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Predictive analytics for human resources / / Jac Fitz-enz, John R. Mattox, II
| Predictive analytics for human resources / / Jac Fitz-enz, John R. Mattox, II |
| Autore | Fitz-enz Jac |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hobokjen, New Jersey : , : Wiley, , 2014 |
| Descrizione fisica | 1 online resource (172 p.) |
| Disciplina | 658.3/01 |
| Collana | Wiley & SAS business series |
| Soggetto topico |
Personnel management
Human capital - Management Decision making |
| ISBN |
1-118-94069-5
1-118-91504-6 1-118-94070-9 |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: Foreword Preface Chapter 1: Where's The Value? Some Basics What Is Analytics? Two Values Analytic Capabilities Analytic Value Chain The Analytic Model A Typical Application Training Value Measurement Model Inside The Data Notes Chapter 2: Getting Started Go-to-Market Models Assessment Developmental Experiences Financial Connections A Sample Case Focusing on the Purpose Present Day Needs How Human Capital Analytics Is Being Used Turning Data into Information Three Value Paths Solving a Problem An Essential Step The Prime Question A Case in Point Preparing For an Analytics Unit Ten Steps for an Analytics Unit Structure and Team Building Developing an Analytics Culture Notes Chapter 3: What You Will Need Dealing with the C-Level Breaking Through Research Recruiting a Sponsor or Champion Making the Sale A Selling Example Working with Consultants and Coaches Designing and Delivering Reports Making an Impact Process Management Preparation Notes Chapter 4: Data Issues Efficiency Measures Effectiveness Measures Business Outcome Measures Note Chapter 5: Predictive Statistics Examples Begin with the End in Mind Go Back to the Beginning Who Owns It and Will They Share It? What Will You Do with It? What Form Is It In? Is There Sufficient Quality? Note Chapter 6: Predictive Analytics in Action First Step: Determine the Key Performance Indicators Second Step: Analyze and Report the Data Relationships, Optimization, and Predictive Analytics Predictive Analytics Interpreting the Results Predicting the Future Structural Equation Modeling Notes Chapter 7: Predicting the Future of Human Capital Analytics What Does the Future Look Like? Bringing It All Together What Does the Future Look Like? Notes Epilogue Appendix: Example Measures of Efficiency Effectiveness and Outcomes About the Authors Index . |
| Record Nr. | UNINA-9910809954003321 |
Fitz-enz Jac
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| Hobokjen, New Jersey : , : Wiley, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The secrets of facilitation [[electronic resource] ] : the SMART guide to getting results with groups / / by Michael Wilkinson
| The secrets of facilitation [[electronic resource] ] : the SMART guide to getting results with groups / / by Michael Wilkinson |
| Autore | Wilkinson Michael <1957-> |
| Edizione | [New and rev.] |
| Pubbl/distr/stampa | San Francisco, : Jossey-Bass, 2012 |
| Descrizione fisica | 1 online resource |
| Disciplina | 658.4/56 |
| Collana | The Jossey-Bass Business & Management Series |
| Soggetto topico |
Group facilitation
Business meetings |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-283-59266-5
9786613905116 1-118-22857-X |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Record Nr. | UNINA-9910462096103321 |
|
Wilkinson Michael <1957->
|
||
