By Norman Hill
This booklet describes how the data community should still attach all of the players-to successfully communicate-in order to accomplish what has to be performed. It discusses why peer relationships might be tough, and the way to successfully negotiate and convince crew participants and clients to effectively meet your pursuits.
Read or Download Crisp: Improving Peer Relationships: Achieving Results Informally (Crisp Fifty-Minute Series) PDF
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Additional resources for Crisp: Improving Peer Relationships: Achieving Results Informally (Crisp Fifty-Minute Series)
He has conducted workshops and seminars in the United States, Europe, and Central America. In 1992, he was selected as a Leadership Fellow by the Kellogg Foundation. He has a Masters Degree in Organization Behavior from the Marriot School of Management at Brigham Young University. Page v CONTENTS PART I WHAT ARE PEER RELATIONSHIPS? 1 What Are Peer Relationships? 3 Communication: The Critical Factor 7 The Thirteenth Fairy 9 Forming Peer Relationships 13 Why Peer Relationships Can Be Difficult to Maintain 16 PART II DEVELOPING POSITIVE PEER RELATIONSHIPS 23 Guiding Principles 25 Building Better Peer Relations 31 Developing Common Ground 34 Avoiding Actions That Irritate Your Peers 36 What to Watch Out For 40 Other Considerations 41 PART III MAKING PEER RELATIONSHIPS SUCCESSFUL 43 Making Peer Relationships Unconditionally Constructive 45 Resolving Differences Among Peers 49 Summary 54 References 55 Page vi This page intentionally left blank.
They have learned to interact in order to minimize stress for both of them. Repeated exchanges like this one have perfected their give-and-take skills. After a great deal of interaction and long experience with give-and-take that allow for fitting both their personalities and jobs together, Henry and Mary are able to work through differences without creating tension. Most peer relations, however, do not have the luxury of frequent interaction that produces such shared values, interests and understanding.
3. Interference with Routines and Subgoals Not only is there an unanticipated quality about these intergroup contacts, but they also represent a threat in most cases. As “work” crosses departmental boundaries, inevitable differences in values will affect what is done, how and when. Say a clinic sending patients to a centralized test/analysis facility is seeking to routinize its own work, and certain tests can best be done in lots, with the equipment adjusted to settings for each lot, or at special times of the day.