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Co-author Breck England stated that The 7 Habits of Highly Effective People leads up to The 3rd Alternative. [2] The book focuses on a process of conflict resolution that Covey said is distinct from compromise. [3] It gives details and real-world examples and ends with two chapters explaining that the 3rd Alternative is "a way of life". [1]
Valuing and respecting people by seeking a "win" for all is ultimately a better long-term resolution than if only one person in the situation gets their way. Thinking win–win isn't about being nice, nor is it a quick-fix technique; it is a character-based code for human interaction and collaboration, says Covey.
In economics, organizational effectiveness is defined in terms of profitability and the minimisation of problems related to high employee turnover and absenteeism. [4] As the market for competent employees is subject to supply and demand pressures, firms must offer incentives that are not too low to discourage applicants from applying, and not too unnecessarily high as to detract from the firm ...
The surrounding debate is primarily centered around whether the differences in treatments contribute to their success/failure or if all therapies are equally effective. The importance of this continuing debate surrounding the Dodo bird verdict stems from its implications for professionals involved in the field of psychotherapy and the ...
Saul Rosenzweig started the conversation on common factors in an article published in 1936 that discussed some psychotherapies of his time. [5] John Dollard and Neal E. Miller's 1950 book Personality and Psychotherapy emphasized that the psychological principles and social conditions of learning are the most important common factors. [6]
There has always been a debate of which of the two different approaches is right. The dual type allows both discrete orientations and fit across dimensions at the unit level but creates a misfit between organizational units. Some researchers argued that inconsistent structures may lead to low performance.
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Effective internal employee communications – which convey a clear description of "what's going on". Commitment theories are rather based on creating conditions, under which the employee will feel compelled to work for an organization, whereas engagement theories aim to bring about a situation in which the employee by free choice has an ...