| San Francisco, : Jossey-Bass, 2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The secrets of facilitation [[electronic resource] ] : the SMART guide to getting results with groups / / by Michael Wilkinson
| The secrets of facilitation [[electronic resource] ] : the SMART guide to getting results with groups / / by Michael Wilkinson |
| Autore | Wilkinson Michael <1957-> |
| Edizione | [New and rev.] |
| Pubbl/distr/stampa | San Francisco, : Jossey-Bass, 2012 |
| Descrizione fisica | 1 online resource |
| Disciplina | 658.4/56 |
| Collana | The Jossey-Bass Business & Management Series |
| Soggetto topico |
Group facilitation
Business meetings |
| ISBN |
1-283-59266-5
9786613905116 1-118-22857-X |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Record Nr. | UNINA-9910785799903321 |
|
Wilkinson Michael <1957->
|
||
| San Francisco, : Jossey-Bass, 2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The secrets of facilitation [[electronic resource] ] : the SMART guide to getting results with groups / / by Michael Wilkinson
| The secrets of facilitation [[electronic resource] ] : the SMART guide to getting results with groups / / by Michael Wilkinson |
| Autore | Wilkinson Michael <1957-> |
| Edizione | [New and rev.] |
| Pubbl/distr/stampa | San Francisco, : Jossey-Bass, 2012 |
| Descrizione fisica | 1 online resource |
| Disciplina | 658.4/56 |
| Collana | The Jossey-Bass Business & Management Series |
| Soggetto topico |
Group facilitation
Business meetings |
| ISBN |
1-283-59266-5
9786613905116 1-118-22857-X |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Intro -- The Secrets of Facilitation: The SMART Guide to Getting Results with Groups -- Copyright -- Contents -- Introduction to the Second Edition -- What's New in the Second Edition? -- Case Study: The Secrets in Action-How Two Practitioners Have Put the Secrets to Work -- Introduction: A Powerful Secret -- Case Study: Learning the Powerful Secret -- Secret #1-The Fundamental Secret of Facilitation -- Case Study: The Sanitation Workers -- Learning to Apply the Fundamental Secret -- The Principles of SMART Facilitation -- More Ways to Apply the Secret -- What This Book Will Do for You -- Where to Start -- I. What is the Role of a Facilitator? -- Questions Answered in This Chapter -- Case Study: The Facilitator's Role in Civic Leadership Groups -- Sample Scenarios: Group Solutions Needed -- When Is Facilitation Appropriate? -- Secret #2-The Secret of When to Use Facilitation -- Definition: What Is a Facilitated Session? -- What Are the Responsibilities of a Facilitator? -- The Soul of a Facilitator -- When Is Facilitation Not Appropriate? -- Facilitation: Where Is the Industry Today? -- What's Next for Facilitation? -- Applying the Secrets to Gain Buy-In to a Strategic Plan -- Facilitator's Checklist for Understanding Facilitation and the Roles of a Facilitator -- Exercise Your Skills -- Note -- II. The Secrets to Questioning: Design Your Questions to Get Better Answers -- Questions Answered in This Chapter -- Case Study: Starting Questions -- The Starting Question -- Secret #3-The Secret of the Starting Question -- Delivering Great Starting Questions -- Choosing the Question Verb -- Case Study: The Starting Question to Engage the VP's Number Two -- The Reacting Questions -- Secret #4-The Secret to Guiding a Group -- Floating an Idea -- Secret #5-The Secret to Influencing Idea Ownership -- Applying the Questioning Techniques.
