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Affiche du document Expanding Our Now

Expanding Our Now

Harrison H. Owen

1h03min45

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85 pages. Temps de lecture estimé 1h4min.
At the start of this thoughtful and revelatory book, Harrison Owen relates the story of how he was lunching with a senior official of the American Society for Training and Development, who observed that if what Owen had just told him about Open Space Technology (OST) was true, then "95% of what we are currently doing does not need to be done." OST is strategy for organizing meetings that is radical, revolutionary, and deceptively simple. Expanding Our Now is an exploration of what OST is, how it developed as a process for meeting management, and how and why it works all over the world, for groups of all sizes dealing with a vast range of issues. To be published simultaneously with Open Space Technology: A User's Guide, -- a companion volume which details methods for implementing an Open Space event -- Expanding Our Now provides historical background, with case studies and delves into the questions of why and how Open Space works. Owen makes a compelling case that OST can move organizations to higher levels of performance, without elaborate training or professional facilitators. By focusing on 'Now' -- this present moment -- perception is expanded so that, for example, AT&T was able to accomplish 10 months work in a matter of 2 days. 'Now' is the heart of the matter. When Now gets big, time and space open up for doing what is needed. In the experience of Owen and thousands of people around the world who have used this technology successfully, OST expands 'Now' . Here he offers numerous successful case studies from corporations (such as Boeing and AT&T), community service organizations, and even countries (Canada) to demonstrate the power of 'Now'. While Open Space violates many of the traditional principles of meeting (and organizational) management, it is remarkably effective. Owen challenges the idea that anyone can actually control a closed system, suggesting that in reality all systems are open, and OST simply acknowledges and takes full advantage of that reality.
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Affiche du document How to Get Ideas

