04288nam 22006133 450 991080940260332120211206080210.01-63742-172-9(MiAaPQ)EBC6819674(Au-PeEL)EBL6819674(CKB)19968675300041(OCoLC)1288052426(OCoLC-P)1288052426(CaSebORM)9781637421727(EXLCZ)991996867530004120211206d2022 uy 0engurcnu||||||||txtrdacontentcrdamediacrrdacarrierEmbracing Ambiguity A Workforce Training Plan for the Postpandemic EconomyFirst edition.New York :Business Expert Press,2022.©2021.1 online resource (232 pages)Human resource management and organizational behavior collection,1946-5645Print version: Edmondson, Michael Embracing Ambiguity New York : Business Expert Press,c2022 9781637421710 Part I. The situational analysis. Chapter 1. The impact of COVID-19 ; Chapter 2. Leveraging agility ; Chapter 3. The signiαcance of self-awareness ; Chapter 4. Embracing ambiguity ; Chapter 5. Essential skills -- Part II. The training program. Chapter 6. The embracing ambiguity training program ; Chapter 7. Essential skill 1: Accept the existence and permanence of chaos ; Chapter 8. Essential skill 2: Challenge assumptions to think differently ; Chapter 9. Essential skill 3: Connect and empower others ; Chapter 10. Essential skill 4: Demonstrate a strong work ethic ; Chapter 11. Essential skill 5: Experiment with your life ; Chapter 12. Essential skill 6: Get comfortable in uncomfortable situations ; Chapter 13. Essential skill 7: Manage stress and anxiety ; Chapter 14. Essential skill 8: Understand the role of nuance ; Chapter 15. Essential skill 9: Remain open to the unfolding of life ; Chapter 16. Essential skill 10: Remind yourself destiny is a matter of choice ; Chapter 17. Conclusion.This book fills a tremendous need in today's chaotic marketplace by providing a timely, impactful, and relevant self-directed training program designed to enhance the essential skills employees need to embrace the ambiguity of a postpandemic world. In today's dynamic, hyper-competitive, and ever-changing global economy organizations need to make investing in the personal growth and professional development of its employees a strategic imperative. Doing so requires organizationsto think differently about training its workforce, adapt new strategies of employee engagement, and create a more agile approach to human capital management. Since the new reality is that life in a postpandemic world will look different than it did prior to the global health care crisis employees should be encouraged to engage in a self-directed training program to enhance their future potential. Such a program provides employees with the opportunity to learn at their own pace, in a safe environment, and at a convenient time of day. By shifting the focus of control over to the employee, individuals maintain the self-determination required to identify, develop, and enhance the essential skills necessary to embrace the ambiguity in a postpandemic world. By engaging in self-directed learning employees will increase their self-awareness, further their sense of the world around them, and reflect on the intersection of the two.Human resource management and organizational behavior collection.1946-5645Business planningEmployeesTraining ofLeadershipSelf-managed learningChange.Management.Manager.Business.Leadership.Employee training.Business planning.EmployeesTraining of.Leadership.Self-managed learning.658.4012Edmondson Michael911001MiAaPQMiAaPQMiAaPQBOOK9910809402603321Embracing Ambiguity3943090UNINA