A Final Note on Questioning -- Facilitator's Checklist for Questioning -- Exercise Your Skills -- III. The Secrets to Preparing: Know Your 5 Ps -- Questions Answered in This Chapter -- Case Study: The Principals' Conference -- The 5 Ps of Preparation -- Secret #6-The Secret to Preparation: The 5 Ps -- It's All About Purpose -- Secret #7-The Secret Power of Purpose -- Defining the Product -- Secret #8-The Secret to Defining the Session Product: The 3 Hs -- Selecting Participants -- Identifying the Probable Issues -- Preparing the Process -- The Meeting Notice -- Case Study: Preparing for Vision Councils -- Special Topic: Managing a Sponsor -- Secret #9-The Secret to Managing a Sponsor's Presence -- Applying the 5 Ps -- Facilitator's Checklist for Preparing -- Exercise Your Skills -- IV. The Secrets to Starting: Inform, Excite, Empower, Involve -- Questions Answered in This Chapter -- Case Study: Kicking off Vision 2020 -- Opening the Session -- Secret #10-The Secret to a Strong Opening -- Secret #11-The Secret to Exciting in the Opening -- Gaining Buy-In to the Agenda -- Secret #12-The Secret to Gaining Agenda Buy-In -- Using Ground Rules -- Secret #13-The Secret to Using Ground Rules -- Case Study: Avoiding the Executive Feeding Frenzy -- Using Parking Boards -- Secret #14-The Secret to Parking Boards -- Effective Introductions -- Secret #15-The Secret to Effective Introductions -- Opening Nonfacilitated Meetings -- When Should You Arrive for the Meeting? -- Getting Started on Time -- Secret #16-The Secret to Starting on Time -- Applying the Secrets to Starting -- Facilitator's Checklist for Getting the Session Started -- Exercise Your Skills -- V. The Secrets to Focusing: Establish the Course, Avoid Detours -- Questions Answered in This Chapter -- Case Study: Facilitating the Senator and the Chief of Staff. Secret #17-The Secret to Using Checkpoints -- Focusing the Group: Using Checkpoints -- The Extended Checkpoint -- Warming Up a Group -- Secret #18-The Secret to Warming Up a Group -- Delivering Accurate, Clear, and Concise Directions (PeDeQs) -- Secret #19-The Secret to Giving Clear Directions -- Keeping a Group on Track -- Secret #20-The Secret to Keeping a Group on Track -- Managing Breakout Groups -- Secret #21-The Secret to Effective Breakout Groups -- Secret #22-The Secret to Rotating Flip Charts -- Applying the Secrets to Focusing -- Facilitator's Checklist for Focusing a Group -- Exercise Your Skills -- VI. The Secrets to Recording: The Power of the Pen-Use It, Don't Abuse It, Make It Theirs -- Questions Answered in This Chapter -- Case Study: Public Safety Collaborative -- How Facilitators Abuse the Pen -- Using, Not Abusing the Pen -- Secret #23-The Secret to Using, Not Abusing, the Power of the Pen -- Case Study: The Power of the Pen, ELMO, and Parking Boards -- Knowing What to Record -- Secret #24-The Secret to Knowing What to Record -- Managing the Recording Process -- Secret #25-The Secret to Keeping the Recording Concise -- Using Strategies to Avoid Lulls While Writing -- Secret #26-The Secret to Avoiding Lulls While Writing -- Additional Techniques for Recording -- The Seven Deadly Sins of Facilitation -- Applying the Secrets to Recording -- Facilitator's Checklist for Recording -- Exercise Your Skills -- VII. The Secrets to Information Gathering: Know Your Tools and How to use them -- Questions Answered in This Chapter -- Case Study: The Retailing Conference -- Understanding the Major Information Gathering and Processing Functions -- Understanding Processing Groups -- Understanding Processing Order -- Gathering and Processing Information -- Secret #27-The Secret to Gathering Information -- Gathering Facts. Secret #28-The Secret to Getting the Details -- Categorizing -- Secret #29-The Secret to Categorizing -- Inquiring -- Secret #30-The Secret to Q& -- A Sessions -- Generating Ideas -- Secret #31-The Secret to Generating Ideas -- Prioritizing -- Secret #32-The Secret to Prioritizing -- Reporting -- Secret #33-The Secret to Reporting Back -- Getting Feedback -- Secret #34-The Secret to Getting Quality Feedback -- Additional