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Why Email Starts Fights!
Only 7 percent of what we say is conveyed through words -- tone and visual cues make up the other 93 percent. This is ...
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Solve it Once!
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Tuckman's Model: Fight Right
Conflict isn't necessarily a bad thing, in fact, it can create highly performing teams. Bruce Tuckman's theory of team development suggests that all groups ...
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Rules for Changing Behavior
Ed Muzio, CEO of Group Harmonics, explains how to get someone to do something differently without making them defensive. Learn the 6 simple steps ...
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Activating Influence: Who vs. Where
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Virtual business
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David Thompson, CEO of Genius.com, discusses the advantages of combining Web 2.0 technologies with new selling techniques. The concept is called "Sales 2.0."
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Why Email Starts Fights!
Only 7 percent of what we say is conveyed through words -- tone and visual cues make up the other 93 percent. This is why emails are so often misunderstood. Ed Muzio of Group Harmonics suggests using email only when you should: to convey facts and data, and when no emotion or sensitive issues are involved.
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Turbo-Charge Your Meetings
Are employees' eyes glazing over at meetings? Do you start to wonder why you're even there? Edward Muzio of Group Harmonics explains how to turbo-charge meeting agendas by adding 'expected outcomes'.
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Tuckman's Model: Fight Right
Conflict isn't necessarily a bad thing, in fact, it can create highly performing teams. Bruce Tuckman's theory of team development suggests that all groups progress through various stages of performance: from forming to storming, then norming, and finally performing. By learning to fight about the right things--goals, roles, and strategiesteams can reach the final stage more quickly.
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Encouraging Excellent Performance
Encouragementit free, it's fast, and it can change the way employees work. But it's more than just a pat on the back. It's the art and science of getting someone to do more of something they're already doing well. Follow the SPIFFI techniquespecific, pure, positive, immediate, frequent, and irregularto get more greatness out of the people you work with.
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Improving Output
Do you have employees who are stuck, stalled or frustrated? Ed Muzio, CEO of Group Harmonics, shows you how to improve your team's results by following six key factors for performance: purpose, resources, incentive, visibility, encouragement, and capability.
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Solve it Once!
Ever found yourself on a team where you're solving the same problem over and over again? Edward Muzio, President and CEO of Group Harmonics, says that by using the "hourglass model"--agreeing on the facts first and managing your meetings better, you're more likely to find a solution that sticks.
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Hill of Influence
Team meetings can be tricky. You want everyone to participate, but no one to dominate. So, how do you determine the amount of interaction and how do you shift the balance? Ed Muzio offers up the self-regulating "Hill of Influence" model.
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Rules for Changing Behavior
Ed Muzio, CEO of Group Harmonics, explains how to get someone to do something differently without making them defensive. Learn the 6 simple steps to follow.
-
Creating Influence: Avoiding the Backlash
Ted Smith, a research fellow at CNET Networks, explains how an outsider posing as a trusted member of a social network can create a backlash.
-
Motivations for Influence: New Insights
Ted Smith, a research fellow at CNET Networks, explains how information flows from one person to another in a circular and self-motivating process.
-
Enterprise 2.0
Vince Casarez, vice president of product management at Oracle, explains how Web 2.0 technologies, such as tags, wikis, and mash-ups, can be applied within an organization.
-
Virtual business
Brent Arslaner, VP of marketing at Unisfair, explains how virtual environments can increase productivity in marketing, sales and human resources departments within a company.
-
Activating Influence: Who vs. Where
Ted Smith, a research fellow at CNET Networks, explains how the structure of influence has changed from a pyramid to a diamond shape, as information flows within vast social networks.
Talkback
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SHWETAK08/20/08 Report as spam1
RE: Rules for Changing Behavior
Its nice, but needs to be applied properly..
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dougsmithtraining09/19/08 Report as spam2
RE: Rules for Changing Behavior
Well said in about three minutes. I'm not likely to
remember the "acronym" but I will remember the key
points.
It's especially helpful to remember to limit the scope of
the change you're looking for so that you don't
overwhelm someone. I also like the cautionary note to
eliminate the word "but" and keep your feedback pure.
It's much more effective that way!
Doug Smith
http://www.dougsmithtraining.com -
joseph31010/30/08 Report as spam3
RE: Rules for Changing Behavior
Excellent overview in 3 minutes
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