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Posted March 26, 2012
Highly Recommended to Shape an Unbiased Perspective!
Chapters 4 and 5 are very crucial to shaping an unbiased perspective. It teaches that to disagree with comeone is ok, however further questioning is needed to grasp the full concept of the disagreement and opposing views of the subject.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted November 21, 2011
This book was part of a suggested reading list for a doctoral course on higher level thinking. It should be required. I am not a business major and was resistant to read the book because of the title; however, I am glad I did. It is an easy read but the message is clear and the impact is undeniable. The point Kofman makes is easily translated to any field.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Very good book on inter-personal business behavior...but...
Very useful book that explores inter-personal behaviors in the business environment. Each chapter explores a behavior or trait that we encounter in business organizations on a routine basis...and how to better address those issues within the context of human and inter-personal behaviors.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
My group at work (11 people) used this book + training from Axialent (the author's consulting company) to try and improve our business performance, from the emotional and inter-personal aspect. It was a very use endeavor, and not the least of which it provides a vocabulary and taxonomy to discuss and recognize certain human behaviors.
But...I, and my group, felt that all these ideas are only useful if the company or organization can develop a culture that supports these tenets, and helps nurture them.
So this is my complaint. I would like to have more guidance on how to implement the ideas that Prof Kofman expounds in a company or organization. How can a manager (or a non-manager) operationalize these concepts into the corporate culture, so that they can flourish and yield benefits? Perhaps this can be the next book.
Posted December 13, 2006
Creating a Cooperative Culture of Improving Performance
Conscious Business is the first book I've read on an important subject I'd like to tackle as an author: How to move those in an organization from focusing on their selfish interests to concentrating on what creates the most good for the most people . . . with the least potential harm to any individual. I thought that Dr. Kofman did a good job in defining one path to creating mutual benefit in Conscious Business. If people in your organization seem to be emphasizing their own careers rather than the tasks that need doing, this book is a must-read for you! Let me agree with Dr. Kofman about his warning for readers: It's much easier to understand his principles than apply them. But with practice, you can do great things. Here are the goals he sets: 'In the impersonal It dimension, the goal is to accomplish the organization's mission, enhancing its ability to continue doing so in the future, and delivering outstanding long-term returns to shareholders. In the interpersonal We dimension, the goal is to establish cooperative, trusting, and mutually respectful relationships, a community of shared purpose and values in which people feel they belong. In the personal I dimension, the goal is to live in a state of flow, feeling a transcendent happiness that comes from living in full integrity, with one's principles and ideals.' As you can see from this quote, Dr. Kofman draws heavily from his interest in Buddhist tradition and other streams of spiritual beliefs that are outside of the Judeo-Christian tradition. The text is enlivened by quotes from many sides of the spiritual spectrum and psychologists. As a result, the material will speak directly and deeply in places to virtually any reader, regardless of background and beliefs. The risk he points to is a real one: If we don't make our intentions explicit and specific, people will take the knee-jerk route of looking after themselves. That self-focus is the basis of much bureaucratic behavior, procrastination, avoidance, poor customer service, misconceptions, disbelief about what needs to be done, poor communications and over-reliance on tradition. A key exhibit in the book can be found on page 17 where Dr. Kofman draws a contrast between relying on unconscious versus conscious attitudes in business. Here are the unconscious attitudes and their conscious counterparts: Unconscious Attitudes Conscious Attitudes Unconditional blame Unconditional responsibility Essential selfishness Essential integrity Ontological arrogance Ontological humility Unconscious behaviors Conscious behaviors Manipulative communication Authentic communication Narcissistic negotiation Constructive negotiation Negligent coordination Impeccable coordination Unconscious reactions Conscious reactions Emotional incompetence Emotional mastery The book goes on to devote a chapter to each of the seven conscious attitudes (excluding conscious behaviors and reactions from the list above). Since those attitude titles are not exactly self-explanatory, let me see if I can explain each a little more. Unconditional responsibility is the Victor Frankl concept of determining your response to a situation, even if it is a situation you cannot change. You take charge of choosing your response. Essential integrity is acting in accordance with your values, even if the results are less than perfect. Ontological humility is being open to seeing what's going on from the perspectives of others and valuing those perspectives. Authentic communication means sharing your emotions, opinions and knowledge openly with those who appear to be headed in the wrong direction . . . and encouraging them to do the same. From that baseline, you can then proceed to develop options that may better fit what's needed. Constructive negotiation is focused on finding a great solution for everyone, rather than simply winning your point. Impeccable coordination involves making informed commitments, staying on topWas this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted December 25, 2010
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