Divide or Conquer: How Great Teams Turn Conflict Into Strength
|1 - 24
|25 - 99
|100 - 249
|250 - 499
What We're Saying
The books on our 2008 shortlist for the HR & Organizational Development Category are: Reward Systems: Does Yours Measure Up? by Steve Kerr (Harvard Business Press, December 2008) Business Press is doing business book fans everywhere a great service by publishing the Memo to the CEO series, a set of easily accessible and well-researched books from experts on leadership issues. In Reward Systems, Steve Kerr points out the problems with most reward (or incentive) programs, distilling years of experience to present a three-step process for creating a simple yet effective rewards system that will improve both performance and motivation in your workplace. READ FULL DESCRIPTION
There's a new excerpt up on our Excerpts Blog. The excerpt is taken from Divide or Conquer: How Great Teams Turn Conflict into Strength by Diana McLain Smith. This chapter examines the the Steve Jobs/John Sculley breakup at Apple in the 1980s, a conflict that nearly destroyed the company. READ FULL DESCRIPTION
The following excerpt is taken from Divide or Conquer: How Great Teams Turn Conflict into Strength by Diana McLain Smith. This chapter examines the the Steve Jobs/John Sculley breakup at Apple in the 1980s, a conflict that nearly destroyed the company. From the publisher: "Smith shows us how to build work relationships that are flexible and strong enough to survive the toughest challenges. READ FULL DESCRIPTION
No one would dispute the idea that relationships matter in business. Yet despite their obvious importance, they remain largely a mystery. Why do some conflicts get resolved quickly while others lead to permanent animosity? Why do some relationships grow stronger over time, others more fragile?
Diana McLain Smith argues that most of us never even think about our relationships, at least not until they get into trouble?and by then it may be too late. Convinced that others have attitude problems, we focus on getting them to change. But that never works; it just convinces our colleagues that we?re the source of the problem. What we need to change, Smith argues, are the patterns of interaction between us.
Smith shows us how to build work relationships that are flexible and strong enough to survive the toughest challenges. She draws on fascinating case studies, especially the Steve Jobs/John Sculley meltdown, which nearly destroyed Apple in the 1980s.
This book will break the myth that relationships are too mysterious to decode and too difficult to change. It offers powerful tools that can help anyone, from new recruits to CEOs.