Collaborating with the enemy :: how to work with people you don't agree with or like or trust /
Teaching us how to work with people whom we might not like or trust, this timely book outlines the five misunderstandings that keep people from effectively collaborating with those people and shows readers how they can successfully engage with positive results instead. --
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Weitere Verfasser: | |
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Oakland, CA :
Berrett-Koehler Publishers, Inc.,
[2017]
|
| Ausgabe: | First edition. |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | Teaching us how to work with people whom we might not like or trust, this timely book outlines the five misunderstandings that keep people from effectively collaborating with those people and shows readers how they can successfully engage with positive results instead. -- |
| Beschreibung: | "A Reos Partners Publication." "A BK Business book." |
| Beschreibung: | 1 online resource (xviii, 131 pages) : illustrations |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781626568242 1626568243 9781626568235 1626568235 |
Internformat
MARC
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| 100 | 1 | |a Kahane, Adam, |e author. |1 https://id.oclc.org/worldcat/entity/E39PBJcRb7fxkcY43pghMVhfv3 |0 http://id.loc.gov/authorities/names/n88161695 | |
| 245 | 1 | 0 | |a Collaborating with the enemy : |b how to work with people you don't agree with or like or trust / |c Adam Kahane ; drawings by Jeff Barnum. |
| 250 | |a First edition. | ||
| 264 | 1 | |a Oakland, CA : |b Berrett-Koehler Publishers, Inc., |c [2017] | |
| 264 | 4 | |c ©2017 | |
| 300 | |a 1 online resource (xviii, 131 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 347 | |a text file | ||
| 588 | 0 | |a Print version record. | |
| 500 | |a "A Reos Partners Publication." | ||
| 500 | |a "A BK Business book." | ||
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a Cover; Half Title; Dedication; Title; Copyright; Contents; Foreword; Preface; INTRODUCTION: How to Work with People You Don't Agree with or Like or Trust; 1: COLLABORATION IS BECOMING MORE NECESSARY AND MORE DIFFICULT; "I could never work with those people!"; The enemyfying syndrome; The central challenge of collaboration; 2: COLLABORATION IS NOT THE ONLY OPTION; The way forward is unclear; "The miraculous option is that we work things through together"; There are three alternatives to collaboration; Collaboration must be a choice. | |
| 505 | 8 | |a 3: CONVENTIONAL, CONSTRICTED COLLABORATION IS BECOMING OBSOLETEConstriction prevents movement; Change management assumes control; "There is only one right answer"; The limitations of conventional collaboration; 4: UNCONVENTIONAL, STRETCH COLLABORATION IS BECOMING ESSENTIAL; Stretching creates flexibility and discomfort; How to end a civil war; Stretch collaboration abandons the illusion of control; 5: THE FIRST STRETCH IS TO EMBRACE CONFLICT AND CONNECTION; Dialogue is not enough; There is more than one whole; Every holon has two drives; Alternate power and love. | |
| 505 | 8 | |a 6: THE SECOND STRETCH IS TO EXPERIMENT A WAY FORWARDWe cannot control the future, but we can influence it; We are crossing the river by feeling for stones; Creativity requires negative capability; Listen for possibility rather than for certainty; 7: THE THIRD STRETCH IS TO STEP INTO THE GAME; "They need to change!"; If you're not part of the problem, you can't be part of the solution; Be a pig rather than a chicken; CONCLUSION: How to Learn to Stretch; Notes; Acknowledgements; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; R; S; T; U; V; W; Z; About the Author; About Reos Partners. | |
| 520 | |a Teaching us how to work with people whom we might not like or trust, this timely book outlines the five misunderstandings that keep people from effectively collaborating with those people and shows readers how they can successfully engage with positive results instead. -- |c Edited summary from book. | ||
| 650 | 0 | |a Communication in management. |0 http://id.loc.gov/authorities/subjects/sh85029076 | |
| 650 | 0 | |a Management |x Social aspects. | |
| 650 | 0 | |a Conflict management. |0 http://id.loc.gov/authorities/subjects/sh85030958 | |