How to Get Ideas

Larry Corby

1h18min00

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104 pages. Temps de lecture estimé 1h18min.
This new expanded second edition is an international bestseller with over 200,000 copies sold and translated into 15 languages that shows you—no matter your age or skill, your job or training—how to come up with more ideas, faster and easier.This new expanded second edition is an international bestseller with over 200,000 copies sold and translated into 15 languages that shows you—no matter your age or skill, your job or training—how to come up with more ideas, faster and easier. Jack Foster's simple five-step technique for solving problems and getting ideas takes the mystery and anxiety out of the idea-generating process. It's a proven process that works. You'll learn to condition your mind to become "idea-prone," utilize your sense of humor, develop your curiosity, visualize your goals, rethink your thinking, and overcome your fear of rejection. This expanded edition of the inspiring and enlightening classic features new information on how to turn failures to your advantage and how to create a rich, idea-inducing environment. Dozens of new examples and real life stories show that anyone can learn to get more and better ideas.IntroductionWhat Is an Idea?I know the answer. The answer lies within the heart of all mankind! What, the answer is twelve? I think I'm in the wrong building.Charles SchultzI was gratified to be able to answer promptly, and I did. I said I didn't know.Mark TwainIf love is the answer, could you please rephrase the question?Lily TomlinBefore we figure out how to get ideas we must discuss what ideas are, for if we don't know what things are it's difficult to figure out how to get more of them.The only trouble is: How do you define an idea?A. E. Housman said: “I could no more define poetry than a terrier can define a rat, but both of us recognize the object by the symptoms which it produces in us.” Beauty is like that too. So are things like quality and love.And so, of course, is an idea. When we're in the presence of one we know it, we feel it; something inside us recognizes it. But just try to define one.Look in dictionaries and you'll find everything from: “That which exists in the mind, potentially or actually, as a product of mental activity, such as a thought or knowledge,” to “The highest category: the complete and final product of reason,” to “A transcendent entity that is a real pattern of which existing things are imperfect representations.”A lot of good that does you.The difficulty is stated perfectly by Marvin Minsky in The Society of Mind:Only in logic and mathematics do definitionsever capture concepts perfectly. … You canknow what a tiger is without defining it. Youmay define a tiger, yet know scarcely anythingabout it.If you ask people for a definition, however, you get better answers, answers that come pretty close to capturing both the concept and the thing itself.Here are some answers I got from my coworkers and from my students at the University of Southern California and the University of California at Los Angeles:It's something that's so obvious that aftersomeone tells you about it you wonder why youdidn't think of it yourself.An idea encompasses all aspects of a situationand makes it simple. It ties up all the loose endsinto one neat knot. That knot is called an idea.It is an immediately understood representationof something universally known or accepted,but conveyed in a novel, unique, or unexpectedway.Something new that can't be seen from whatpreceded it.It's that flash of insight that lets you see thingsin a new light, that unites two seeminglydisparate thoughts into one new concept.An idea synthesizes the complex into thestartlingly simple.It seems to me that these definitions (actually, they're more descriptions than definitions, but no matter—they get to the essence of it) give you a better feel for this elusive thing called an idea, for they talk about synthesis and problems and insights and obviousness.The one that I like the best, though, and the one that is the basis of this book, is this one from James Webb Young:An idea is nothing more nor lessthan a new combination of old elements.There are two reasons I like it so much.First, it practically tells you how to get an idea for it says that getting an idea is like creating a recipe for a new dish. All you have to do is take some ingredients you already know about and combine them in a new way. It's as simple as that.Not only is it simple, it doesn't take a genius to do it. Nor does it take a rocket scientist or a Nobel Prize winner or a world-famous artist or a poet laureate or an advertising hotshot or a Pulitzer Prize winner or a first-class inventor.“To my mind,” wrote the scientist and philosopher Jacob Bronowski, “it is a mistake to think of creative activity as something unusual.”Ordinary people get good ideas everyday. Every day they create and invent and discover things. Every day they figure out different ways to repair cars and sinks and doors, to fix dinners, to increase sales, to save money, to teach their children, to reduce costs, to increase production, to write memos and proposals, to make things better or easier or cheaper—the list goes on and on.Second, I like it because it zeros in on what I believe is the key to getting ideas, namely, combining things. Indeed, everything I've ever read about ideas talks about combining or linkage or juxtaposition or synthesis or association.“It is obvious,” wrote Jacques Hadamard, “that invention or discovery, be it in mathematics or anywhere else, takes place by combining ideas. . . . The Latin verb cogito, for ‘to think,' etymologically means ‘to shake together.' St. Augustine had already noticed that and had observed that intelligo means ‘to select among.'”“When a poet's mind is perfectly equipped for its work,” wrote T. S. Eliot, “it is constantly amalgamating disparate experiences. The ordinary man's experience is chaotic, irregular, fragmentary. The latter falls in love or reads Spinoza, and these two experiences have nothing to do with each other, or with the noise of the typewriter or the smell of cooking; in the mind of the poet these experiences are always forming new wholes.”