Information Gathering and Processing Strategies -- Applying the Secrets to Information Gathering -- Case Study: Facilitation in the Classroom -- Facilitator's Checklist for Information Gathering -- Exercise Your Skills -- VIII. The Secrets to Closing: Review, Define, Evaluate, End, Debrief -- Questions Answered in This Chapter -- Case Study: Polling for Agreement at the Close -- Secret #35-The Secret to a Strong Close -- Reviewing Activities Completed and Personal Objectives -- Confirming Commitment to Decisions Made -- Secret #36-The Secret to Confirming Commitment to Decisions -- Clearing the Issues List -- Secret #37-The Secret to Clearing the Issues List -- Assigning Actions -- Secret #38-The Secret to Assigning Actions -- Defining What Can Be Communicated About the Session -- Evaluating the Session -- Ending the Session -- Debriefing -- What If the Session Is Running Behind? -- What If the Session Is Going to Run Over? -- Delivering a Partial Close -- Facilitator's Checklist for Closing -- Exercise Your Skills -- IX. The Secrets to Managing Dysfunction: Conscious Prevention, Early Detection, Clean Resolution -- Questions Answered in This Chapter -- Case Study: The Chairman and the COO -- Dysfunctional Behavior-What Is It? -- Secret #39-The Secret to Understanding Dysfunction -- Techniques for Conscious Prevention -- Secret #40-The Secret to Preventing Dysfunction -- Techniques for Early Detection. Secret #41-The Secret to Detecting Dysfunction -- Techniques for Clean Resolution -- Secret #42-The Secret to Resolving Dysfunction -- Recommended Responses to Various Dysfunctions -- When the Unexpected Happens -- Secret #43-The Secret to Responding When the Unexpected Happens -- Responding to Mistakes and Attacks -- Case Study: Making a Mistake as the Facilitator -- Secret #44-The Secret to Responding to Mistakes and Attacks -- Rewarding Functional Behavior -- Lesson Learned -- Applying the Secrets to Managing Dysfunction -- Facilitator's Checklist for Managing Dysfunction -- Exercise Your Skills -- X. The Secrets to Consensus Building: Create and Maintain a Consensus-Focused Process -- Questions Answered in This Chapter -- Case Study: Consensus on Values -- Defining Consensus -- Secret #45-The Secret to Understanding Consensus -- Deciding How to Decide -- Secret #46-The Secret of Five-Finger Consensus -- Understanding Why People Disagree -- Secret #47-The Secret to Understanding Disagreement -- Secret #48-The Secret to Resolving a Level 3 Disagreement -- Filling Your Toolbox of Consensus Building Techniques -- Secret #49-The Secret to Resolving a Level 1 Disagreement -- Secret #50-The Secret to Resolving a Level 2 Disagreement -- Case Study: Improving Customer Delivery Times -- Secret #51-The Secret to Using Weighted Scoring -- Revisiting the Family Vacation -- Applying the Secrets to Consensus -- Secret #52-The Secret to Gaining Consensus on Wording -- Facilitator's Checklist for Consensus Building -- Exercise Your Skills -- XI. The Secrets to Energy: Set the Pace, Anticipate the Lulls, React Accordingly -- Questions Answered in This Chapter -- Case Study: Learning the Impact of Energy -- Understanding the Impact of Energy -- Secret #53-The Secret of Energy: The Three Es -- Projecting Energy from the Start. Secret #54-The Secret to Starting with Energy. |
| Record Nr. | UNINA-9910827681803321 |
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Wilkinson Michael <1957->
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| San Francisco, : Jossey-Bass, 2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The strategy pathfinder [[electronic resource] ] : core concepts and live cases / / Duncan Angwin, Stephen Cummings, Chris Smith
| The strategy pathfinder [[electronic resource] ] : core concepts and live cases / / Duncan Angwin, Stephen Cummings, Chris Smith |
| Autore | Angwin Duncan |
| Edizione | [2nd ed.] |
| Pubbl/distr/stampa | Chichester, : Wiley, 2011 |
| Descrizione fisica | 1 online resource (444 p.) |
| Disciplina |
658.4/012
658.4012 |
| Altri autori (Persone) |
CummingsStephen
SmithChris <1948-> (Christopher Stanley) |
