skills"
Developing Hard Skills
Developing Soft Skills
What If I Can't Get It?
Using Your New Perspective
Beware of Bias
"Mind Your Own...Skills"
Silently Notice the Skills of Others
Avoid Judgment and Certainty
The Easy-View Summary
Homework: Before, During, and After
Before Work
During Work
After Work
Want More?
A Bird's Eye View
Jim's Story
The Bird's Eye View
A Still Broader View
The Third Person, Revisited
Sources of Pain
Your Pain: An Exercise
Your Critical Few: An Exercise
Finding Solutions
Interpretation
From Interpretation to Action
Staying Open
Should I Stay or Should I Go?
Me Versus My Job
Our "Relationship"
No Decision: The Best Decision
For the Moment
Taking the Broadest Perspective
Use Emotional Cues
Use the Third Person
Solve the Right Problem
Be Supported
In Closing: Steer Your Own Ship
Appendix
Notes
Index

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