| 650 | 6 | |a Communication en gestion. | |
| 650 | 6 | |a Gestion |x Aspect social. | |
| 650 | 6 | |a Gestion des conflits. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Reference. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Skills. |2 bisacsh | |
| 650 | 7 | |a Communication in management |2 fast | |
| 650 | 7 | |a Conflict management |2 fast | |
| 650 | 7 | |a Management |x Social aspects |2 fast | |
| 700 | 1 | |a Barnum, Jeff, |e illustrator. |1 https://id.oclc.org/worldcat/entity/E39PCjF3VKTtxtWMG8xWjvtYfq |0 http://id.loc.gov/authorities/names/no2011056830 | |
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Datensatz im Suchindex
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| _version_ | 1816796927160745985 |
| adam_text | |
| any_adam_object | |
| author | Kahane, Adam |
| author2 | Barnum, Jeff |
| author2_role | ill |
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| author_GND | http://id.loc.gov/authorities/names/n88161695 http://id.loc.gov/authorities/names/no2011056830 |
| author_facet | Kahane, Adam Barnum, Jeff |
| author_role | aut |
| author_sort | Kahane, Adam |
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| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
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| callnumber-raw | HD30.3 .K34 2017 |
| callnumber-search | HD30.3 .K34 2017 |
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| contents | Cover; Half Title; Dedication; Title; Copyright; Contents; Foreword; Preface; INTRODUCTION: How to Work with People You Don't Agree with or Like or Trust; 1: COLLABORATION IS BECOMING MORE NECESSARY AND MORE DIFFICULT; "I could never work with those people!"; The enemyfying syndrome; The central challenge of collaboration; 2: COLLABORATION IS NOT THE ONLY OPTION; The way forward is unclear; "The miraculous option is that we work things through together"; There are three alternatives to collaboration; Collaboration must be a choice. 3: CONVENTIONAL, CONSTRICTED COLLABORATION IS BECOMING OBSOLETEConstriction prevents movement; Change management assumes control; "There is only one right answer"; The limitations of conventional collaboration; 4: UNCONVENTIONAL, STRETCH COLLABORATION IS BECOMING ESSENTIAL; Stretching creates flexibility and discomfort; How to end a civil war; Stretch collaboration abandons the illusion of control; 5: THE FIRST STRETCH IS TO EMBRACE CONFLICT AND CONNECTION; Dialogue is not enough; There is more than one whole; Every holon has two drives; Alternate power and love. 6: THE SECOND STRETCH IS TO EXPERIMENT A WAY FORWARDWe cannot control the future, but we can influence it; We are crossing the river by feeling for stones; Creativity requires negative capability; Listen for possibility rather than for certainty; 7: THE THIRD STRETCH IS TO STEP INTO THE GAME; "They need to change!"; If you're not part of the problem, you can't be part of the solution; Be a pig rather than a chicken; CONCLUSION: How to Learn to Stretch; Notes; Acknowledgements; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; R; S; T; U; V; W; Z; About the Author; About Reos Partners. |
| ctrlnum | (OCoLC)986525893 |
| dewey-full | 650.1/3 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 650 - Management and auxiliary services |
| dewey-raw | 650.1/3 |
| dewey-search | 650.1/3 |
| dewey-sort | 3650.1 13 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | First edition. |
| format | Electronic eBook |
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management assumes control; "There is only one right answer"; The limitations of conventional collaboration; 4: UNCONVENTIONAL, STRETCH COLLABORATION IS BECOMING ESSENTIAL; Stretching creates flexibility and discomfort; How to end a civil war; Stretch collaboration abandons the illusion of control; 5: THE FIRST STRETCH IS TO EMBRACE CONFLICT AND CONNECTION; Dialogue is not enough; There is more than one whole; Every holon has two drives; Alternate power and love.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">6: THE SECOND STRETCH IS TO EXPERIMENT A WAY FORWARDWe cannot control the future, but we can influence it; We are crossing the river by feeling for stones; Creativity requires negative capability; Listen for possibility rather than for certainty; 7: THE THIRD STRETCH IS TO STEP INTO THE GAME; "They need to change!"; If you're not part of the problem, you can't be part of the solution; Be a pig rather than a chicken; CONCLUSION: How to Learn to 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| id | ZDB-4-EBU-ocn986525893 |