| Soggetto topico | Strategic planning |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-119-20602-2
1-280-58844-6 9786613618276 1-119-99017-3 |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | pt. 1. The strategic environment -- pt. 2. The strategic organization -- pt. 3. Strategic advances -- pt. 4. Strategic futures. |
| Record Nr. | UNINA-9910141326403321 |
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Angwin Duncan
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||
| Chichester, : Wiley, 2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The strategy pathfinder [[electronic resource] ] : core concepts and live cases / / Duncan Angwin, Stephen Cummings, Chris Smith
| The strategy pathfinder [[electronic resource] ] : core concepts and live cases / / Duncan Angwin, Stephen Cummings, Chris Smith |
| Autore | Angwin Duncan |
| Edizione | [2nd ed.] |
| Pubbl/distr/stampa | Chichester, : Wiley, 2011 |
| Descrizione fisica | 1 online resource (444 p.) |
| Disciplina |
658.4/012
658.4012 |
| Altri autori (Persone) |
CummingsStephen
SmithChris <1948-> (Christopher Stanley) |
| Soggetto topico | Strategic planning |
| ISBN |
1-119-20602-2
1-280-58844-6 9786613618276 1-119-99017-3 |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | pt. 1. The strategic environment -- pt. 2. The strategic organization -- pt. 3. Strategic advances -- pt. 4. Strategic futures. |
| Record Nr. | UNINA-9910830097203321 |
|
Angwin Duncan
|
||
| Chichester, : Wiley, 2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The strategy pathfinder [[electronic resource] ] : core concepts and live cases / / Duncan Angwin, Stephen Cummings, Chris Smith
| The strategy pathfinder [[electronic resource] ] : core concepts and live cases / / Duncan Angwin, Stephen Cummings, Chris Smith |
| Autore | Angwin Duncan |
| Edizione | [2nd ed.] |
| Pubbl/distr/stampa | Chichester, : Wiley, 2011 |
| Descrizione fisica | 1 online resource (444 p.) |
| Disciplina |
658.4/012
658.4012 |
| Altri autori (Persone) |
CummingsStephen
SmithChris <1948-> (Christopher Stanley) |
| Soggetto topico | Strategic planning |
| ISBN |
1-119-20602-2
1-280-58844-6 9786613618276 1-119-99017-3 |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | pt. 1. The strategic environment -- pt. 2. The strategic organization -- pt. 3. Strategic advances -- pt. 4. Strategic futures. |
| Record Nr. | UNINA-9910840655103321 |
|
Angwin Duncan
|
||
| Chichester, : Wiley, 2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Think smarter : critical thinking to improve problem-solving and decision-making skills / / Mike Kallet
| Think smarter : critical thinking to improve problem-solving and decision-making skills / / Mike Kallet |
| Autore | Kallet Mike <1953-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : John Wiley & Sons, , 2014 |
| Descrizione fisica | 1 online resource (238 p.) |
| Disciplina | 658.4/03 |
| Soggetto topico |
Problem solving
Decision making Critical thinking |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-118-87125-1
1-118-86435-2 |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: Dedication Acknowledgements Foreword Section I: Introduction and the Framework for Critical Thinking Chapter 1: What is Critical Thinking? Benefits of Critical Thinking Chapter 2: When to Use Critical Thinking Chapter 3: The Framework and Tools Clarity Conclusions Decisions Section II: Clarity Chapter 4: Empty Your Bucket The Bucket Getting Started with Emptying Your Bucket Chapter 5: Inspection Inspection Getting Started with Inspection Chapter 6: Why? Why Why? Ask why to get to I don't know Getting Started with Why Chapter 7: So What? So What? So What: Your Company or Product YOUR So What? Getting Started with So What Chapter 8: Need What is the Necessity? Great Teams and Need Need and Survival Getting Started with Need Chapter 9: Anticipatory Thinking What's Next? Getting Started with Anticipatory Thinking Chapter 10: What Else? What Else Could This Be? Getting Started with What Else Chapter 11: The Ingredient Diagram Ingredients of Your Headscratcher Getting started with the Ingredient