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Project teams are the rule, rather than the exception, in today's
organizations. But, thanks to the pressure of performance goals,
conflicting agendas, and political jockeying, few teams make
consistently superior decisions. In "Moving Out of the Box: Tools
for Team Decision Making" author Jana M. Kemp, an authority on team
decision making, saves the day by offering tested methods and tools
that teams and leaders can use to ratchet up their performance
level.
The book argues that making good decisions involves expansive group
conversation that leads to sound conclusions and swift execution.
This sounds simple, but in many organizations, making a decision
and seeing it through can become an exercise in frustration for
managers and employees alike. At one end of the spectrum are
"command-and-control" decisions, proclaimed from on-high and
implemented through the ranks without input or buy-in from those
affected by the decision. This approach can lead to resentment and
backlash. At the other end are purely collaborative,
consensus-driven decisions that often lead to inoffensive, weak
choices and sub-par results.
"Moving Out of the Box" shows that there is a time for consensus, a
time for command-and-control, and a time to integrate both
approaches. Providing examples of successes and failures, the text
identifies five decision-making profiles--antisurvival, boxed-in,
neutral, engaged enthusiasm, extreme excitement--to help you
position yourself in relation to your teammates, facilitate
discussion, and steer your group toward the most effective end
point. The text includes scenarios, exercises, quizzes, sample
questions, and other conversation starters. And, the book ends with
a blueprint for putting decisions into action.
The list of challenges facing society is endless. Numerous
financial and social problems affect the world and individual
countries. And they also affect states, counties, cities, and even
school districts and neighborhood policy councils. It's time for
fresh thinking and new ideas in the public arena; it's time for
more civic-minded people to get involved by running for--and
winning--elected office. Run for Elected Office--and Win shows you
how. It is designed to help readers make a positive impact on the
world and in the communities in which they live. It starts with how
to make a decision to run for a particular office and ends with how
to proceed with a successful political career--and it covers
everything else in between. This book helps readers: * Learn the
ins and outs of winning an election--from an author who's done it *
Understand how to plan and schedule a political campaign * Employ
the power of social media in gaining name recognition * Learn how
much money it takes to run a campaign and what it really takes to
win What you'll learn * Which office best suits your talents and
interests * Where and how to file * How to plan and run your
campaign, and how to raise money * How to market yourself through
traditional and Web-based social media * How to build a staff and
recruit a team of volunteers * How to hone your message and manage
the issues * What to do when you win * How to recover and forge
ahead if you lose Who this book is for The book is a must-read for
anyone serious about running for office. In any given election,
there are 60,000 to 90,000 positions open in the United States. The
number may be even higher if one accounts for school board
elections, special political districts and boards, etc. This book
is also for anyone angry about the current state of the political
landscape and looking for ways to take charge.Table of Contents *
Run for It: Why the Future Depends on You * Pinpoint Your Passion *
Pick the Position * Decide to Party or Be Non-Partisan * File to
Run * Run: Draw Up Campaign Plans * Run: Hone Your Message * Run:
Raise Money * Run: Create Campaign Literature * Run: Employ
Traditional Campaign Media * Run: Employ Social Media * Run: Work
Face to Face * Win * Lose * To Run Again--or Not
In the wake of 9/11, many Americans feel their individual safety is
threatened by forces they cannot control. Some take drastic
measures and move from metropolitan areas thought to be targets,
while most stay put and try to find ways to protect themselves in
their homes, their workplaces, and their communities. Still, a
sense of vulnerability or uncertainty can undermine feelings of
safety and security. Today's dangerous world calls for daily
personal power that overcomes paranoia and puts people back in
control of their lives and their sense of safety. Drawing on 34
years of law enforcement work and training, co-authors Doug Graves
and Jana Kemp present useful information and practical guidelines
for keeping yourself, family members, and co-workers as safe as
possible every day. Prepared-Not Paranoid presents methods for
recognizing challenges or threats, innovative ways of thinking
about safety, checklists with actions to take in various settings,
and items to have handy when traveling to the local convenience
store or around the world. This book serves as a guide for safe
daily living, not as a self-defense manual. The authors raise
awareness and offer important information so people feel more
confident moving through daily life as safely as possible.
Project teams are the rule rather than the exception in today's
organizations. But thanks to the pressure of performance goals,
conflicting agendas, and political jockeying, few teams make
superior decisions consistently. Instead, team members communicate
poorly or not at all, avoid provocative discussion, occasionally
stab each other in the back, or in many other ways forget that
their job is to make decisions that lead the company forward. Jana
Kemp, an authority on team decision making, saves the day by
offering tested methods and tools team members and their leaders
can use to ratchet up the performance level. That not only makes
team projects more successful--it makes work fun. Kemp argues that
the way to make good decisions is to have an expansive group
conversation that leads to sound decisions and swift execution.
Sounds simple, but in most organizations, making a decision and
seeing it through can become an exercise in frustration for
managers and employees alike. At one end of the spectrum are
"command-and-control" decisions, proclaimed from on-high and
implemented through the ranks. Without input or buy-in from those
affected by the decision, this approach can lead to resentment and
backlash. At the other end are purely collaborative, consensus
decisions that often lead to inoffensive, weak choices and sub-par
results. As Jana Kemp shows in Moving Out of the Box, there's a
time for consensus, and a time for command and control--and a time
to integrate both approaches. Her practical tools, honed through
application in groups of all types and sizes, ensure that team
members have the know-how to make effective decisions that have an
impact on an organization's results. Providingexamples of successes
and failures, as well as interactive and diagnostic exercises, she
identifies five decision-making profiles, and shows how to steer
your group into the most effective one. The five profiles:
*Anti-survival. The naysayers have control. Surprisingly, sometimes
they should be listened to. *Boxed-in. When no one can come up with
fresh ideas, it's time to think out of the box. *Neutral. Nobody
terribly excited or negative? Don't worry, sometimes this isn't a
bad place to be to make a good decision. *Engaged enthusiasm. If
you can get the team into this attitude, chances are that a good
decision will result and follow-through will occur. *Extreme
excitement. Most teams leaders think this is where the team needs
to be to make a good decision. It's nice, but not required. Each
profile or group dynamic is well defined and includes scenarios,
exercises, quizzes, sample questions, and other conversation
starters. The book ends with a blueprint for putting decisions into
action. All in all, this handbook will help improve group and
individual communication, problem solving, decision making, and
execution, regardless of the task at hand.
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