Download The Best Place to Work: The Art and Science of Creating an by Ron Friedman PhD PDF

By Ron Friedman PhD

For readers of Malcolm Gladwell, Daniel purple, and Freakonomics, comes a charming and astounding trip during the technology of office excellence.
Why do winning businesses present failure? What can casinos educate us approximately construction a contented workplace? How do you layout an place of work that boosts either consciousness to element and creativity?
In The most sensible position to Work, award-winning psychologist Ron Friedman, Ph.D. makes use of the most recent learn from the fields of motivation, creativity, behavioral economics, neuroscience, and administration to bare what rather makes us winning at paintings. Combining strong tales with leading edge findings, Friedman indicates leaders at each point how they could use scientifically-proven recommendations to advertise smarter pondering, higher innovation, and enhanced performance.
among the miraculous insights, Friedman explains how studying to imagine like a hostage negotiator might actually help defuse a office argument, why putting a fish bowl close to your table can bring up your considering, and the way incorporating strategic distractions into your agenda can assist succeed in smarter judgements. alongside the way in which, the publication introduces the inventor who created the cubicle, the president who introduced down the world’s most threatening legal, and the teen who single-handedly reworked specialist tennis—vivid tales that supply unforeseen revelations on reaching office excellence.
Brimming with counterintuitive insights and actionable suggestions, The top position to paintings offers staff and managers alike game-changing recommendation for operating smarter and turning any organization—regardless of its measurement, budgets, or ambitions—into a unprecedented workplace.

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Extra resources for The Best Place to Work: The Art and Science of Creating an Extraordinary Workplace

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Except his parents rarely visited. His father was regularly away on business and his mother had never been one to exhibit affection. Intimacy was simply not an experience familiar to Albert Ellis. And as he entered his teens, Ellis found himself longing for a connection—with a girl. He wanted so badly to speak to one, and yet he felt paralyzed at the thought of actually following though. To deal with his phobia, he kept to himself. Ellis read voraciously and rarely spoke. On days when he was feeling adventurous, he would take long walks in the park by his home, where from afar he might secretly steal a glance at a passing girl.

In contrast, teams that freely admit their errors are better able to learn from one another’s mistakes. They can also take steps to prevent repeating those mistakes by tweaking their process. Over the long term, encouraging employees to acknowledge mistakes is therefore a vital first step to seeing improvement. As Edmondson points out in her more recent research, not all mistakes are created equal. Some mistakes are caused by inattention and lack of ability, while others are caused by uncertainty or experimentation.

It’s because the strikeout mark wasn’t the only record the left fielder had broken that week. Less than twenty-four hours earlier, he’d belted his 714th home run, setting an all-time high and sealing his fate as a Hall of Famer. Failure or not, he was a living legend. And his name was Babe Ruth. THE MERITS OF BEING REJECTED BY 129 WOMEN Just three years earlier, on a quiet bench in the New York Botanical Garden in the Bronx, a shy but determined young man was battling his own record-setting futility.

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