Diagram Chapter 12: Vision What is Your Vision? Getting Started with Vision Chapter 13: The Thinking Coach The Role of a Thinking Coach Why Be a Thinking Coach? Examples of a Thinking Coach If You Have the Experience, Why Not Communicate That? Ten Rules of a Thinking Coach Getting Started with Being a Thinking Coach Section III: Conclusions Chapter 14: Summary of Clarity Clarity - Getting Clear about Your Headscratcher Getting Started Practice Clarity - Not About Solving the Problem, but Generates Solutions When Am I Done with Clarity? Can I Use Critical Thinking by Myself and Not with a Group? Chapter 15: It's all about The Premise Deduction Induction It's All About the Premise Chapter 16: Facts Facts are Absolute Truth Use so what with facts Fact or Not Fact Chapter 17: Observations Observations are Abundant Chapter 18: Experiences Your Experiences So What? Chapter 19: Beliefs Beliefs - Your Value System When Beliefs Are Different Chapter 20: Assumptions Assumptions are Key Chapter 22: Credibility How Credible is the Premise? Credibility of Facts and Observations Why Do People Lose Credibility? Getting Started with Credibility Chapter 23: Consistency The Consistency of Your Premise Components Getting Started with Consistency Chapter 24: Triangular Thinking Triangular Thinking: Estimating the Unknown Getting Started with Triangular Thinking Chapter 25: Change The Premise and Change Helping People Get Over Change Getting Started with Change Chapter 26: Influencing and Persuading Influence and Persuasion Using the Premise to Influence Using the Premise to Persuade Maybe you need to be persuaded? Getting Started with Influencing and Persuading Section: IV Conclusions and Innovation Chapter 27: Outside-the-Box Thinking Ask What If and What Other Getting Started with Thinking Outside-the-Box Chapter 28: Abductive Thinking Abductive Thinking Old Dog Thinking Knowledge with No Experience Old Dog Thinking Cures Getting Started with Abductive Thinking Chapter 29: Impossible Thinking Thinking How to Accomplish the Impossible Getting Started with Impossible Thinking Exercises for Impossible Thinking Chapter 30: Summary of Conclusions Conclusions - Creating Solutions Getting Started Conclusions - Sorry, You're Not Quite Done! Section V: Decisions Chapter 31: Who, Need and When Whose Decision Is This, Anyway? Need, Again! When Does This Decision Need to Be Made? Getting Started with Who, Need and When Chapter 32: Criteria Without Criteria, Nothing Is Decided Getting Started with Criteria Chapter 33: Risk Eleven Risk Factors Using the Eleven Factor Model What Is Too Risky? Getting Started with Risk Chapter 34: Summary of Decisions Decisions - Taking Action Getting Started Are we done yet? Chapter 35: Critical Thinking: Summary and Suggestions Critical Thinking Summary Critical Thinking - Let's Begin . |
| Record Nr. | UNINA-9910463864903321 |
|
Kallet Mike <1953->
|
||
| Hoboken, New Jersey : , : John Wiley & Sons, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Think smarter : critical thinking to improve problem-solving and decision-making skills / / Mike Kallet
| Think smarter : critical thinking to improve problem-solving and decision-making skills / / Mike Kallet |
| Autore | Kallet Mike <1953-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : John Wiley & Sons, , 2014 |
| Descrizione fisica | 1 online resource (238 p.) |
| Disciplina | 658.4/03 |
| Soggetto topico |
Problem solving
Decision making Critical thinking |
| ISBN |
1-118-87125-1