| illustrated | Illustrated |
| indexdate | 2024-11-26T14:49:27Z |
| institution | BVB |
| isbn | 9781626568242 1626568243 9781626568235 1626568235 |
| language | English |
| oclc_num | 986525893 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (xviii, 131 pages) : illustrations |
| psigel | ZDB-4-EBU |
| publishDate | 2017 |
| publishDateSearch | 2017 |
| publishDateSort | 2017 |
| publisher | Berrett-Koehler Publishers, Inc., |
| record_format | marc |
| spelling | Kahane, Adam, author. https://id.oclc.org/worldcat/entity/E39PBJcRb7fxkcY43pghMVhfv3 http://id.loc.gov/authorities/names/n88161695 Collaborating with the enemy : how to work with people you don't agree with or like or trust / Adam Kahane ; drawings by Jeff Barnum. First edition. Oakland, CA : Berrett-Koehler Publishers, Inc., [2017] ©2017 1 online resource (xviii, 131 pages) : illustrations text txt rdacontent computer c rdamedia online resource cr rdacarrier text file Print version record. "A Reos Partners Publication." "A BK Business book." Includes bibliographical references and index. Cover; Half Title; Dedication; Title; Copyright; Contents; Foreword; Preface; INTRODUCTION: How to Work with People You Don't Agree with or Like or Trust; 1: COLLABORATION IS BECOMING MORE NECESSARY AND MORE DIFFICULT; "I could never work with those people!"; The enemyfying syndrome; The central challenge of collaboration; 2: COLLABORATION IS NOT THE ONLY OPTION; The way forward is unclear; "The miraculous option is that we work things through together"; There are three alternatives to collaboration; Collaboration must be a choice. 3: CONVENTIONAL, CONSTRICTED COLLABORATION IS BECOMING OBSOLETEConstriction prevents movement; Change management assumes control; "There is only one right answer"; The limitations of conventional collaboration; 4: UNCONVENTIONAL, STRETCH COLLABORATION IS BECOMING ESSENTIAL; Stretching creates flexibility and discomfort; How to end a civil war; Stretch collaboration abandons the illusion of control; 5: THE FIRST STRETCH IS TO EMBRACE CONFLICT AND CONNECTION; Dialogue is not enough; There is more than one whole; Every holon has two drives; Alternate power and love. 6: THE SECOND STRETCH IS TO EXPERIMENT A WAY FORWARDWe cannot control the future, but we can influence it; We are crossing the river by feeling for stones; Creativity requires negative capability; Listen for possibility rather than for certainty; 7: THE THIRD STRETCH IS TO STEP INTO THE GAME; "They need to change!"; If you're not part of the problem, you can't be part of the solution; Be a pig rather than a chicken; CONCLUSION: How to Learn to Stretch; Notes; Acknowledgements; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; R; S; T; U; V; W; Z; About the Author; About Reos Partners. Teaching us how to work with people whom we might not like or trust, this timely book outlines the five misunderstandings that keep people from effectively collaborating with those people and shows readers how they can successfully engage with positive results instead. -- Edited summary from book. Communication in management. http://id.loc.gov/authorities/subjects/sh85029076 Management Social aspects. Conflict management. http://id.loc.gov/authorities/subjects/sh85030958 Communication en gestion. Gestion Aspect social. Gestion des conflits. BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Reference. bisacsh BUSINESS & ECONOMICS Skills. bisacsh Communication in management fast Conflict management fast Management Social aspects fast Barnum, Jeff, illustrator. https://id.oclc.org/worldcat/entity/E39PCjF3VKTtxtWMG8xWjvtYfq http://id.loc.gov/authorities/names/no2011056830 has work: Collaborating with the enemy (Text) https://id.oclc.org/worldcat/entity/E39PCH7hK7CWgY6Qhtk47RHCFC https://id.oclc.org/worldcat/ontology/hasWork Print version: Kahane, Adam. Collaborating with the enemy. First Edition. Oakland, CA : Berrett-Koehler Publishers, Inc., [2017] 9781626568228 (DLC) 2016059030 (OCoLC)985602773 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1457717 Volltext |
