Making Common Sense Common Practice: Achieving High Performance Using What You Already Know

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CRC Press, Sep 26, 1997 - Business & Economics - 248 pages
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The business world today is full of buzzwords such as empowerment, teamwork, and continuous improvement. In a desperate attempt to get a jump on the competition, many business leaders are so busy searching for the "next big idea" that something important is being overlooked-common sense!
Making Common Sense Common Practice tells you how to get full use of the most powerful management tool around-your own common sense. Learn how to trust yourself when it comes to making leadership decisions and sound judgments. Learn how to take tension that sidetracks high performance and turn it into an energizing, creative force. Learn how to use what you already know!
Using five common sense techniques, you will discover how to lead your people to build a high-performance organization. Grounded on the common sense principle that manager-leaders are regulators of tension in the workplace, Making Common Sense Common Practice discusses pragmatic actions that raise and lower tension, keeping it in the constructive, energizing range. These actions are woven into a step-by-step program that result in optimal performance for your organization.
 

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Contents

Common Sense Change and Tension
1
Appendix
219

Common terms and phrases

About the author (1997)

Robert E. Lefton, Ph.D. is cofounder, president, and CEO of Psychological Associates and a leading authority in management and organization development.

Victor R. Buzzotta, Ph.D. is cofounder and chairman of the board of Psychological Associates and CEO of Dimensional Worldwide.

Bibliographic information