1-118-86435-2 |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: Dedication Acknowledgements Foreword Section I: Introduction and the Framework for Critical Thinking Chapter 1: What is Critical Thinking? Benefits of Critical Thinking Chapter 2: When to Use Critical Thinking Chapter 3: The Framework and Tools Clarity Conclusions Decisions Section II: Clarity Chapter 4: Empty Your Bucket The Bucket Getting Started with Emptying Your Bucket Chapter 5: Inspection Inspection Getting Started with Inspection Chapter 6: Why? Why Why? Ask why to get to I don't know Getting Started with Why Chapter 7: So What? So What? So What: Your Company or Product YOUR So What? Getting Started with So What Chapter 8: Need What is the Necessity? Great Teams and Need Need and Survival Getting Started with Need Chapter 9: Anticipatory Thinking What's Next? Getting Started with Anticipatory Thinking Chapter 10: What Else? What Else Could This Be? Getting Started with What Else Chapter 11: The Ingredient Diagram Ingredients of Your Headscratcher Getting started with the Ingredient Diagram Chapter 12: Vision What is Your Vision? Getting Started with Vision Chapter 13: The Thinking Coach The Role of a Thinking Coach Why Be a Thinking Coach? Examples of a Thinking Coach If You Have the Experience, Why Not Communicate That? Ten Rules of a Thinking Coach Getting Started with Being a Thinking Coach Section III: Conclusions Chapter 14: Summary of Clarity Clarity - Getting Clear about Your Headscratcher Getting Started Practice Clarity - Not About Solving the Problem, but Generates Solutions When Am I Done with Clarity? Can I Use Critical Thinking by Myself and Not with a Group? Chapter 15: It's all about The Premise Deduction Induction It's All About the Premise Chapter 16: Facts Facts are Absolute Truth Use so what with facts Fact or Not Fact Chapter 17: Observations Observations are Abundant Chapter 18: Experiences Your Experiences So What? Chapter 19: Beliefs Beliefs - Your Value System When Beliefs Are Different Chapter 20: Assumptions Assumptions are Key Chapter 22: Credibility How Credible is the Premise? Credibility of Facts and Observations Why Do People Lose Credibility? Getting Started with Credibility Chapter 23: Consistency The Consistency of Your Premise Components Getting Started with Consistency Chapter 24: Triangular Thinking Triangular Thinking: Estimating the Unknown Getting Started with Triangular Thinking Chapter 25: Change The Premise and Change Helping People Get Over Change Getting Started with Change Chapter 26: Influencing and Persuading Influence and Persuasion Using the Premise to Influence Using the Premise to Persuade Maybe you need to be persuaded? Getting Started with Influencing and Persuading Section: IV Conclusions and Innovation Chapter 27: Outside-the-Box Thinking Ask What If and What Other Getting Started with Thinking Outside-the-Box Chapter 28: Abductive Thinking Abductive Thinking Old Dog Thinking Knowledge with No Experience Old Dog Thinking Cures Getting Started with Abductive Thinking Chapter 29: Impossible Thinking Thinking How to Accomplish the Impossible Getting Started with Impossible Thinking Exercises for Impossible Thinking Chapter 30: Summary of Conclusions Conclusions - Creating Solutions Getting Started Conclusions - Sorry, You're Not Quite Done! Section V: Decisions Chapter 31: Who, Need and When Whose Decision Is This, Anyway? Need, Again! When Does This Decision Need to Be Made? Getting Started with Who, Need and When Chapter 32: Criteria Without Criteria, Nothing Is Decided Getting Started with Criteria Chapter 33: Risk Eleven Risk Factors Using the Eleven Factor Model What Is Too Risky? Getting Started with Risk Chapter 34: Summary of Decisions Decisions - Taking Action Getting Started Are we done yet? Chapter 35: Critical Thinking: Summary and Suggestions Critical Thinking Summary Critical Thinking - Let's Begin . |
| Record Nr. | UNINA-9910787831803321 |
|
Kallet Mike <1953->
|
||
| Hoboken, New Jersey : , : John Wiley & Sons, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Think smarter : critical thinking to improve problem-solving and decision-making skills / / Mike Kallet
| Think smarter : critical thinking to improve problem-solving and decision-making skills / / Mike Kallet |
| Autore | Kallet Mike <1953-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : John Wiley & Sons, , 2014 |
| Descrizione fisica | 1 online resource (238 p.) |
| Disciplina | 658.4/03 |
| Soggetto topico |
Problem solving
Decision making Critical thinking |
| ISBN |
1-118-87125-1
1-118-86435-2 |
