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The Four Conversations
Talk is powerful. Engaging in the right conversation at the right time is key to both personal and organizational success. And it isn’t just ‘difficult’ conversations that matter. The Four Conversations clearly demonstrates it is the everyday dialogue we have with one another that is critical. Armed with a solid body of research and their own first-hand observations, Jeffrey and Laurie Ford identify four types of conversations that every one of us must use to get things done: initiative conversations to introduce something new; understanding conversations to help people relate to new ideas or processes; performance conversations to request specific actions and results; and closure conv...
The Four Conversations
Talk is powerful. And it isn't just ‘difficult' conversations that matter— the everyday dialogue we have with one another is critical to both personal and organizational success. Packed with sample dialogues and dozens of personal stories, and backed by solid research and the authors' firsthand observations, The Four Conversations describes how to get maximum results from conversations that every one of us must use to get things done: initiative conversations introducing something new, understanding conversations to help people relate to ideas or processes, performance conversations requesting specific actions, and closure conversations that recognize achievements and signal completion of the work. As Jeffrey and Laurie Ford clearly demonstrate, engage in the right conversation at the right time—plan and start each one well, finish every one effectively—and extraordinary things can happen.
RESISTANCE TO CHANGE - A NEW PERSPECTIVE: A Textbook for Managers Who Plan to Implement a Change
The intention for this book is to present the resistance to change phenomenon from a new perspective. The term resistance is complex and very often misinterpreted. Change leaders should adapt their perspectives on this subject and try to see resistance from a positive angle as well. By just changing the prospect of analyzing it, managers could experience a greater success in implementing new changes and effectively attract more employees onto their side. Instead of trying to eliminate or suppress employees' resistance, managers should rather use their reactions in a positive framework. Resistance may be useful as feedback and therefore, managers can use it to improve and refine the organizational change process.
哈佛商業評論2009年5月號
見林莫忘見樹 2003年，全球電源供應器龍頭大廠台達電子，收購歐洲通訊電源第二大廠AES，改名為DES。台達因此順利進入高階通訊電源系統市場和歐洲市場，達成併購的策略性目標。但是，原本DES在全球有19個利潤中心，全都宣稱有獲利，公司整體卻虧損。經過台達四、五年的整頓，DES終於在2007年轉虧為盈，成為台灣企業進行大型併購的少數成功案例。（見〈贏得被併購公司認同〉一文）。 再以本期〈成長就在細節裡〉一文提到的歐洲一家大型個人保養品公司為例，這家公司旗下三個部門的預估成長率都不到10％，甚至有些...
