Selasa, 30 November 2010

Ebook Free How to Communicate Effectively and Handle Difficult PeopleBy Preston C. Ni

Ebook Free How to Communicate Effectively and Handle Difficult PeopleBy Preston C. Ni

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How to Communicate Effectively and Handle Difficult PeopleBy Preston C. Ni

How to Communicate Effectively and Handle Difficult PeopleBy Preston C. Ni


How to Communicate Effectively and Handle Difficult PeopleBy Preston C. Ni


Ebook Free How to Communicate Effectively and Handle Difficult PeopleBy Preston C. Ni

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How to Communicate Effectively and Handle Difficult PeopleBy Preston C. Ni

"How to Communicate Effectively and Handle Difficult People" is an extremely practical communication manual on communication and conflict resolution skills.

  • Amazon Sales Rank: #2350083 in Books
  • Published on: 1999-04-09
  • Original language: English
  • Dimensions: .39" h x .39" w x .39" l,
  • Binding: Mass Market Paperback
  • 64 pages

Review "Extremely useful. . . this book has helped me in my personal relationships." -- Carolyn Roth"I feel more confident with my communication skills. . .I've had the chance to practice these skills everyday." -- Coleena Thomas"I used to follow what everybody says. . .now I can say "no", and say it very easily." -- Wen Hsing Weng"I wish I could have read this book when I was younger - I would have saved myself from making some regrettable mistakes." -- J. Henry Chase"The most practical book on communication I have ever read. . .I have become a better negotiator at work, and a more supportive husband and father at home." -- David L. Yee

From the Author Write to the author at pcn2231@mercury.fhda.edu.

Excerpt. © Reprinted by permission. All rights reserved. Staying Cool/The True Nature Behind Difficult and Aggressive Behavior. When dealing with a very difficult or aggressive person, remember that even if you are confrontational on the outside, stay cool on the inside. When we see a person being difficult or acting aggressively, we often recognize external characteristics such as anger, excessive need for control and power, arrogance, manipulation, and defensiveness. On the outside, these expressions might seem intimidating and suppressing, as they are meant to be. But when we look deeper into the true nature of such behaviors, we will find that underneath the intimidating and difficult exterior, and behind all the hostile energy, is a set of much more vulnerable emotions. * Behind excessive, compulsive, or pathological anger, we often find a person whose inner life has sadness, pain, or grief. * Behind excessive and overbearing manifestations of control, manipulation, power, and arrogance, we commonly find a person who on the inside feels fearful, insecure, or inadequate. * Behind excessive defensiveness, we commonly find an inner vulnerability. Most people who are chronically difficult and/or aggressive do so because they have one or more of these vulnerable "core" emotions on the inside. The core emotions usually have something to do with certain negative experiences from the past. To the extent that a person is unable to face up and deal with his negative experiences, he can sometimes, unconsciously, decide to lash out at others in order to bring a sense of equanimity with his inner fear and pain. By hurting others through aggressive behavior, an aggressive person gets to feel better about him or herself, with the twisted satisfaction that someone else is also suffering. As the old saying goes: "misery loves company". In this twisted way an aggressors innermost feelings are validated, and he gets to feel better about himself and his own inner suffering. "When you get angry, Hell is born. Anger makes you suffer a lot, and not only do you suffer, but the people you love also suffer at the same time. "

-Thich Nhat Hanh "Some people try to be tall by cutting off the heads of others. "

-Paramhansa Yogananda Many excessively difficult and aggressive people are too afraid to be willing to look within and uncover the unpleasant origins of their behavior. It's much easier to hurt others than to examine the true nature of one's own suffering. Why stay cool in the face of a difficult person? When you lose your cool and get emotional on the inside, you play right into the hands of the aggressor, for you have allowed that person to pull your emotion like a puppet on strings. You give that person the satisfaction of knowing that he or she can have power over you. The aggressor takes delight in seeing you suffer. When you lose your cool, you become weaker because you are reactive to the aggressor's provocation. You allow your "buttons" to be pushed, and in the process you either sink to the level of the person you're dealing with, or you leave yourself wide open to an aggressor's intimidation, manipulation, and exploitation. Stay cool. Don't let others' negative emotions or aggressive behavior get to you.

