LEADER 02499nam 2200661 a 450 001 9910819030203321 005 20200520144314.0 010 $a9780470741443 010 $a0470741449 010 $a9781283858649 010 $a1283858649 010 $a9780470741450 010 $a0470741457 010 $a9781119995562 010 $a1119995566 035 $a(CKB)3710000000503571 035 $a(EBL)4041531 035 $a(MiAaPQ)EBC624649 035 $a(MiAaPQ)EBC4041531 035 $a(Au-PeEL)EBL4041531 035 $a(CaPaEBR)ebr11114372 035 $a(CaONFJC)MIL417114 035 $a(OCoLC)865013868 035 $a(Perlego)1008231 035 $a(EXLCZ)993710000000503571 100 $a20081205d2009 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 14$aThe enlightened leader $ean introduction to the chakras of leadership /$fPeter ten Hoopen & Fons Trompenaars ; [foreword by Herman Wijffels] 205 $a1st ed. 210 $aHoboken, N.J. $cWiley$dc2009 215 $a1 online resource (237 p.) 300 $aIncludes index. 311 08$a9780470713969 311 08$a0470713968 311 08$a9781119995555 311 08$a1119995558 320 $aIncludes bibliographical references and index. 327 $apt. 1. Enlightenment in theory -- pt. 2. The chakras -- pt. 3. Enlightenment in practice. 330 8 $aWith the stunning public cases of leadership gone awry, the search is on for a type of leadership that incorporates human values in an otherwise exploitative business world. In this book, the authors take the scalpel and address deeply ingrained nefarious management theory, and show the way to healing, opening fresh fields of ambition, new degrees of passion, and creativity. A synthesis of the best Western thinking and Eastern wisdom teachings, the book introduces "The Chakras of Leadership, " a model of leadership that differentiates seven levels of human energy use. 606 $aLeadership 606 $aChakras (Theosophy) 615 0$aLeadership. 615 0$aChakras (Theosophy) 676 $a658.4/092 700 $aHoopen$b Peter ten$01617260 701 $aTrompenaars$b Alfons$0477445 701 $aWijffels$b Herman$01752560 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910819030203321 996 $aThe enlightened leader$94187880 997 $aUNINA LEADER 05352nam 22007334a 450 001 9911020099003321 005 20200520144314.0 010 $a9786610743216 010 $a9781280743214 010 $a1280743212 010 $a9780470795101 010 $a0470795107 010 $a9780470774694 010 $a047077469X 010 $a9781405172158 010 $a1405172150 035 $a(CKB)1000000000342156 035 $a(EBL)284099 035 $a(OCoLC)476032850 035 $a(SSID)ssj0000137844 035 $a(PQKBManifestationID)11162960 035 $a(PQKBTitleCode)TC0000137844 035 $a(PQKBWorkID)10097105 035 $a(PQKB)11441959 035 $a(MiAaPQ)EBC284099 035 $a(Perlego)2757662 035 $a(EXLCZ)991000000000342156 100 $a20050308d2005 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aDeveloping the reflective healthcare team /$fTony Ghaye 210 $aOxford ;$aMalden, MA $cBlackwell$d2005 215 $a1 online resource (250 p.) 300 $aDescription based upon print version of record. 311 08$a9781405105910 311 08$a1405105917 320 $aIncludes bibliographical references and index. 327 $aContents; Foreword; Acknowledgements; Dedication; Part One: An Orientation to the Book; Chapter 1 The book's structure, the central question and some challenges; Structure; Being stuck and going nowhere; Learning from failure; A focus on success; Matters of judgement; On learning through; References; Chapter 2 Starting points: through the learning lens; (Re) focusing on learning; Generating knowledge for better care; The importance of 'ba'; Enabling workplace cultures; Chapter 3 Through the reflective lens; Clarifying some interests in the practices of reflection; Technical rationality 327 $aRealismIntentional pursuit; The critical being; Empowerment; Creativity; Time for reflection; Organising for reflective practices; Team-generated reflection; Facilitating reflection; Chapter 4 Through the team lens; Investing in teams; Trust in teams; Patterns of relationships; Power and politics; A process of transformation; A caveat . . . No silver bullet cures; References; Part Two: About REFLECTION: Learning through its interests and practices; Chapter 5 Reflecting on practice; A 'lived-experience' scenario: a tale from a maternity unit 327 $aLearning through writing about practice: creating a 'text'Purposes; Ethics; Creative tensions; The interests and practices of reflection in the 21st century; Chapter 6 An interest in being-human-well: the practices of reflection on the work of individuals and teams; Reflections on Scho ?n; Scho ?n and his dislike of technical rationality; Scho ?n and joining up practice with theory; Knowing-in-action linked to theories-of-action; Reflection-in-action; Reflection-on-practice (on-action); Benefits of reflection - real or imagined?; Being-human-well 327 $aThe 'me' and the 'we': moving towards a team perspectiveThe us and we's: a sense of team; Learning from another 'ology'; Chapter 7 An interest in embracing uncertainty: the practices of reflection as working with fuzziness and the challenges involved in service improvement and workplace transformation; Teams in the (fuzzy) zones; A sense of certainty; Fuzzy worlds and action-driven healthcare professionals; Making practice visible; Constructing reality maps; Getting team learning into the open; Storying that embraces fuzziness; Reflection and its interest in chaos; Reflection and symmetry 327 $aChapter 8 An interest in the bottom line: the practices of reflection as improving practice and getting resultsGetting behind the bottom line; Reflection on energy, not time management; Chapter 9 An interest in reflection as the art of asking serious questions; Scho ?n's 'serious' questions; What are the qualities of a serious question?; Footprints in the spaces-between; References; Part Three: About TEAMS: Being the best we can; Chapter 10 What is a team?; A lived-experience scenario: how can we work as a team?; Dream teams; Being the best we can; Talk about teams 327 $aA clinical governance support team 330 $aTeam working and learning through reflection are both fundamental to quality healthcare. This book is the first to explore the use of the practices of reflection to develop health care teams that can deliver sustainable, high-quality personalised care.Developing the Reflective Healthcare Team is structured in three parts which are about new views of reflective practice, improving team working, and the use of the TA2LK facilitative reflective process to develop high performing teams. 606 $aHealth care teams 606 $aReflection (Philosophy) 606 $aLearning, Psychology of 606 $aHealth services administration 615 0$aHealth care teams. 615 0$aReflection (Philosophy) 615 0$aLearning, Psychology of. 615 0$aHealth services administration. 676 $a610.69 700 $aGhaye$b Tony$0860644 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9911020099003321 996 $aDeveloping the reflective healthcare team$91920503 997 $aUNINA