The Magic of Dialogue: Transforming Conflict Into CooperationSimon and Schuster, 5 de set. de 2001 - 240 páginas In this groundbreaking work, famed social scientist and world-famous public opinion expert Daniel Yankelovich reinvents the ancient art of dialogue. Successful managers have always known how to make decisions and mobilize coworkers. But as our businesses continue to expand, conversations and discussions just aren't enough to bring people and their different agendas together anymore. Dialogue, when properly practiced, will align people with a shared vision, and help them realize their full potential as individuals and as a team. Drawing on decades of research and using real life examples, The Magic of Dialogue outlines specific strategies for maneuvering in a wide range of situations and teaches managers, leaders, business people, and other professionals how to succeed in the new global economy, where more players participate in decision-making than ever before. |
Conteúdo
PART II | 33 |
PART III | 147 |
The Blind Spot and Other Resistances | 169 |
From Expert Knowledge to Wisdom | 186 |
The Struggle for the Soul of America | 201 |
Outras edições - Ver todos
The Magic of Dialogue: Transforming Conflict Into Cooperation Daniel Yankelovich Prévia não disponível - 1999 |
The Magic of Dialogue: Transforming Conflict Into Cooperation Daniel Yankelovich Prévia não disponível - 1999 |
Termos e frases comuns
affirmative action African Americans Alasdair MacIntyre alogue American asked assumptions Audrey bring Buber cerns Chapter civil society committee company's concerns conflict conversation culture Daniel Yankelovich David Bohm David Gergen decision dialogue participants discus discussion elites employees encounter engage equals example experience facts factual fault line feel focus group Free Market genuine dialogue gesture of empathy hierarchy I-Thou important institute interests issues kind knowledge Landmark Education leaders leadership listening logue Martin Buber meeting ment microlending mistrust misunderstandings money managers moral mutual understanding need for dialogue organizations paradigm people's perspectives planned dialogue point of view political potholes practical problem professional Public Judgment public opinion relationship response Richard Rorty risk Saunders says Senge sessions shared side sion skills someone stereotypes strategy subcultures successful Tajikistan talk television tion trust values