“A man becomes creative,” wrote Bronowski, “whether he is an artist or a scientist, when he finds a new unity in the variety of nature. He does so by finding a likeness between things which were not thought alike before. … The creative mind is a mind that looks for unexpected likenesses.”Or listen to Robert Frost: “What is an idea? If you remember only one thing I've said, remember that an idea is a feat of association.”Or Francis H. Cartier: “There is only one way in which a person acquires a new idea: by the combination or association of two or more ideas he already has into a new juxtaposition in such a manner as to discover a relationship among them of which he was not previously aware.”Nicholas Negroponte agrees: “Where do good new ideas come from? That's simple—from differences. Creativity comes from unlikely juxtapositions.”And Arthur Koestler wrote an entire book, The Act of Creation, based on “the thesis that creative originality does not mean creating or originating a system of ideas out of nothing but rather out of a combination of well-established patterns of thought—by a process of cross-fertilization.” Koestler calls this process “bisociation.”“The creative act,” he explained, “… uncovers, selects, reshuffles, combines, synthesizes already existing facts, ideas, faculties, skills.”“Feats of association,” “unexpected likenesses,” “new wholes,” “shake together” then “select among,” “new (or unlikely) juxtapositions,” “bisociations” —however they phrase it, they're all saying pretty much what James Webb Young said:An idea is nothing more nor lessthan a new combination of old elements.Now that we know what ideas are, we must devise a method for getting them.Happily enough, many such methods have already been devised. And—even more happily—these methods are quite similar.In A Technique for Producing Ideas, James Webb Young describes a five-step method for producing ideas.First, the mind must “gather its raw materials.” In advertising, these materials include “specific knowledge about products and people [and] general knowledge about life and events.”Second, the mind goes through a “process of masticating those materials.”Third, “You drop the whole subject and put the problem out of your mind as completely as you can.”Fourth, “Out of nowhere the idea will appear.”Fifth, you “take your little newborn idea out into the world of reality” and see how it fares.Hermann von Helmholtz, the German philosopher, said he used three steps to get new thoughts.The first was “Preparation,” the time during which he investigated the problem “in all directions” (Young's second step).The second was “Incubation,” when he didn't think consciously about the problem at all (Young's third step).The third was “Illumination,” when “happy ideas come unexpectedly without effort, like an inspiration” (Young's fourth step).Moshe F. Rubinstein, a specialist in scientific problem solving at the University of California, says that there are four distinct stages to problem solving.Stage one: Preparation. You go over the elements of the problem and study their relationships (Young's first and second steps).Stage two: Incubation. Unless you've been able to solve the problem quickly, you sleep on it. You may be frustrated at this stage because you haven't been able to find an answer and don't see how you're going to (Young's third step).Stage three: Inspiration. You feel a spark of excitement as a solution, or a possible path to one, suddenly appears (Young's fourth step).Stage four: Verification. You check the solution to see if it really works (Young's fifth step).In Predator of the Universe: The Human Mind, Charles S. Wakefield says there “is a series of [five] mental stages that identify the creative act.”First, “is an awareness of the problem.”Second, “comes a defining of the problem.”Third, “comes a saturation in the problem and the factual data surrounding it” (Young's first and second steps).Fourth, “comes the period of incubation and surface calm” (Young's third step).Fifth, comes “the explosion—the mental insight, the sudden leap beyond logic, beyond the usual stepping-stones to normal solutions” (Young's fourth step).Ah, but even though they all generally agree on the steps you must take to get an idea, none of them talks much about the condition you must be in to climb those steps. And if you're not in condition, it doesn't make any difference if you know the steps; you'll never get the ideas that you're capable of getting.For telling most people how to get an idea is a little like telling a first grader to find x when x+ 9 = 2x + 4, or like telling a person with weak legs how to high jump. Just as you must know algebra before you can solve an equation, and just as you must have strong legs before you can high jump, so you must condition your mind before you can get an idea.The first ten chapters make up Part I of this book. They discuss Ten Ways to Idea-Condition Your Mind. You may read them in any order.1. Have Fun2. Be More Like a Child3. Become Idea-Prone4. Visualize Success5. Rejoice in Failure6. Get More Inputs7. Screw Up Your Courage8. Team Up with Energy9. Rethink Your Thinking10. Learn How to CombineThe last five chapters make up Part II of this book.They talk about A Five-Step Method for Producing Ideas that should be taken in sequence. Although I use different words, I too generally agree with Young. (Two exceptions: I add one step to his—the need to define the problem; and I combine his third and fourth steps because they seem one step to me, not two.)To some, my (and Young's) last step may not seem part of the process of getting an idea, but it truly is, for an idea is not an idea until something happens with it.11. Define the Problem12. Gather the Information13. Search for the Idea14. Forget about It15. Put the Idea into ActionPreface Acknowledgments Introduction: What Is an Idea?Part I: Ten Ways to Idea-Condition Your Mind1. Have Fun 2. Be More Like a Child3. Become Idea-Prone 4. Visualize Success5. Rejoice in Failure6. Get More Inputs 7. Screw Up Your Courage 8. Team Up with Energy 9. Rethink Your Thinking 10. Learn How to CombinePart II: A Five-Step Method for Producing Ideas11. Define the Problem 12. Gather the Information 13. Search for the Idea 14. Forget about It 15. Put the Idea into ActionNotes Index About the Author About the Illustrator
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Affiche du document Affluenza

