Healing Manager: How to Build Quality Relationships and Productive Cultures at Work / Edition 1

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Editorial Reviews

Publishers Weekly - Publisher's Weekly
This husband-and-wife team develop the provocative thesis that the first, necessary step toward increasing worker productivity and quality must be to address pain, resentment, suspicion and distrust among employees. The response of the authors (business partners in a Wisconsin-based consulting firm) is ``Total Quality Relationships'' (TQR), a strategy designed to instill human values in the workplace, to create a healing manager ``who helps others grow emotionally and intellectually'' and to ``convince leaders who are imbued with a belief in success through cost-cutting and people-cutting to embrace more enlightened values.'' The Lundins provide the reader with clear procedures for implementing TQR, and for handling anger and conflict in the workplace. Their approach, while intriguing, relies on a tremendous amount of employer-employee cooperation and faith, which one might assume are in short supply in the companies that most need TQR. (June)
Barbara Jacobs
The notion that relationships make the workplace work, though certainly not novel, debuted in the 1990s with the publication of James Autry's "Love and Profit: The Art of Caring Leadership" (1992). Since then, scores of authors have announced that the true source of high-quality productivity is a satisfied, happy employee. But no one has addressed the how-tos, until the Lundins. Using a combination of theatrical and counseling techniques, these psychologists/trainers sincerely believe in their philosophy that quality relationships must be established before there can be productivity, profit, and quality in business. Disguised case histories as well as personality profiles support their points; further, they provide exercises and examples for allowing employees to express anger and feelings of conflict. Though occasionally preachy and often self-promoting, the Lundins nonetheless effectively document both the need to change corporate cultures and the ways to effect that change.
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Product Details

  • ISBN-13: 9781881052135
  • Publisher: Berrett-Koehler Publishers, Inc.
  • Publication date: 1/28/1993
  • Edition description: 1st ed
  • Edition number: 1
  • Pages: 312
  • Product dimensions: 6.28 (w) x 9.54 (h) x 0.81 (d)

Meet the Author

William Lundin, Ph.D. and Kathleen Lundin are the authors of When Smart People Work for Dumb Bosses. They live in Whitewater, Wisconsin.
Michael S. Dobson is a consultant and popular seminar leader in communications, personal success, and project management. He is the president of his own consulting firm whose clients have included Calvin Klein Cosmetics and the Department of Health and Human Services. He is the author of several books including Managing Up. He lives in Bethesda, Maryland.

Lundin is cofounder of Worklife Productions, a consulting practice to Fortune 500 companies.

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Table of Contents

Preface
Acknowledgments
The Authors
Prologue 1
Pt. 1 Telling the Truth and Talking Straight 7
Ch. 1 Human Values in the Workplace 11
Ch. 2 The Healing Manager 17
Ch. 3 How It Feels to Be an Employee 21
Ch. 4 How We Learn to Make Mistakes 37
Ch. 5 People Set Our Agendas 61
Pt. 2 Total Quality Relationships (TQR) 67
Ch. 6 Miracles in the Workplace 79
Ch. 7 Enriching Environments 93
Ch. 8 Women in the Workplace 105
Pt. 3 Becoming a Healing Manager 113
Ch. 9 Anger 121
Ch. 10 Affection 129
Ch. 11 Trust 141
Ch. 12 Helping Others Grow 151
Ch. 13 Caring I 159
Ch. 14 Caring II 167
Ch. 15 Mistakes 175
Ch. 16 Conflict 185
Ch. 17 Living the New Values 195
Ch. 18 Working with Employee Groups 203
Pt. 4 Sustaining Total Quality Relationships 213
Ch. 19 The Sun Must Shine All Over the Company 215
Ch. 20 True Empowerment 225
Ch. 21 Make Change Your Friend 233
Index 241
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