Flight of the Phoenix

by John Whiteside

Overview

Flight of the Phoenix provides insights to the series of management initiatives seeping the workplace, such as re-engineering, restructuring, and reinvention. This title shows how employees can assert themselves and redress imbalances wrought by wave upon wave of management fads that masquerade as mutually beneficial but in fact serve the existing power structure. Flight of the Phoenix delivers a useful, positive message for the individual employee.It presents strategies, insights, tools and case histories to help employees claim their rightful reward as an organisations most important asset. It includes over 200 true stories of individuals all creating a new and better way to work.

Product Details

ISBN-13:	9781138470064
Publisher:	Taylor & Francis
Publication date:	12/15/2017
Pages:	224
Product dimensions:	6.00(w) x 9.00(h) x (d)

About the Author

John Whiteside, Sandra Egli

Table of Contents

Part I Challenging the Culture of Work; Chapter 1 Your Colleagues in Crisis; Chapter 2 Why Work?; Chapter 3 Could Work be Wonderful?; Part II A Better way to Work; Chapter 4 The Power of Perspectives; Chapter 5 Fulfill Your Future; Chapter 6 The Only Two Tools You will Ever Need; Part III Tools for 21st-Century Work; Chapter 7 Create Powerful Connections; Chapter 8 Create Real Results; Chapter 9 Dissolve Any Dispute;

Editorial Reviews

Whiteside (The Phoenix Agenda) and his coauthor, labor relations consultant Egli, promise readers of their collaboration "tools and a new way of solving problems" for 21st-century business situations. The volume, however relies heavily on rather generic vignettes and a disjointed collection of one-liner advice-neither of which is truly illuminating. In its attempt to project its notion of what business will be like (that is, more humane), Flight of the Phoenix resembles a book of meditations, emitting familiar bits of wisdom such as "If you love your work, everyone will benefit," "Insisting you are right is a good way to make enemies among co-workers and family" and "The future has not happened yet. Our most powerful tool for creating it is what we say." The authors also ask a deadening number of rhetorical questions that aren't solid enough to be practical or subtle enough to be philosophical ("Do circumstances happen to us or do we happen to circumstances?"). The authors have opted to keep their explanations simple, friendly. Unfortunately, sometimes that means they are truncated. Whiteside and Egli touch upon helpful points, such as that a crucial step toward goal planning is having a best-case scenario in mind. They point out, "Without the best and worst case scenarios, the pursuit of goals can spin out of control and become addictive." For the anxious, this may offer some comfort, but for others it fails to deliver appreciable hard, cold fact. (Nov.)

Publishers Weekly - Publisher's Weekly