The Hawthorne Effect

 What's one book that Christians should regularly read and then pick up and re-read? I don't mean that Bible -- that's the book that we should never put down! In this video I tell you a little about this book and where to find it.  #bookrecommendations #christianbookrecommendations #christianbooks #christianliterature #greatchristianliterature #greatenglishliterature #englishliterature

 William Ury, Getting Past No: Negotiating Your Way from Confrontation to Cooperation. New York: Bantam Books, 1993. Summary: Negotiation, whether informal or formal, can be tough. There are primarily five real world barriers to cooperation: · Your own reaction to attack and attempts at exploitation. · The other side’s anger, hostility, fear and distrust. · The other side’s rigid adherence to their position. · The other side’s unwillingness to reach a mutually satisfactory agreement. · The other side’s determination to win as a demonstration of power. The strategy to break through these barriers are these five steps: · Go to the Balcony. · Step to their side. · Reframe. · Build them a golden bridge. · Use power to educate. Preparation for a negotiating situation is highly urged, and concentrates on thinking through the four major points from the previous book, Getting to Yes, in regard to oneself and the other parties involved in the negotiation. GO TO THE BALCONY. The natural reac...

 Roger Fisher, William Ury and Bruce Patton, Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books, New York 1991. Summary: Principled negotiation is the central theme, where different parties work toward a common agreement based upon common principles, as opposed to positional negotiation, where different parties try to reconcile their different positions. Principled negotiation is deemed superior to positional negotiation in producing wise agreements, in efficiency at arriving over conclusions, and in preserving and improving ongoing relationships. Principled negotiation is based upon four major points: · People: separate the people from the problem. · Interests: focus on interests, not positions. · Options: generate a variety of possibilities before deciding what to do. · Criteria: insist that the result be based on some objective standard. It is also not simply ‘deal making,’ where both sides can become ‘partners in crime’, rather than working out decisions and...

 Roger Fisher and Alan Sharp, Getting It Done: How to Lead When You’re NOT in Charge. HarperCollins Publishers, New York 1999. Summary: The goal of this book is to define ways to produce high quality results through collaboration by lateral leadership. Lateral leadership is not guiding by superior authority but rather is inviting colleagues to work with you to solve problems. The primary guidelines are handled under a three step method to improve oneself first and then to guide others to change: · Organize and sharpen your personal skills at getting things done by yourself. · Understand clearly your strategic goal of getting things done with others. · Develop some tactics of participatory leadership. DEVELOP PURPOSE. · Sharpen your purpose: develop a purpose that motivates and guides you, in terms of results to be achieved. Formulate immediate objectives, mid range goals and a long term vision. · Everyone helps formulate a set of results to achieve together. · Lead in improving set...

Lessons in Building Unconditionally Constructive Working Relationships Roger Fisher and Scott Brown, Getting Together: Building Relationships As We Negotiate. New York: Penguin Books, 1989. Summary: In working relations and human relations in general there is considerable confusion as to what constitutes a good relationship in practical terms. Too often a good working relationship is considered in terms of agreement, approval or having shared values instead of good substantive outcomes that leave the concerned parties emotionally at ease and where differences have been effectively dealt with. Relationship is a process itself separate from its outcomes, and rather is to be pursued on its own merits. As a process, it is possible to implement a definite strategy to foster good working relationships. The definition of the strategy itself is so concise and striking, it bears full citation: An Unconditionally Constructive Strategy Do only those things that are both good for the relations...