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Titel: Fatal Illusions
Zustand: Very Good
0814479669 Bookplate first page else very good. Quality, Value, Experience. Media Shipped in New Boxes. For further information or scans please call or email. Buchnummer des Verkäufers BING63063
Inhaltsangabe: People -- and their companies -- can get stuck in old patterns and outdated perceptions. Their behavior is often based on what they want to be true about their business or the marketplace, rather than what is actually true. Illusions such as these run rampant in organizations: "Of course our people understand what's important"."Everybody knows what quality is"."We don't need passion if we have a good plan".Fatal Illusions takes a unique approach to understanding organizational shortcomings and achieving real success. The book explores 12 harmful illusions that managers tenaciously cling to -- about mission statements, teamwork, incentives, quality, change management, and more.And the book offers solutions for avoiding or correcting each misperception. By overcoming these fatal illusions, managers can break debilitating patterns and learn how to: - set and achieve realistic corporate goals- create an open, honest, forward-thinking organization- increase motivation and boost team work- get more satisfaction out of work and out of life.This book will help managers "get real" -- and help their companies get ahead.
Vom Autor: Although information, education, and experience can all contribute to wise and healthy decisionmaking, they alone won't move us to change. We can know what the right way is, and may have observed it working for others, and still not be moved to do it ourselves. The problem isn't one of knowledge and won't be solved by more information or more education.
The problem is illusions, false beliefs about the reality of who we are, how other people are thinking, and what our organizations are like and where they are going. We can hang on to those illusions and fiercely resist giving them up, even in the face of mounting evidence to the contrary, for many reasons. Perhaps our view of business took years to build; we're comfortable with it and don't want to give it up. Or perhaps the illusions fit our own personal view of life and people; change would require modifying our entire worldview. To abandon these ideas would usually require pain, so we avoid doing so.
But the pain of shredding our illusions is nothing compared to the real misery that lies at the end of a fatal illusion. Months and years of pain avoidance can lead to organizational suffering and strife, massive downsizing, financial chaos, and ultimately, organizational death.
But we don't have to go there. We can face the problems honestly and realistically and can "schedule" the smaller pain now rather than be swamped by the illusion-cloaked, gargantuan pain later. We can clear out the illusions that prevent us from doing what we know to be right or effective.
My hopes in writing this book join yours as you read it. I want to be illusion-free, living in reality. I believe that you do, too. We can do it.
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