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This is a book that could be useful for any number of involved social situations we may find ourselves in during the course of our daily lives. While Bishop, an editor for the Huffington Group, confines most of his remarks to the corporate boardroom with respect to solving major problems threatening the workplace, they can also apply to any place involving fragile and complex human relations in other settings. Again and again, Bishop clearly describes the many different kinds of dysfunctional behaviour that prevents organizations from realizing their true potential. Each chapter comes with a set of well-thought-out strategies for getting around a specific problem, whether it be miscommunication, misaligned leadership, culture clash, decision paralysis, lack of personal commitment, ineffective meetings or information overload. Everything seems to come down to how the members of the group are willing to work together to identify and solve problems in a fashion that draws on individual skills to realize the common good. For instance, holding meetings with the purpose of resolving problems generally creates a collective mindset that prepares people to work around issues with a greater personal commitment to getting answers. Planning with the idea of having a process in place for putting those ultimate decisions into action is critical to realizing common goals. Above all else, management should honor those who encourage the employment of the all-important trouble-shooting tactics that overcome impasses, reduce stress, create greater efficiency, and result in greater productivity. The main emphasis here is how to get individuals to buy into the team concept without losing face or feeling alienated by impersonal forces.
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