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Book Categories |
Introduction | ||
Pt. I | Basic Concepts | |
1 | Characterising a Sensitive Project | 3 |
2 | Segmenting the Field of Play | 15 |
3 | Measuring the Players' Sociodynamics | 23 |
4 | Lateralising the Project | 39 |
5 | Identifying Faults in the Players' Behaviour | 45 |
Pt. II | Launching the Project | |
6 | Strategies that Do Not Work | 63 |
7 | The Strategy of the Lateral Project | 71 |
8 | Launching the First Circle | 83 |
Pt. III | Conceiving a Lateral Project | |
9 | Taking the Irrational into Account | 99 |
10 | Do Not Respect Time, Respect Timing | 119 |
11 | Going for Broke | 129 |
12 | Have Allies Write the Lateral Project | 135 |
13 | Moving from Penalties to Benefits | 139 |
Pt. IV | Developing the Dynamics of the Lateral Project | |
14 | Helping Allies to Act | 145 |
15 | Adapting a Project in Real Time According to Events and Micro-Events | 163 |
16 | Ensuring the Management Team's Solidarity | 181 |
Pt. V | Managing those who Oppose a Lateral Project | |
17 | Check Whether a Player is Truly an Opponent | 195 |
18 | When Tension is Rising, Master the 'Daggers-Drawn' Phase | 197 |
19 | Fight Opponents without being Obsessed by Them: The 'Price of Fish' Response | 199 |
20 | Individualise Responses: The 'Horace and Curiace' Strategy | 205 |
21 | Do not be Lured into the Trap of an Adversarial Debate | 207 |
22 | Remain the White Knight: Make Allies Attack | 209 |
Conclusion: Six Keys to Success | ||
1 | Have a Project | 211 |
2 | Accept the Need to Rethink One's Personal Project | 212 |
3 | Favour the Individual rather than the Group | 212 |
4 | Favour Actions | 212 |
5 | Take into Account the Fears of Others | 213 |
6 | Bet on Goodwill | 213 |
Bibliography | 215 | |
Glossary | 217 | |
Index | 225 |
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Add Managing sensitive projects, Every day, managers must adapt to rapidly changing markets and situations. This book deals with sensitive or difficult projects, ranging from redundancy programs to disposal of radioactive waste, from the launch of a new product to the introduction of a n, Managing sensitive projects to the inventory that you are selling on WonderClubX
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Add Managing sensitive projects, Every day, managers must adapt to rapidly changing markets and situations. This book deals with sensitive or difficult projects, ranging from redundancy programs to disposal of radioactive waste, from the launch of a new product to the introduction of a n, Managing sensitive projects to your collection on WonderClub |