| spellingShingle | Kahane, Adam Collaborating with the enemy : how to work with people you don't agree with or like or trust / Cover; Half Title; Dedication; Title; Copyright; Contents; Foreword; Preface; INTRODUCTION: How to Work with People You Don't Agree with or Like or Trust; 1: COLLABORATION IS BECOMING MORE NECESSARY AND MORE DIFFICULT; "I could never work with those people!"; The enemyfying syndrome; The central challenge of collaboration; 2: COLLABORATION IS NOT THE ONLY OPTION; The way forward is unclear; "The miraculous option is that we work things through together"; There are three alternatives to collaboration; Collaboration must be a choice. 3: CONVENTIONAL, CONSTRICTED COLLABORATION IS BECOMING OBSOLETEConstriction prevents movement; Change management assumes control; "There is only one right answer"; The limitations of conventional collaboration; 4: UNCONVENTIONAL, STRETCH COLLABORATION IS BECOMING ESSENTIAL; Stretching creates flexibility and discomfort; How to end a civil war; Stretch collaboration abandons the illusion of control; 5: THE FIRST STRETCH IS TO EMBRACE CONFLICT AND CONNECTION; Dialogue is not enough; There is more than one whole; Every holon has two drives; Alternate power and love. 6: THE SECOND STRETCH IS TO EXPERIMENT A WAY FORWARDWe cannot control the future, but we can influence it; We are crossing the river by feeling for stones; Creativity requires negative capability; Listen for possibility rather than for certainty; 7: THE THIRD STRETCH IS TO STEP INTO THE GAME; "They need to change!"; If you're not part of the problem, you can't be part of the solution; Be a pig rather than a chicken; CONCLUSION: How to Learn to Stretch; Notes; Acknowledgements; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; R; S; T; U; V; W; Z; About the Author; About Reos Partners. Communication in management. http://id.loc.gov/authorities/subjects/sh85029076 Management Social aspects. Conflict management. http://id.loc.gov/authorities/subjects/sh85030958 Communication en gestion. Gestion Aspect social. Gestion des conflits. BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Reference. bisacsh BUSINESS & ECONOMICS Skills. bisacsh Communication in management fast Conflict management fast Management Social aspects fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85029076 http://id.loc.gov/authorities/subjects/sh85030958 |
| title | Collaborating with the enemy : how to work with people you don't agree with or like or trust / |
| title_auth | Collaborating with the enemy : how to work with people you don't agree with or like or trust / |
| title_exact_search | Collaborating with the enemy : how to work with people you don't agree with or like or trust / |
| title_full | Collaborating with the enemy : how to work with people you don't agree with or like or trust / Adam Kahane ; drawings by Jeff Barnum. |
| title_fullStr | Collaborating with the enemy : how to work with people you don't agree with or like or trust / Adam Kahane ; drawings by Jeff Barnum. |
| title_full_unstemmed | Collaborating with the enemy : how to work with people you don't agree with or like or trust / Adam Kahane ; drawings by Jeff Barnum. |
| title_short | Collaborating with the enemy : |
| title_sort | collaborating with the enemy how to work with people you don t agree with or like or trust |
| title_sub | how to work with people you don't agree with or like or trust / |
| topic | Communication in management. http://id.loc.gov/authorities/subjects/sh85029076 Management Social aspects. Conflict management. http://id.loc.gov/authorities/subjects/sh85030958 Communication en gestion. Gestion Aspect social. Gestion des conflits. BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Reference. bisacsh BUSINESS & ECONOMICS Skills. bisacsh Communication in management fast Conflict management fast Management Social aspects fast |
| topic_facet | Communication in management. Management Social aspects. Conflict management. Communication en gestion. Gestion Aspect social. Gestion des conflits. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Reference. BUSINESS & ECONOMICS Skills. Communication in management Conflict management Management Social aspects |
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