Affluenza

John de Graaf

2h51min45

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229 pages. Temps de lecture estimé 2h52min.
NEW EDITION, REVISED AND UPDATEDaffluenza, n. a painful, contagious, socially transmitted condition of overload, debt, anxiety, and waste resulting from the dogged pursuit of more.We tried to warn you! The 2008 economic collapse proved how resilient and dangerous affluenza can be. Now in its third edition, this book can safely be called prophetic in showing how problems ranging from loneliness, endless working hours, and family conflict to rising debt, environmental pollution, and rampant commercialism are all symptoms of this global plague. The new edition traces the role overconsumption played in the Great Recession, discusses new ways to measure social health and success (such as the Gross Domestic Happiness index), and offers policy recommendations to make our society more simplicity-friendly. The underlying message isn't to stop buying—it's to remember, always, that the best things in life aren't things.Foreword by Annie LeonardIntroduction Symptoms 1. Feverish Expectations2. All Stuffed Up3. Stressed to Kill4. Family Fractures5. Community Chills6. Heart Failure7. Social Scars8. Resource Exhaustion9. Industrial Diarrhea10. A Cancerous CultureCauses 11. Original Sin12. Ounce of Prevention13. The Road Not Taken14. Emerging Epidemic15. Age of Affluenza16. Spin DoctorsCures17. Diagnostic Test18. Bed Rest19. Affluholics Anonymous20. Fresh Air21. Back to Work22. Building Immunity23. Policy Prescriptions24. Vital Signs25. The Glow of HealthAcknowledgmentsAbout the AuthorsIndex
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Affiche du document Reputation Capital

Reputation Capital

T.j. Winick

1h42min45

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137 pages. Temps de lecture estimé 1h43min.
A longtime broadcast journalist, ABC News correspondent, and business communication strategist shows how you can craft an honest and authentic response to any scandal, rather than try to deny it, and ultimately bolster your brand.In twenty years as a television reporter, T. J. Winick covered many scandals, including the British Petroleum oil spill, the Pennsylvania State University football scandal, the Catholic priest molestation scandal, and the Toyota recall of 20092010. The biggest mistake he's seen organizations make in their crisis communication is to try to make it go away by refusing to apologize, declining to comment, or going on the attack-anything to deflect attention. Instead, Winick argues for communicating ethically, with transparency, honesty, authenticity, and empathy. Handled correctly, the way you address an egregious violation of your standards can increase your reputation capital. It can remind people of what those standards are and how strongly you believe in them. Drawing on his intimate insider knowledge of how the media works, Winick addresses every aspect of how to respond to a scandal. He includes the Ten Crisis Commandments-universal dos and don'ts. And he gives practical advice on who you should talk to and when, who should do the talking, how to form a crisis communication team, what tone you should strike in your message, how to work with the media, and much more.
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Affiche du document A Complaint Is a Gift, 3rd Edition

A Complaint Is a Gift, 3rd Edition

Janelle Barlow

1h33min45

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125 pages. Temps de lecture estimé 1h34min.
The third edition of this bestseller (over 275,000 copies sold) builds on the tested formula that helps organizations recognize the value of complaints using updated examples and concepts in the age of COVID-19. The first edition of A Complaint Is a Gift introduced the revolutionary notion that customer complaints are not annoyances to be dodged, denied, or buried but are instead valuable pieces of feedback-not to mention your best bargain in market research. Complaints provide a feedback mechanism that can help organizations rapidly and inexpensively strengthen products, service style, and market focus. Most importantly, complaints that are well received create customer loyalty.This new edition condenses the tried and true eight-step formula into a tighter, more efficient three-step formula. From her work with clients, the author has updated industry-specific complaint examples and added in new concepts, such as a process that enables employees to handle complaints with increased emotional resilience-something that is sorely needed since dealing with increasingly difficult customers is a common occurrence in the wake of the COVID-19 pandemic. Handling complaints doesn't have to be a negative, soul-crushing experience. Janelle Barlow gives the right tools to treat each of them as a source of innovative ideas that can transform your business.
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Affiche du document Digital, Diverse & Divided

