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|a (OCoLC)on1432783972
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|a OCLCo
|b eng
|e rda
|c PCX
|d PCX
|d OCLCQ
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|d OCLCO
|d YDX
|d BDX
|d HCO
|d FM0
|d KSL
|d OCLCO
|d CLE
|d OCLCO
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|a 9781250623768
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|a 1250623766
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|a (OCoLC)1432783972
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|a 658.3008
|2 23
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|a 658.3008 SCOTT
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|a UAGA
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1 |
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|a Scott, Kim
|q (Kim Malone),
|e author.
|1 https://id.oclc.org/worldcat/entity/E39PBJvH9G8VxhJVvCQbxP8jYP
|0 http://id.loc.gov/authorities/names/n2016070263
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1 |
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|a Just work
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1 |
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|a Radical respect :
|b how to work together better /
|c Kim Scott.
|
250 |
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|a First St. Martin's Griffin edition.
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264 |
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1 |
|a New York, NY :
|b St. Martin's Griffin,
|c 2024.
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264 |
|
4 |
|c Ã2024
|
300 |
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|a 370 pages :
|b illustrations ;
|c 21 cm
|
336 |
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|a text
|b txt
|2 rdacontent
|
337 |
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|a unmediated
|b n
|2 rdamedia
|
338 |
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|a volume
|b nc
|2 rdacarrier
|
500 |
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|a "Previously published as Just Work"--Title page verso
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504 |
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|a Includes bibliographical references and index.
|
505 |
0 |
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|t Introduction: We can fix problems only when we are willing to notice them --
|g Part one: Everyone has a role to play --
|t A framework for success --
|t How leaders can foster a culture of respect --
|t Be an upstander, not a silent bystander --
|t What to say when you don't know what to say --
|t Be part of the solution, not part of the problem --
|g Part two: Don't let power screw it all up --
|t Design principles for a radical respect --
|t Apply design principles to management systems --
|t Create virtuous cycles, prevent vicious cycles --
|t Speak truth to power without blowing up your career --
|t Reinforce a culture of consent --
|t A letter to my younger self and her boss --
|t Put some wins on the board.
|
520 |
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|a "We CAN create cultures where everyone does the best work of their lives and enjoys working together. Radical Respect offers a simple framework that helps us identify what gets in the way of that -and practical, tactical tips for how to get back on track. Candid stories from Scott's career make it a memorable read. Previously published as Just Work and now substantially revised and updated, Radical Respect starts from a simple point of departure: organizations that optimize for collaboration and honor everyone's individuality are more successful, joyful places to work. What moves us away from Radical Respect? Scott offers a "toxonomy" that breaks down a problem that often feels monolithic into its component parts. Once we break a problem down, we can more easily identify solutions."--
|c Amazon
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650 |
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0 |
|a Discrimination in employment.
|0 http://id.loc.gov/authorities/subjects/sh85038388
|
650 |
|
0 |
|a Organizational change.
|0 http://id.loc.gov/authorities/subjects/sh85095525
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650 |
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0 |
|a Organizational behavior.
|0 http://id.loc.gov/authorities/subjects/sh85095524
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650 |
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0 |
|a Diversity in the workplace.
|0 http://id.loc.gov/authorities/subjects/sh94007733
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655 |
|
7 |
|a Informational works.
|2 lcgft
|0 http://id.loc.gov/authorities/genreForms/gf2014026113
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938 |
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|a Brodart
|b BROD
|n 135154804
|
994 |
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|a C0
|b UAG
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|s b999279d-6875-43a0-8b6a-a52bd9ffbc1e
|i f8d3a79e-1be3-48d5-87bc-27115d984ed2
|t 0
|
952 |
f |
f |
|p Standard Circulation
|a City of Spokane
|b Spokane Public Library
|c Branches
|d Shadle
|t 0
|e 658.3008 SCOTT
|i New Adult Non-Fiction
|m 37413322307994
|