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  1. 关键责任
  2. 关键责任

关键责任

  • 作者[美] 克里·帕特森(Kerry Patterson)、约瑟夫·格伦尼(Joseph Grenny)、戴维·马克斯菲尔德(David Maxfield)、罗恩·麦克米伦(Ron McMillan)、阿尔·斯威茨勒(Al Switzler)
  • 出版社四川人民出版社
  • 出版时间2018年5月
  • 定价38.00元
  • 装帧平装
  • 开本1/32
  • 页数304
  • ISBN9787220104725
  • 去有赞购买去天猫购买

纽约时报畅销书;英文原著; 《高效能人士的七个习惯》作者史蒂芬·柯维推荐; 当别人做出违反公众预期的行为、打破预先约定的承诺,或者做出不良行为时,你该如何应对?

  1. 详细信息

编辑推荐

 “你为何不负责?”(《关键对话》姊妹篇):专注解决家庭与职场中的艰难讨论,讨论在双方达成共识并约定各负其责时,如何让失责的一方担负起自己的责任。

 读者广泛承认:长期盘踞美国亚马逊榜首的沟通类畅销书籍

 扎实的作者团队:作者团队中的成员几乎都有在世界知名企业指导培训和管理工作的经验,并有几位在斯坦福大学完成了心理学博士研究工作。他们的工作还涉及各种行为调查研究的项目。

 

媒体推荐

书中革命性的观点展示了,那些潜在的人际关系危机实际上也是突破关系的机会。本书蕴涵的智慧不仅将会帮助我们拯救数不清的处于危险之中的关系,而且还会通过深刻地强化社会的根基——我们的家庭、邻里、社区和工作场所——来巩固社会。

—史蒂芬·柯维,《高效能人士的七个习惯》作者

释放出一段关系或一个企业的真正潜力,使之进入全新的阶段。

—肯·布兰查德,《一分钟经理人》合著者

如果要从我的书架上拿一本书,我首先会推荐这本,它是一本非常有用的书。

—斯泰西·阿勒顿·弗思,福特加拿大公司人力资源部副总裁

本书为那些在家庭或职场陷入艰难讨论的人提供了绝妙的策略。

—索莱达·奥布赖恩,CNN 新闻主播及制片人

本书绝对物有所值,它能立即运用到实际中去,绝非无价值的垃圾书。几位作者花了超过1 万个小时的时间来观察那些公认的最善于开展棘手但必要的问责对话的人,后者不仅实现了共赢,而且最终强化了与他人的关系。阅读它,研究它,运用它,这是一个宝藏。

—迈克·默里,微软人力资源管理部前副总裁

 

著者简介

克里·帕特森(Kerry Patterson)著有多部获奖培训作品,并且负责过多个长期调查行为变化的研究项目。2004 年,克里获得杨百翰大学万豪管理学院迪尔奖,以表彰他在组织行为领域的杰出贡献。克里在斯坦福大学完成了博士研究工作。

约瑟夫·格伦尼(Joseph Grenny)是一位知名的主题演讲师,也是一位在企业实施重大改革举措方面从业30 年的资深顾问。此外,他还是非盈利组织Unitus 实验室的共同创始人,该组织致力于帮助世界贫困人口实现经济自立。

戴维·马克斯菲尔德(David Maxfi eld)是一位优秀的研究者、咨询顾问和演讲师。他领导的研究项目主要涉及人类行为在医疗过错、安全危害和项目实施中所承担的角色。马克斯菲尔德在斯坦福大学完成了心理学博士研究工作。

罗恩·麦克米伦(Ron McMillan)是一位广受欢迎的演讲师兼企业咨询顾问。他是柯维领导力研究中心的创立者之一,曾担任该中心的研发副总裁。罗恩和众多企业领导者合作过,其中既包括一线管理者也包括财富500 强企业的高管们。

阿尔·斯威茨勒(Al Switzler)是一位知名的企业咨询顾问兼演讲师,为财富500 强中数十家企业的领导者指导过培训和管理方面的举措。此外,阿尔也在密歇根大学的教师发展中心任职。

 

内容简介

当别人做出违反公众预期的行为、打破预先约定的承诺,或者做出不良行为时,你该如何应对?是做沉默的大多数中的一员,还是不顾结果地发泄情绪?本书提供了让别人承担责任的技巧,包括在问责对话之前、之中、之后分别要做什么、怎么做,同时辅以丰富的对话情境和轻松幽默的小故事,帮助读者以最迅速的方式掌握这些技巧。


 

简目

INTRODUCTION What Is Crucial Accountability? And Who Cares?