Digital, Diverse & Divided

David Livermore

1h15min45

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101 pages. Temps de lecture estimé 1h16min.
In a world of increasing polarization, Digital, Diverse & Divided shows us how to use cultural intelligence to bridge our divides and authentically connect with those around us.The divides between us seem to keep growing no matter the issue-politics, race relations, religion, and the list goes on. Tackling polarization isn't easy, but this book gives us tools to bridge our divides without forcing everyone to conform to the same thinking and behavior.Cultural intelligence, a scientific model originally designed for working with people from different cultures, is ideally suited to bridge our polarizing differences. In Digital, Diverse & Divided, David Livermore, the leading expert on cultural intelligence, teaches us how to use the method he has taught global executives and foreign diplomats to navigate difficult conversations with anyone.Livermore uses his renowned work in cultural intelligence to address everyday challenges such as these: How should I respond to a racist comment? What should I do when someone is completely closed to a different perspective? How can I persuade polarized groups to move beyond agree to disagree? How do I handle the emotional fatigue that comes with polarizing conversations and relationships?Digital, Diverse & Divided combines groundbreaking research, riveting stories, and practical strategies that are proven to build a more culturally intelligent world for all of us.Part I: Why Can't We All Just Get Along?1. We're all the Same2. But we're all Different3. And then there's YouPART II: Shaped by our Figured Worlds4. Place5. Race6. Pronouns7. G/god/s8. ElectionsPART III: Building a More Culturally Intelligent World9. Culturally Intelligent Improv10. How to Compete with Robots11. How to Talk with Racists12. World Peace
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Affiche du document The Frictionless Organization

The Frictionless Organization

David Jaffe

1h41min15

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135 pages. Temps de lecture estimé 1h41min.
Learn how frictionless organizations cut costs, grow revenue, and create loyal fans by creating products and services that work so well, their customers never have to contact them for the wrong reasons.This book will help any customer-facing organization deliver better customer experiences, save money, and increase revenue. Veteran customer service experts Bill Price and David Jaffe, coauthors of the bestseller The Best Service Is No Service, explain how organizations can design products, sales, and support so that customer effort is reduced or, better still, removed. This simplicity for the customer is what Price and Jaffe call frictionless. The book defines a straightforward methodology, drawing on more than thirty practical examples from leading companies across four continents. The approach provides a radically different way for the whole business to focus on the customer experience. It explains how any organization can look at all customer interactions as potential opportunities for improvement and question whether they are helpful or represent symptoms of friction. Lower friction innovators are disrupting established businesses in every industry. This detailed guide shows how any business-from start-ups to major multinational corporations-can remove friction. Being frictionless has become a strategic necessity, and now this strategy is available to any organization.
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Affiche du document Reach

Reach

Becky Robinson

1h13min30

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98 pages. Temps de lecture estimé 1h13min.
Cut through the noise and create the biggest possible audience for your work. This book offers a proven method for expanding your reach online so you can make a meaningful difference for others.Anyone who makes the bold decision to put their ideas out into the world wants to reach as many people as possible. Unfortunately, too many think it's a question of numbers-the more people you can get in front of, the better. But true reach is about expanding your audience while making a meaningful and enduring difference that has a lasting impact. Reach provides a clear and structured approach to creating a successful online presence that will create the biggest possible impact for any message. Becky Robinson shares a framework to cultivate followers that requires four commitments: value, consistency, endurance, and generosity. When you make these four commitments, you'll deliver memorable content on a regular basis while keeping the long-term view in mind and being committed to helping and sharing with others. Robinson offers guidance on having realistic expectations and meaningful goals, encouraging readers to reflect on what they want to accomplish and with whom they want to connect. Readers will also learn how to overcome discouragements, create and repurpose content, and focus on the everyday activities that will spread ideas. This is a long-term process-one that doesn't normally offer immediate results or guarantee the desired outcome. But, as Robinson reminds us, creating from a place of generosity can lead to benefits greater than you can imagine.Foreword by Whitney Johnson Introduction: How Far Can You ReachChapter 1: Evaluation Your Current Approach to Building Traction for Your MessageChapter 2: What Do You Want to Be Known ForChapter 3: Considering Your StrategyChapter 4: The Four CommitmentsChapter 5: The Reach FrameworkChapter 6: Your Permission-Based Email ListChapter 7: Content, Your Liquid AssetChapter 8: Mobilizing Network, Media, and EventsChapter 9: The Value of a Book in Expanding Your ReachChapter 10: Reach for Marginalized Voices Conclusion: Reach as Far as PossibleDiscussion GuideAppendix: Preparing to LaunchNotesAcknowledgementsIndexAbout the Author
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Affiche du document The Cactus and Snowflake at Work

