Titres dans Comportement organisationnel et travail

Until recently, infrastructure was the backbone of organizations' operating software they developed in-house. But now that cloud vendors run the computers, companies can finally bring the benefits of agile custom-centricity to their own developers. Adding product management to infrastructure organizations is now all the rage. But how's that possible when infrastructure is still the operational layer of the company?

The idea is simple: You don't have to choose between being a pushover and a jerk. Using Radical Candor - avoiding the perils of Obnoxious Aggression, Manipulative Insincerity, and Ruinous Empathy - you can be kind and clear at the same time. Kim Scott was a highly successful leader at Google before decamping to Apple, where she developed and taught a management class.

In his most provocative and practical book yet, one of the foremost thinkers of our time redefines what it means to understand the world, succeed in a profession, contribute to a fair and just society, detect nonsense, and influence others. Citing examples ranging from Hammurabi to Seneca, Antaeus the Giant to Donald Trump, Nassim Nicholas Taleb shows how the willingness to accept one's own risks is an essential attribute of heroes, saints, and flourishing people in all walks of life.

Team Topologies is a practical, step-by-step, adaptive model for organizational design and team interaction based on four fundamental team types and three team interaction patterns. It is a model that treats teams as the fundamental means of delivery, where team structures and communication pathways are able to evolve with technological and organizational maturity. In Team Topologies, IT consultants Matthew Skelton and Manuel Pais share secrets of successful team patterns and interactions to help listeners choose and evolve the right team patterns for their organization.

Why do some people achieve great personal success, yet never succeed in building a business or making an impact in their organization? John C. Maxwell knows the answer. According to Maxwell, the greatest leadership principle that he has ever learned in over 35 years of leadership is that those closest to the leader will determine the success level of that leader. It’s not enough for a leader to have vision, energy, drive, and conviction. If you want to see your dream come to fruition, you must learn how to develop the leaders around you.

Great teams can sometimes feel like magic. It's hard to pin down just why they work so well. But what seems like magic is explainable, and replicable. It starts with team culture. Much has been written about the power of emotional intelligence at the individual level, but little has been said about the benefits of this concept for groups. In this book, social and organizational psychologist and professor Vanessa Urch Druskat combines thirty years of research and team development to present a model for building and leading emotionally intelligent teams.

Building on its successful predecessors, the third edition of The Field Guide to Understanding ’Human Error’ will help you understand a new way of dealing with a perceived 'human error' problem in your organization. It will help you trace how your organization juggles inherent trade-offs between safety and other pressures and expectations, suggesting that you are not the custodian of an already safe system.

This book is a guide for leaders seeking to build a community, to strengthen the community they already have, or who may not think of themselves as community leaders but who are envisioning a group they hope to create. These communities can be formal, with official memberships and administrations, or informal, tied by shared values and commitments.

Drawing on his experience as a psychiatrist, business consultant, and coach, author Mark Goulston combines his background with the latest scientific research to help listeners turn the "impossible" and "unreachable" people in their lives into allies, devoted customers, loyal colleagues, and lifetime friends. Just Listen provides simple but powerful techniques listeners can use to really get through to people.

Does your job make a meaningful contribution to the world? In the spring of 2013, David Graeber asked this question in a playful, provocative essay titled “On the Phenomenon of Bullshit Jobs”. It went viral. After a million online views in 17 different languages, people all over the world are still debating the answer.

In this insider’s look into the world’s biggest tech company, former CEO and SVP of Google share how they helped engineer a new strategy and philosophy to help them thrive—a perfect book for seasoned business employees and the tech curious.

Driven entrepreneurs often have a burning need to succeed. But that same relentless brilliance that propels them in their career often takes a toll on their teams, personal relationships, and even their health. Gino Wickman, bestselling author of Traction, teams up with mindfulness expert Rob Dube to share their journeys and help listeners strike a crucial balance between their inner and outer worlds while taking their success to new heights. In Shine, they share ten disciplines to help them stay sharp and energetic without burning out.

"There is no 'i' in 'team'." "No man is an island." "A chain is only as strong as its weakest link." You may roll your eyes at these age-old clichés, but you can’t afford to breeze over their point. Individual all-stars can take you only so far. Ultimately, success - whether in business, family, church, athletic teams, or any other organization - is entirely dependent on teamwork. But how does one build that team? Leadership expert and New York Times best-selling author John C. Maxwell knows that building and maintaining a successful team is no simple task.

Nationally recognized communication expert, keynote speaker and trainer and best-selling author Debra Fine reveals the techniques and strategies anyone can use to make small talk—in any situation. With practical advice and conversation cheat sheets, The Fine Art of Small Talk will help you learn to feel more comfortable in any type of social situation.

Retired four-star general Stan McChrystal has lived a life associated with the deadly risks of combat. From his first day at West Point, to his years in Afghanistan, to his efforts helping business leaders navigate a global pandemic, McChrystal has seen how individuals and organizations fail to mitigate risk. Why? Because they focus on the probability of something happening instead of the interface by which it can be managed.

What entrepreneur or founder doesn't aspire to build the next Amazon, Facebook, or Airbnb? Yet those who actually manage to do so are exceedingly rare. So what separates the start-ups that get disrupted and disappear from the ones who grow to become global giants? The secret is blitzscaling: a set of techniques for scaling up at a dizzying pace that blows competitors out of the water.

It's when you're stuck in the day-to-day, putting out fires and cleaning up messes, that passion turns to frustration. Freedom seems somewhere between elusive and impossible. The secret to getting unstuck is process. This inspiring, informative field guide will prove it's possible to establish rigor and discipline for process while also increasing creativity, flexibility, and innovation. Process! will help you identify a handful of core processes that make your business uniquely valuable.

In Reset, Heath explores a framework for getting unstuck and making the changes that matter. The secret is to find “leverage points”: places where a little bit of effort can yield a disproportionate return. Then, we can thoughtfully rearrange our resources to push on those points.

The retired four-star general and and best-selling author of My Share of the Task shares a powerful new leadership model. Former General Stanley McChrystal held a key position for much of the War on Terror, as head of the Joint Special Operations Command. In Iraq, he found that despite the vastly superior resources, manpower, and training of the US Military, Al Qaeda had an advantage because of its structure as a loose network of small, independent cells. To defeat such an agile enemy, JSOC had to change its focus from efficiency to adaptability.

We live, say Edgar and Peter Schein, in a culture of “tell". All too often we tell others what we think they need to know or should do. But whether we are leading or following, what matters most is we get to the truth. We have to develop a commitment to sharing vital facts and identifying faulty assumptions - it can mean the difference between success and failure. This is why we need Humble Inquiry more than ever.