引言 什么是关键责任?谁关心?

 

PART ONE Work on Me First: What to Do Before an Accountability Discussion

第一部分 从我做起:在问责对话之前要做什么

 

CHAPTER 1 Choose What and If: How to Know What Conversation to Hold and If You Should Hold It

1 章 选择谈什么和是否谈:如何知道你要谈什么,以及你是否应该谈论它

CHAPTER 2 Master My Stories: How to Get Your Head Right Before Opening Your Mouth

2 章 掌控我的故事:如何在开口之前保持头脑清醒

 

PART TWO Create Safety: What to Do During an Accountability Discussion

第二部分 营造安全氛围:在问责对话过程中要做什么

 

CHAPTER 3 Describe the Gap: How to Start an Accountability Discussion

3 章 描述差距:如何开始一场问责对话

CHAPTER 4 Make It Motivating: How to Help Others Want to Take Action

4 章 激发动机:如何帮助他人使之想要采取行动

CHAPTER 5 Make It Easy: How to Make Keeping Commitments (Almost) Painless

5 章 化难为易:如何让他人(几乎)不痛苦地遵守承诺

CHAPTER 6 Stay Focused and Flexible: What to Do When Others Get Sidetracked, Scream, or Sulk

6 章 保持专注和灵活:当他人转移话题、大喊大叫或生气时做什么

 

PART THREE Move to Action: What to Do After an Accountability Discussion

第三部分 走向行动:在问责对话之后要做什么

 

CHAPTER 7 Agree on a Plan and Follow Up: How to Gain Commitment and Move to Action

7 章 商定一个行动计划并跟进:如何取得承诺并付诸行动

CHAPTER 8 Put It All Together: How to Solve Big, Sticky, Complicated Problems

8 章 整合起来:如何解决大的、棘手的、复杂的问题

CHAPTER 9 The 12 “Yeah-Buts”: How to Deal with the Truly Tough

9 章 12 个“对,但是”情况:如何应对真正艰难的处境

APPENDIX A Where Do You Stand? A Self-Assessment for Measuring Your Accountability Discussion Skills

附录A 你的问责对话技能处在哪个水平? 一份自我评估表

APPENDIX B Six-Source Diagnostic Questions: The Six-Source Model

附录B 基于行为的6 个影响源的诊断问题:影响源模型

APPENDIX C When Things Go Right

附录C 当事情进展顺利时

APPENDIX D Discussion Questions for Reading Groups

附录D 供阅读小组讨论的问题

 

出版后记

《关键责任》与一同推出的《关键对话》是包含克里· 帕特森、约瑟夫· 格伦尼等人在内的作者团队所撰写的两本极受欢迎的沟通类书籍。这一作者团队中的成员几乎都有在世界知名企业指导培训和管理工作的经验,并有几位在斯坦福大学完成了心理学博士研究工作。他们的工作还涉及各种行为调查研究的项目。

以这些研究项目和培训实践为基础,《关键责任》与《关键对话》得以成形。《关键对话》关注的内容体现在其原书名的副标题中:在一场有极大风险的对话中该采取何种沟通策略?《关键责任》则是在《关键对话》的框架下,对另外一个重要情景的有益补充,即双方在达成共识并各负其责时,如何让失责的一方担负起自己的责任。

相比于给出宽泛的沟通策略,这种极具针对性的目标指向可能更贴合人们的需求。毕竟无处不在的沟通更容易在人们不假思索的行为中发生,面面俱到地去处理每一个沟通上的细节十分耗费心力,也许也没有必要。但在一些重要情景中,沟通的重要性突显出来。当沟通的成功与否牵涉你的婚姻、事业和人生时,这些沟通策略才真正发挥其最大的效用。《关键对话》与《关键责任》中所要论及的便是此种情景下的沟通策略。

《关键对话》与《关键责任》的中文译本(后者中译本书名为《关键冲突》)颇受读者欢迎,此次推出英文影印版以使读者有机会看到原书面貌。

 

正文赏读

Introduction

 

One of my problems is that I internalize everything.

I can’t express anger; I grow a tumor instead.