The Cactus and Snowflake at Work

Devora Zack

1h21min45

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109 pages. Temps de lecture estimé 1h22min.
This hilarious and profound workplace guide proves the rigorously rational and the supremely sympathetic can meet in the middle and merge their strengths. Readers will discover how blending with their opposite opens the pathway to being their truest selves.This hilarious and profound workplace guide proves the rigorously rational and the supremely sympathetic can meet in the middle and merge their strengths. Readers will discover how blending with their opposite opens the pathway to being their truest selves.Carl Jung's personality typology introduced the distinction that Feelers (who lead with their hearts) put more weight on personal concerns and the people involved, and Thinkers (who lead with their heads) are guided by objective principles and impartial facts. This book calls them Cacti and Snowflakes—each singularly transcendent. But can people with such fundamentally different ways of making sense of and engaging with the world work together?Yes, says Devora Zack! The key is not to try to change each other. Zack says we can directly control only three things: what we say, what we think, and what we do. The best use of our energy is to focus on our own reactions and perceptions rather than try to “fix” other people. This book includes an assessment so readers can learn where they are on the Thinker/Feeler spectrum—and because it's a spectrum, readers might well be a snowcactus or a cactusflake. Then Zack helps them figure out where other people might be, guiding them through a myriad of modes of communication and motivation based on personality type. She includes real-life scenarios that show how to nurture one's nature while successfully connecting with those on the other side.As always, Zack fearlessly and entertainingly dispels myths, squashes stereotypes, and transforms perceived liabilities into strengths. And she once again affirms that, like chocolate and peanut butter, we are better together.
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Affiche du document Conversations Worth Having, Second Edition

Conversations Worth Having, Second Edition

Jackie Stavros

1h32min15

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123 pages. Temps de lecture estimé 1h32min.
Now in a second edition, this classic book shows how to make conversations generative and productive rather than critical and destructive so people, organizations, and communities flourish.Now in a second edition, this classic book shows how to make conversations generative and productive rather than critical and destructive so people, organizations, and communities flourish. We know that conversations influence us, but we rarely stop to think about how much impact they have on our well-being and ability to thrive. This book is the first to show how Appreciative Inquiry—a widely used change method that focuses on identifying what's working and building on it rather than just trying to fix what's broken—can help us communicate more effectively and flourish in all areas of our lives.By focusing on what we want to happen instead of what we want to avoid and asking questions to deepen understanding and increase possibilities, we expand creativity, improve productivity, and unleash potential at work and home. Jackie Stavros and Cheri Torres use real-life examples to illustrate how these two practices and the principles that underlie them foster connection, innovation, and success.This edition has been revised throughout with new examples; updates on the latest supporting research in neuroscience, positive science, and positive psychology; and a discussion guide. It also features a new chapter on what the authors call tuning in: cultivating awareness of how our physical and mental state affect our perceptions, emotions, and thoughts as we engage in conversation. This book teaches you how to use the practices and principles of Appreciative Inquiry to strengthen relationships, build effective teams, and generate possibilities for a future that works for everyone.
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Affiche du document Facilitating Breakthrough