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How to Communicate Effectively and Handle Difficult PeopleBy Preston C. Ni PDF
How to Communicate Effectively and Handle Difficult PeopleBy Preston C. Ni PDF

Jumat, 05 November 2010

Download PDF Why Things Go Wrong: Deming Philosophy In A Dozen Ten-Minute SessionsBy Gary Fellers

Download PDF Why Things Go Wrong: Deming Philosophy In A Dozen Ten-Minute SessionsBy Gary Fellers

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Why Things Go Wrong: Deming Philosophy In A Dozen Ten-Minute SessionsBy Gary Fellers

Why Things Go Wrong: Deming Philosophy In A Dozen Ten-Minute SessionsBy Gary Fellers


Why Things Go Wrong: Deming Philosophy In A Dozen Ten-Minute SessionsBy Gary Fellers


Download PDF Why Things Go Wrong: Deming Philosophy In A Dozen Ten-Minute SessionsBy Gary Fellers

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Why Things Go Wrong: Deming Philosophy In A Dozen Ten-Minute SessionsBy Gary Fellers

Simplifying complex business practices for application. An expert bridges the gap between learning business practices and implementing them with this compact volume of principles from W. Edwards Deming. The Deming system was the secret to Japan's economic miracle after World War II. Now the "14 Points for Managers" and "7 Deadly Diseases of Management" are explained without complicated mathematical formulae. Fellers' easy-to-read format makes this imporant resource accessible to everyone. Chapters on interdepartmental coordination and manager-employee relationships explain why some outdated forms of leadership fail and how to replace them with effective frontline management.

  • Sales Rank: #3001469 in Books
  • Published on: 2011-02-15
  • Released on: 2011-02-15
  • Original language: English
  • Number of items: 1
  • Dimensions: 8.50" h x .30" w x 5.51" l, .38 pounds
  • Binding: Paperback
  • 127 pages

From the Back Cover

"Delivers what it promises, bringing back to the basics W. Edwards Deming's forward thinking and far-reaching principles into a format that anyone can apply."
--Charles J. Givens, author, SuperSelf

W. Edwards Deming's "14 Points for Managers" and his "7 Deadly Diseases of Management" are easily accessible in this concise and effective volume. Dr. Gary Fellers brings the complex language and explanations of the Deming principles down to an easy-to-read format, explained in twelve ten-minute chapters.

Manager-employee relationships, interdepartmental coordination, and quality management are among the philosophies Fellers teaches in this book. He explains how to eliminate outdated, poorly tested management styles and move forward in the direction of frontline management.

A quality-management consultant, Dr. Gary Fellers has been presenting the Deming methods to managers and trainees for decades, and his management seminars frequently take him across the country. Often he can be found speaking to local chapters of the American Society for Quality. His articles on the subject have appeared in publications ranging from Quality Digest to TAPPI Journal. He also is the author of Creativity for Leaders, published by Pelican.

About the Author
A quality-management consultant, Dr. Gary Fellers has been presenting the Deming methods to managers and trainees for more than twenty-seven years. His articles on the subject of quality control have appeared in publications ranging from Quality Digest to TAPPI Journal. He also is the author of Creativity for Leaders, published by Pelican.

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Why Things Go Wrong: Deming Philosophy In A Dozen Ten-Minute SessionsBy Gary Fellers PDF

Why Things Go Wrong: Deming Philosophy In A Dozen Ten-Minute SessionsBy Gary Fellers PDF

Why Things Go Wrong: Deming Philosophy In A Dozen Ten-Minute SessionsBy Gary Fellers PDF
Why Things Go Wrong: Deming Philosophy In A Dozen Ten-Minute SessionsBy Gary Fellers PDF

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