—WOODY ALLEN

 

What Is Crucial Accountability? 

And Who Cares?

 

STEPPING UP TO VIOLATED EXPECTATIONS

Sooner or later it happens to all of us. You’re politely standing in line and a fellow cuts in front of you. What the . . . ? Well, you’ll just have to say something.

 

“Just where do you think you’re going?” you bark. “The

line ends here. It begins there!”

 

To punctuate your point you aggressively shake your finger in the direction of the beginning of the line. Nobody is going to play you for a fool.

 It turns out you’re not alone in your impressive display of courage. Years ago we asked people at a local mall if they would speak up to a line cutter. Almost all of them said they would. Nobody wants to be a patsy. But then, later on, when we had people actually cut in front of people standing in line at a movie theater, not one person spoke up. Not one.

Of course, not all the people we studied remained totally silent. Several made faces or turned to a friend next to them and griped about the intrusion. They reserved the right to bad-mouth line cutters behind their backs.

And then came a breakthrough. After changing the age, gender, and size of the line cutters in trial after trial—to no effect—a woman finally spoke up. She tapped the shoulder of the woman who cut in front of her and asked, “Who does your hair?” (Check out a re-creation of this experiment in the video “Whose Line Is It Now?” at http://www.vitalsmarts.com/bookresources.)

 

IT’S A MATH THING

Later, when members of our research team asked people why they had gone to silence in the face of someone violating a social norm—not to mention violating the sacred line rights of the subject in question—most commented that the mental math they performed at the time of the infraction suggested it wasn’t worth the effort. It was only a minor infraction of little consequence, and speaking up might actually cause a problem. Ergo, go to silence.

So we upped the ante. We left the mall and sat down next to students at a university library and made loud noises. Once again, nobody said anything. Members of our research team practically held a party in a location that most of us see as the very temple of silence, and yet nobody said a word. It was a library, and we were talking REALLY LOUD! Still nothing. So we snuggled up close to library patrons seated at the tables around us and read from their books—occasionally underlining a passage or two. Again, little direct dialogue. Next we went to the student union building, sat next to people seated in the cafeteria, asked them about the food they were eating, and then, you guessed it, started sampling French fries and pie from their tray. Still, few spoke up.

As clinically passive as these research subjects seem, their silence was unique neither to the population we studied nor to any particular decade. As it turns out, 30 years after we started this line of research, you can watch a number of TV programs that are devoted to this very phenomenon. The producers hide their cameras, pay actors to do something strange, antisocial, or politically incorrect in front of innocent observers, and then record the antics that follow.

When faced with scenarios even more bizarre than eating from a stranger’s plate (e.g., observing a possible abduction, seeing someone collapse on the sidewalk, listening to someone make a horribly racist comment, etc.), the majority of today’s onlookers remain silent. You have to put someone’s life in danger before innocent observers will utter a word—and even then, most people don’t say anything.

But what if the scenario you’re watching is not taken from a mall study or TV program and the stakes are both genuine and high—people could die if someone doesn’t speak up. How would you feel about research subjects who remain silent under these conditions? Better yet, would you yourself keep quiet even when doing so could cause others harm?

To answer the first question, you don’t have to go very far. Simply visit a patient in a nearby hospital. Attached to the doorframe of nearly every hospital room in the Western world you’ll find a hand pump filled with sanitizing solution. Each healthcare professional entering the room, by hospital policy, is supposed to sanitize his or her hands to help avert passing infections from one patient to the next.

The good doctor entering the room you’re observing has just examined three patients down the hallway who are suffering, in turn, from cholera, meningitis, and yellow fever. He is now coming in to examine (read touch) your father-in-law. Watch as the physician enters the room and fails to wash his hands. He walks right past the bottle of sanitizing solution and toward your father-in-law. Fortunately, it’s your lucky day. An attending nurse observes this violation of protocol. Surely she’ll speak up.

Or will she?

Most won’t. Once again, it’s a math thing. It’s a physician whom the nurse has to hold accountable, and the physician could become annoyed, even offended, at the mere hint of a misstep. Heaven only knows that incurring the wrath of a physician can wreck a career. Plus there’s always a chance that the diseases won’t be passed on so easily. And then again, maybe the doctor did wash his hands somewhere out of sight. And so unfold the mental calculations of the nurse who opts to join the ranks of the silent.