Facilitating Breakthrough

Adam Kahane

1h38min15

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131 pages. Temps de lecture estimé 1h38min.
Making progress on complex, problematic situations requires a new approach to working together: transformative facilitation, a structured and creative process for removing the obstacles to fluid forward movement.Making progress on complex, problematic situations requires a new approach to working together: transformative facilitation, a structured and creative process for removing the obstacles to fluid forward movement. It is becoming less straightforward for people to move forward together. They face increasing complexity and decreasing control. They need to work with more people from across more divides. In such situations, the most common ways of advancing—some people telling others what to do, or everyone just doing what they think they need to—aren't adequate.One better way is through facilitating. But the most common approaches to facilitating—bossy vertical directing from above or collegial horizontal accompanying from alongside—aren't adequate. They often leave the participants frustrated and yearning for breakthrough.This book describes a new approach: transformative facilitation. It doesn't choose either the bossy vertical or the collegial horizontal approach: it cycles back and forth between them. Rather than forcing or cajoling, the facilitator removes the obstacles that stand in the way of people contributing and connecting equitably. It enables people to bring their whole selves to the process. This book is for anyone who helps people work together to transform their situation, be it a professional facilitator, manager, consultant, coach, chairperson, organizer, mediator, stakeholder, or friend. It offers a broad and bold vision of the contribution that facilitation can make to helping people collaborate to make progress.
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Affiche du document Inside Your Customer's Imagination

Inside Your Customer's Imagination

Chip R. Bell

1h33min00

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124 pages. Temps de lecture estimé 1h33min.
“Chip Bell’s unique perspective, lively illustrations, and practical advice result in one terrific resource for anyone eager to tap a customer’s ingenuity for creating breakthrough results.” —Jeanne Bliss, founder and CEO, CustomerBliss; and cofounder, Customer Experience Professionals Association (CXPA)“Chip Bell's unique perspective, lively illustrations, and practical advice result in one terrific resource for anyone eager to tap a customer's ingenuity for creating breakthrough results.” —Jeanne Bliss, founder and CEO, CustomerBliss; and cofounder, Customer Experience Professionals Association (CXPA)Organizations need to offer customers breakthrough products, services, and solutions to effectively compete in today's innovation-hungry economy. The challenge is customers often don't know precisely what they want. As Henry Ford is reputed to have said, “If I had asked people what they wanted, they would have said faster horses." To surprise and awe your customers, Chip Bell advises developing co-creation partnerships with them. Co-creation partnerships are about fulfilling customers' hopes and aspirations, not just their needs and expectations. Co-creation partnerships require (1) curiosity that uncovers insight, (2) grounding that promotes clear focus, (3) discovery that fosters risk-taking, (4) trust that safeguards partnership purity, and (5) passion that inspires energized generosity. Using examples from organizations like McDonald's, DHL, Marriott, Lockheed Martin, Discover Financial, Ultimate Software, and many more, Bell shows how co-creation partnerships enable you to tap into the treasure trove of ideas, ingenuity, and genius-in-the-raw within every customer.
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Affiche du document Mastering Marketing Agility

Mastering Marketing Agility

Andrea Fryrear

1h25min30

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114 pages. Temps de lecture estimé 1h25min.
The leading authority on agile marketing shows how to build marketing operations that can pivot freely and yet remain committed to priorities.The leading authority on agile marketing shows how to build marketing operations that can pivot freely and yet remain committed to priorities.As a marketer, are you tired of chasing marketing fads and algorithm rumors that seem to change every couple of months? This guide to building the perfect marketing department will help you achieve the latest and greatest without having to rebuild your operations from scratch every time the wind shifts. Agile strategies have been the accepted modus operandi for software development for two decades, and marketing is poised to follow in its footsteps. As the audiences we market to become ever more digital, agile frameworks are emerging as the best and only way to manage marketing. This book is a signpost showing the way toward the agile future of marketing operations, explaining how every role, from social media intern up to chief marketing officer, can work in unison, responding to the market's demanding challenges without losing focus on the big picture.You will learn what it takes for marketing agility to thrive—customer focus, transparency, continuous improvement, adaptability, trust, bias for action, and courage—along with the antipatterns that can drag you down. Most important, you will learn how to implement the systems, strategies, and practices that will truly transform your marketing operations.
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Affiche du document Building Brand Communities

