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200 10$aManaging in discomfort zone$b[electronic resource] /$fPatrick Forsyth
210   $aSingapore $cMarshall Cavendish$dc2005
215   $a1 online resource (104 p.)
300   $aDescription based upon print version of record.
311   $a981-261-192-4 
327   $aCover; Dedication; CONTENTS; Foreword; Preface; Introduction; Chapter 1; Chapter 2; Chapter 3; Afterword; Acknowledgements; About the author
330   $aWhy is it that effective action is so often difficult to take? How do you make it work when you do take it? Human nature tends to make action difficult - or make it more likely to be delayed or be done half-heartedly (with subsequent negative impact on results). There are so many unpleasant issues to be faced, such as firing people or dealing with poor or unacceptable behaviour and performance; tackling sensitive issues such as bullying and discrimination; and handling awkward or embarrassing situations like networking or prospecting. Too often, managers and others find themselves in the 'disc
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