Social networks are becoming increasingly hostile, with 78 percent of users reporting rising incivility online and 2 in 5 blocking, unsubscribing or “unfriending” someone over an argument on social media, according to new research from the authors of the New York Times best-seller Crucial Conversations.
How does management attempt to influence the bad behavior of employees and how effective are these influence efforts in creating change? Share your thoughts at CrucialSkills.com
This letter was received in response to a question Joseph Grenny answered in the February 29, 2012 Crucial Skills Newsletter titled, “Influencing Unprofessional Dress.”
According to our recent poll, slacking coworkers cause a quarter of their hard-working colleagues to put in four to six more hours of work each week.
Goodwill isn’t the only victim in this situation—productivity, satisfaction, and quality also suffer. In fact, four out of five say the quality of their work declines when they have to pick up their coworkers’ slack—a huge potential blow to the bottom line when you consider that 93 percent have a coworker who doesn’t do his or her fair share.
Healthy class participation can be a function of the students, the facilitator, or sometimes both! Since we can’t control the students (no matter how badly we’d love to), the solution starts with you.
We’d like to create an e-book on how to best communicate online. The first step requires getting your input. For example, how often do you turn to social networking sites to handle crucial conversations? Do you primarily witness social media communication masters or disasters?
The 7 Habits of Highly Effective People by Stephen R. Covey – Besides the fact that my name is in the acknowledgments (blush, blush), this seminal book legitimized inside-out learning and personal, interpersonal, and team development as necessary elements of effective leadership. Principles and paradigms become the building blocks instead of style and technique. Unsafe …
What does poverty have in common with obesity? Both are conditions—states of being—that result from repeated behaviors over time—patterns of doing.
Bad behavior runs rampant in the workplace. The healthcare industry is no exception. The American Medical Association’s Council on Ethical and Judicial Affairs defines disruptive behavior as behavior that “tends to cause distress among other staff and affect overall morale within the work environment, undermining productivity and possibly leading to high staff turnover or even resulting in ineffective or substandard care.”
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