Building Brand Communities

Carrie Melissa Jones

2h12min00

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176 pages. Temps de lecture estimé 2h12min.
An authentic brand community is more than just people buying your product or working alongside one another. This book articulates the critical roles of mutual concern, common values, and shared experiences in creating fiercely loyal customer and collaborator relationships. An authentic brand community is more than just people buying your product or working alongside one another. This book articulates the critical roles of mutual concern, common values, and shared experiences in creating fiercely loyal customer and collaborator relationships. Smart organizations know that creating communities is the key to unlocking unprecedented outcomes. But too many mistakenly rely on superficial transactional relationships as a foundation for community, when really people want something deeper. Carrie Melissa Jones and Charles Vogl argue that in an authentic and enriching community, members have mutual concern for one another, share personal values, and join together in meaningful shared experiences, whether online or off. On the deepest level, brands must help members grow into who they want to be. Jones and Vogl present practices used by global brands like Yelp, Etsy, Twitch, Harley Davidson, Salesforce, Airbnb, Sephora, and others to connect in a meaningful way with the people critical for their success. They articulate how authentic communities can serve organizational goals in seven different areas: innovation, talent recruitment, customer retention, marketing, customer service, building transformational movements, and creating community forums. They also reveal principles to grow a new brand community to critical mass. This is the first comprehensive guide to a crucial differentiator that gives organizations access to untapped enthusiasm and engagement.
Accès libre
Affiche du document Customer-Driven Disruption

Customer-Driven Disruption

Suman Sarkar

1h12min45

  • Marketing et communication
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  • Livre epub
  • Livre lcp
97 pages. Temps de lecture estimé 1h13min.
Businesses worry about new technologies, but customers are the ultimate disruptors—Suman Sarkar offers bold strategies for making sure you understand your customers and keep up with their ever-changing needs.Disruption—the brutal roiling of markets, the decline of long-established brands and products, and the rise of new upstarts—drives business failure and success. Most people think technology causes disruption, but technology merely enables it. Changing customer needs cause disruptions, and too many businesses get caught unaware. Suman Sarkar offers proven strategies that will enable any business to stay radically close to its customers and address their evolving needs. He argues that businesses need to focus on existing customers first—research shows they're likely to spend more and are more profitable than new customers. Personalization is becoming important for the newer generations in both developed and developing markets, so Sarkar describes approaches to make them cost-effective. In our era of instant gratification, customers want what they want now—Sarkar explains how you can develop and deliver products and services faster than ever. And since a few bad Yelp reviews, social media posts, or angry tweets from customers can ruin you, Sarkar shows how to proactively make sure the quality of your products and services stays better than that of your competitors. The key to survival in this era of changing customer needs is to focus on and address them quickly so customers don't switch to the competition. Drawing on his experiences with leading companies worldwide, Sarkar offers five strategies and techniques that will keep you ahead of the curve.
Accès libre
Affiche du document Hello, My Name Is Awesome

Hello, My Name Is Awesome

Alexandra Watkins

1h00min45

  • Marketing et communication
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  • Livre epub
  • Livre lcp
81 pages. Temps de lecture estimé 1h1min.
The ultimate guide to naming your product or business has been updated throughout with twice as many resources as before, new stories (of both hits and flops), and an entirely new chapter on the power of names in the workplace.The ultimate guide to naming your product or business has been updated throughout with twice as many resources as before, new stories (of both hits and flops), and an entirely new chapter on the power of names in the workplace.Too many new companies and products have names that look like the results of a drunken Scrabble game (Xobni, Svbtle, Doostang). In this entertaining and engaging book, ace-naming consultant Alexandra Watkins explains how anyone—even noncreative types—can create memorable and effective brand names. No degree in linguistics required.The heart of the book is Watkins's proven SMILE and SCRATCH Test. A great name makes you SMILE because it is Suggestive—evokes something about your brand; is Memorable—makes an association with the familiar; uses Imagery—aids memory through evocative visuals; has Legs—lends itself to a theme for extended mileage; and is Emotional—moves people. A bad name, on the other hand, makes you SCRATCH your head because it is Spelling challenged—looks like a typo; is a Copycat—similar to competitors' names; is Restrictive—limits future growth; is Annoying—seems forced and frustrates customers; is Tame—feels flat, merely descriptive, and uninspired; suffers from the Curse of Knowledge—speaks only to insiders; and is Hard to pronounce—confuses and distances customers.This 50 percent–new second edition has double the number of brainstorming tools and techniques, even more secrets and strategies to nab an available domain name, a brand-new chapter on how companies are using creative names around the office to add personality to everything from cafeterias to conference rooms, and much more.
Accès libre

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