Titlebook: Unsecured Ladders; Meeting the Challeng Graham Robinson,John Harris Book 2009 Palgrave Macmillan, a division of Macmillan Publishers Limite

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Attitudes and the Unexpected, the game or encourage people to freely acknowledge when they have made a mistake so that both they and the organization may learn from them. Whatever complexion an organization’s mindset may develop, its tone is significantly influenced by its leadership.

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Attitudes and the Unexpected, organization’s prevailing mindset, in turn, is shaped by the values, attitudes and behaviors of its leaders and reflected in the way it deals with mistakes. For example, it may result in their being perceived as a fact of life for which allowances must be made or as failures, the perpetrators of wh

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,No Surprises! — Anticipating and Preparing for the Unexpected,tively, you are going to need the ability to appreciate the past, to understand the present and to anticipate, plan for and shape the future. A core message of this book is that the plans that you make for that future will be constantly and increasingly buffeted by unexpected events with the potenti

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,Understanding Context — Inside the Organization: Obligations, Values and Managing Paradox,er the particular leadership label you happen to bear, carries with it a number of obligations. Some of these will be set out in your letter of appointment, your service contract or laid down as the statutory responsibilities of anyone taking on the role of a director of a limited company. We believ

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,Marshalling Resources — Building and Managing Commitment,ey wish their organizations to pursue and as they seek to gain the commitment of those upon whom they will depend if those goals are to become reality. The first of these modes of thinking owes much to the contribution that science, engineering and technology have made to the success of industrial s

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