Quality Software Management: Congruent action, Volume 3Partial ContentsI Managing Yourself- Why Congruence Is Essential to Managing- Choosing Management- Styles of Coping- Transforming Incongruence into Congruence- Moving Toward CongruenceII Managing Others- Analyzing the Manager's Job- Recognizing Preference Differences- Temperament Differences- Recognizing Differences As Assets- Patterns of Incongruence- The Technology of Human BehaviorIII Achieving Congruent Management- Curing the Addiction to Incongruence- Ending the Placating Addiction- Ending the Blaming Addiction- Engaging the Other- Reframing the Context- Informative FeedbackIV Managing the Team Context- Why Teams?- Growing Teams- Managing in a Team Environment- Starting and Ending TeamsV EpilogueAppendicesA: Diagram of EffectsB: Satir Interaction ModelC: Software Engineering Cultural PatternsD: Control ModelsE: Three Observer PositionsNotesListing of Laws, Rules, and PrinciplesAuthor IndexSubject Index |
Common terms and phrases
ability abuse actions addiction agers aikido Albert Einstein become believe better boss Chapter CompuServe configuration management congruent context coping style create deal Dorset House Publishing double bind effective emotional employees example faults feedback feel Figure four temperaments G.M. Weinberg give going handle Harvard Business School Helpful Hints Here's Hints and Suggestions idea improve incongruent coping INFP Intake irrelevant Kiersey listening Lone Ranger manager's job Mark Weisz MBTI means ment NF Catalysts NT Visionaries observe pain perfect performance Performance appraisals person placating position practice prefer problem programmers prohibition reframing response Routine Pattern rules schedule self-esteem situation SJ Organizers software development software engineering manager solve someone SP Troubleshooters superreasonable SYMPTOMS task team members teamwork technical reviews temperaments tend things tion understand Variable Pattern Virginia Satir