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The reissue of a classic work, now with a foreword by Daniel Goleman! Here is a monumental work that continues in the tradition pioneered by co-author Richard Lazarus in his classic book Psychological Stress and the Coping Process. Dr. Lazarus and his collaborator, Dr. Susan Folkman, present here a detailed theory of psychological stress, building on the concepts of cognitive appraisal and coping which have become major themes of theory and investigation. As an integrative theoretical analysis, this volume pulls together two decades of research and thought on issues in behavioral medicine, emotion, stress management, treatment, and life span development. A selective review of the most pertinent literature is included in each chapter. The total reference listing for the book extends to 60 pages. This work is necessarily multidisciplinary, reflecting the many dimensions of stress-related problems and their situation within a complex social context. While the emphasis is on psychological aspects of stress, the book is oriented towards professionals in various disciplines, as well as advanced students and educated laypersons. The intended audience ranges from psychiatrists, clinical psychologists, nurses, and social workers to sociologists, anthropologists, medical researchers, and physiologists.
The Handbook of Organizational Performance contains all the information you need to effectively manage your employees . Using the principles of industrial/organizational psychology, you will learn how to perform behavior analysis and management, how to determine criteria for performance appraisals, and how to establish leadership in the workplace. Enhanced with helpful charts, tables, and figures, The Handbook of Organizational Performance is an indispensable management tool and an essential text for students of business. To view an excerpt online, find the book in our QuickSearch catalog at www.HaworthPress.com.
This book provides the readers with much of the understanding of empathy, examining empathy from the standpoint of contemporary social/personality psychology and emphasizing these disciplines' traditional subject matter and its research techniques.
If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.
Onderzoek naar vrijetijd en recreatie vanuit sociaal psychologisch perspectief. De hoofddoelstelling van de publikatie is het bevorderen van het begrip voor recreatiegedrag en biedt alternatieven t.a.v. de conventionele benadering van vrijetijd en recreatie.
The study of strategic surprise has long concentrated on important failures that resulted in catastrophes such as Pearl Harbor and the September 11th attacks, and the majority of previously published research in the field determines that such large-scale military failures often stem from defective information-processing systems. Intelligence Success and Failure challenges this common assertion that catastrophic surprise attacks are the unmistakable products of warning failure alone. Further, Uri Bar-Joseph and Rose McDermott approach this topic uniquely by highlighting the successful cases of strategic surprise, as well as the failures, from a psychological perspective. This book delineates the critical role of individual psychopathologies in precipitating failure by investigating important historical cases. Bar-Joseph and McDermott use six particular military attacks as examples for their analysis, including: "Barbarossa," the June 1941 German invasion of the USSR (failure); the fall-winter 1941 battle for Moscow (success); the Arab attack on Israel on Yom Kippur 1973 (failure); and the second Egyptian offensive in the war six days later (success). From these specific cases and others, they analyze the psychological mechanisms through which leaders assess their own fatal mistakes and use the intelligence available to them. Their research examines the factors that contribute to failure and success in responding to strategic surprise and identify the learning process that central decision makers use to facilitate subsequent successes. Intelligence Success and Failure presents a new theory in the study of strategic surprise that claims the key explanation for warning failure is not unintentional action, but rather, motivated biases in key intelligence and central leaders that null any sense of doubt prior to surprise attacks.
From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.
First published in 1991, this book consists of 13 articles that were originally published in the journal Anxiety Research. They address the topic of anxiety and self-focused attention from a variety of perspectives, representing recent advances in social, clinical and personality psychology at the time. As a whole, the book poses a stimulating theoretical challenge to traditional anxiety research, which had been dominated by psychometric issues, clinical case studies and stable personality constructs. The contributors share the view that anxiety is an emotional state of distress dependent upon specific antecedent cognitive processes such as self-awareness, perceived role discrepancy or unfavourable expectancies.