| Classificazione | BUS019000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: Dedication Acknowledgements Foreword Section I: Introduction and the Framework for Critical Thinking Chapter 1: What is Critical Thinking? Benefits of Critical Thinking Chapter 2: When to Use Critical Thinking Chapter 3: The Framework and Tools Clarity Conclusions Decisions Section II: Clarity Chapter 4: Empty Your Bucket The Bucket Getting Started with Emptying Your Bucket Chapter 5: Inspection Inspection Getting Started with Inspection Chapter 6: Why? Why Why? Ask why to get to I don't know Getting Started with Why Chapter 7: So What? So What? So What: Your Company or Product YOUR So What? Getting Started with So What Chapter 8: Need What is the Necessity? Great Teams and Need Need and Survival Getting Started with Need Chapter 9: Anticipatory Thinking What's Next? Getting Started with Anticipatory Thinking Chapter 10: What Else? What Else Could This Be? Getting Started with What Else Chapter 11: The Ingredient Diagram Ingredients of Your Headscratcher Getting started with the Ingredient Diagram Chapter 12: Vision What is Your Vision? Getting Started with Vision Chapter 13: The Thinking Coach The Role of a Thinking Coach Why Be a Thinking Coach? Examples of a Thinking Coach If You Have the Experience, Why Not Communicate That? Ten Rules of a Thinking Coach Getting Started with Being a Thinking Coach Section III: Conclusions Chapter 14: Summary of Clarity Clarity - Getting Clear about Your Headscratcher Getting Started Practice Clarity - Not About Solving the Problem, but Generates Solutions When Am I Done with Clarity? Can I Use Critical Thinking by Myself and Not with a Group? Chapter 15: It's all about The Premise Deduction Induction It's All About the Premise Chapter 16: Facts Facts are Absolute Truth Use so what with facts Fact or Not Fact Chapter 17: Observations Observations are Abundant Chapter 18: Experiences Your Experiences So What? Chapter 19: Beliefs Beliefs - Your Value System When Beliefs Are Different Chapter 20: Assumptions Assumptions are Key Chapter 22: Credibility How Credible is the Premise? Credibility of Facts and Observations Why Do People Lose Credibility? Getting Started with Credibility Chapter 23: Consistency The Consistency of Your Premise Components Getting Started with Consistency Chapter 24: Triangular Thinking Triangular Thinking: Estimating the Unknown Getting Started with Triangular Thinking Chapter 25: Change The Premise and Change Helping People Get Over Change Getting Started with Change Chapter 26: Influencing and Persuading Influence and Persuasion Using the Premise to Influence Using the Premise to Persuade Maybe you need to be persuaded? Getting Started with Influencing and Persuading Section: IV Conclusions and Innovation Chapter 27: Outside-the-Box Thinking Ask What If and What Other Getting Started with Thinking Outside-the-Box Chapter 28: Abductive Thinking Abductive Thinking Old Dog Thinking Knowledge with No Experience Old Dog Thinking Cures Getting Started with Abductive Thinking Chapter 29: Impossible Thinking Thinking How to Accomplish the Impossible Getting Started with Impossible Thinking Exercises for Impossible Thinking Chapter 30: Summary of Conclusions Conclusions - Creating Solutions Getting Started Conclusions - Sorry, You're Not Quite Done! Section V: Decisions Chapter 31: Who, Need and When Whose Decision Is This, Anyway? Need, Again! When Does This Decision Need to Be Made? Getting Started with Who, Need and When Chapter 32: Criteria Without Criteria, Nothing Is Decided Getting Started with Criteria Chapter 33: Risk Eleven Risk Factors Using the Eleven Factor Model What Is Too Risky? Getting Started with Risk Chapter 34: Summary of Decisions Decisions - Taking Action Getting Started Are we done yet? Chapter 35: Critical Thinking: Summary and Suggestions Critical Thinking Summary Critical Thinking - Let's Begin . |
| Record Nr. | UNINA-9910820444803321 |
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Kallet Mike <1953->
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| Hoboken, New Jersey : , : John Wiley & Sons, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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