Communication In Turbulent Times

In an age of great volatility-fake news, diverse audiences, technology at our fingertips, and change at the speed of light-clear, concise, and intentional communication is vital to successful human interaction. Workplace miscommunications, be they well-meaning or not, result in lost productivity, discontent, and even violence. This book answers the age-old leadership question: how do we get the best out of ourselves and others on the job? Relying upon her experiences as a practicing labor lawyer, corporate executive, officer, human resources executive, and an organizational development consultant, Diana Peterson-More has developed actionable, easy-to-implement, and practical steps to successful communication, which is the key to getting what we want from ourselves and others. The volume is filled with stories of workplace communications that worked, and those that didn't, and presents real-world solutions to ensure all communication will hit the mark.

This book is characterised by a broad approach towards corporate communication, emphasising change and crisis. The focus is not on crises as an exceptional situation but rather on broader volatility in the environment. The purpose of this book is to increase the understanding of multi-stakeholder communication concerning organisational issues and crises. From the perspective of organisational management, this book clarifies how communication contributes to organisational resilience—the ability to adapt to a changing environment and mitigate emergency crises. In todays’ world, change is not the exception but a constant presence. Moreover, issues and risks occur that may grow to become crises. Coping with change and unexpected events, is what the concept of ‘resilience’ is about. Organisational resilience is the basis for the long-term viability of organisations in a turbulent environment. Communication, in various ways, is a bridging activity that supports the capacity of the organisation to function despite risks and disruptive incidents.

Turbulent times occur due to crises, which can happen at any time and in any organisation. Even if the firm is doing well today, it does not eradicate the possibility of the firm being thrown into trouble in the nearest future. No one can predict the future. While leaders of a company are enjoying the good times, they should equally consider the possibility of turbulent times; as a result, they should prepare for eventualities. They should get themselves ready for those times that crisis will be the order of the day. No one wishes for crises, but the crisis does not come by wishing for them; they come a random and the causes can be internal or external. Preparing ahead of time can prevent the problems of under preparation for crises. A company and its management should understand how to manage crises situations when such arise. The leaders in a company should be visionary enough to get them set for any problem that may arise.

Based on both fundamental theory and practical experience, After Atlantis identifies a broad range of approaches that will better equip individuals and organizations not only to react in time to change but to become pro-active in creating a positive future for themselves and their organizations. It is a practical field guide to understanding and mastering turbulence within organizations and across the global marketplace. After Atlantis takes the position that no single activity will assure success. It is grounded in the most advanced, field-tested, and robust theories about innovation and leadership, and will help organizations to construct their future with meaning and to meet the needs of their customers. The international team of contributors includes Peter Beerten and Kaat Exterbille of Belgium, Tom Lyons of Ireland, and Frank Heckman of the United States. Ned Hamson has been editor of The Journal for Quality and Participation since 1985. His duties as editor there have brought him into close contact with leading organizations, consultants, and practitioners in the fields of quality and participation. Some of the foremost authorities who have contributed to the journal during his tenure include Tom Peters, Dr. W. Edwards Deming, Margaret Wheatley, Peter Senge, George Bush, and Bill Clinton. Mr. Hamson also conducts extensive research on international political economy.

More than 100 themes of affirmations grounded in neuroscience. We live in complex and unsettled times. The issues before us are unimaginably difficult, and range from the personal to the global. This beautiful little book accompanies readers toward a greater sense of peace and self-compassion, reminding us that even though our world is so turbulent, we can still have quiet places within, filled with love, that make it easier to live and to breathe with ourselves. Rooted in the neuroscience of affirmations, and covering more than 100 themes (including health, self-care, issues at work, and connection with loved ones and with the planet), this book is a companion for daily life. With the help of questions and wonderings about what may be important for readers, the book gently encourages acceptance of what is. The affirmation for each theme reminds readers of their own strengths and reservoirs of calm, and helps them to remember and reclaim their innate gifts and resources.

What should senior managers do in the face of the unrelenting change that confronts them today? In the context of such uncertainty, there is one unifying need: leadership. When the going gets tough, the tough exercise leadership. Equally, tough times call for soft skills. Make no mistake -- in turbulent times, leadership is the prerequisite of the survival and future success of your business. USE THE HEADWINDS OF CHANGE TO YOUR ADVANTAGE WHEN EVERYONE ELSE IS BEING BLOWN OFF COURSE How do you lead when the world just won’t stand still? Leading in Turbulent Times is based on exclusive interviews with the frontline leaders who know how to adapt to rapid change and how to help their companies overcome the challenging obstacles they face. When change is the name of the game, the best leaders focus on passion; communication; and vision. Kevin Kelly and Gary Hayes spoke to the following global leaders, so that you can hear it like it is. Talal Alzain, Bahrain Mumtalakat Holding Company John Brock, Coca Cola Enterprises Sam DiPiazza, PwC Edward Dolman, Christie's International Henry Fernandez, MSCI Barra Mark Frissora, CEO Hertz Corporation Victor Fung, Li & Fung Tom Glocer, Thomson Reuters Kris Gopalakrishnan, Infosys George Halvorson, Kaiser Permanante Wang Jianzhou, China Mobile Kazuyasu Kato, Kirin Holdings K V Kamath, ICICI Bank Bijan Khosrowshahi, Fuji Fire & Marine Yorihiko Kojima, Mitsubishi Anand Mahindra, Mahindra & Mahindra Alexei Mordashov, Severstal Takeshi Niinami, Lawson Nick Stephan, Phoenix Partners Group Linda Wolf, Wal-Mart Find out how these top-performing executives are navigating through uncertain times and use the book’s ‘Leading in turbulent times checklist’ to make sure your company rides out the winds of change.

Medical Group Management in Turbulent Times: How Physician Leadership Can Optimize Health Plan, Hospital, and Medical Group Performance provides you with proven methods and new strategies on how to deliver more effective health care, health products, and related services to patients and other consumers. Stressing physician leadership and proactive participation, this text will enhance your understanding of how a working relationship between practicing physicians and health care managers is a positive and necessary means for administering and managing quality health care now and in the future. Through units preceded by defined goals, projected outcomes, and outcome analyses, Medical Group Management presents material to you in a practical, comprehensive manner on topics such as: understanding values and relationships among physicians, hospitals, and health plans working together toward a common goal establishing trust and communication between physicians, hospitals, and health plans embracing change as a catalyst for the enhancement of medical practice understanding the physicians’role in the management of a consumer-focused medical group planning for shifts in medical practice away from intervention and toward prevention creating jointly developed plans and budgets predicated upon principles of continuous quality improvement, such as eliminating unnecessary patient paperwork and improving employees’morale and job satisfaction In addition, most units in this text feature a “factors to consider” category that advises you, for example, how to research competition, establish a target market, and research the demographics of a community before formulating a plan to increase your number of patients. Complete with recommendations, sample plans on how to market health services or better serve your patients, and suggestions on how to enhance quality care, Medical Group Management will give you the knowledge to successfully address problems and work together with other professionals in the health care community to provide quality services to patients and consumers now and into the next century.