Rent 9780132344456 | Four Secrets to Liking Your Work : You May Not Need to Quit to Get the Job You Want | Muzio, Edward G.; Fisher, Deborah J.; Thomas, Erv @knetbooks.com

Summary Table of Contents Author Biography

How far could you go if you truly loved your job? How much money could you make? How much could you learn? What could you contribute to the world, your family, yourself? Imagine living and working like this for a lifetime... now, make it happen, with Four Secrets to Liking Your Work! This book is not a "stop-whining-fast" program: it's about what you can do to improve your worklife, one day at a time, starting right now. Based on the latest research, it brings together state-of-the-art tools, hands-on exercises, and insights everyone can use - ... MORE

Acknowledgments	p. xvii
About the Authors	p. xviii
Prologue: Monday Morning Dread	p. xix
The Trouble with Work	p. 1
Do We All Hate Our Jobs?	p. 1
The People Problem	p. 2
The Personal Cost	p. 2
The Beginning	p. 3
Venting	p. 3
Should I Stay or Should I Go?	p. 4
Seeing Differently Throug... MOREh Models	p. 5
Change the Situation	p. 5
Leave the Situation	p. 5
First, Change Your Perspective	p. 5
The Magic of Perspective	p. 6
Glasses without Frames	p. 6
Wearing New Glasses	p. 7
Changing Perspective: An Exercise	p. 8
About Perspective Shift	p. 10
Tips for the Journey	p. 12
Stay Employed	p. 12
Stay Engaged	p. 12
Be Supported	p. 12
Be Selective	p. 12
Drive the Change	p. 13
Own the Wins	p. 13
Stay Positive	p. 13
Read the Stories	p. 13
Do the Work	p. 14
Get Organized	p. 14
"Rinse and Repeat"	p. 14
Homework: Before, During, and After	p. 15
Before Work	p. 15
At Work	p. 15
After Work	p. 16
How People Act	p. 17
Dr. Fisher's Story	p. 17
Observe Behavior	p. 18
Not a New Idea	p. 18
Behavior Defined	p. 18
Two Key Differences	p. 19
Differences in "Focus": Task Versus People	p. 19
Differences in "Approach": Reflective Versus Assertive	p. 21
From Two Questions to Four Styles	p. 22
Behavioral Styles in Detail	p. 24
Task Focused + Assertive = Direct	p. 24
People Focused + Assertive = Inspire	p. 25
People Focused + Reflective = Stabilize	p. 27
Task Focused + Reflective = Regulate	p. 29
From Theory to Practice	p. 31
Watching the Action	p. 33
Jamal's Story	p. 33
Behavior in Action	p. 34
Conflict Between Styles	p. 34
Myself, My Colleagues, My Job	p. 36
Using Your New Perspective	p. 37
Observe without Judgment	p. 37
Categorize Behavior, not People	p. 37
Use Your Experience; Don't Let It Use You	p. 38
Answer Only If You Can	p. 38
Your New Perspective, Revisited	p. 39
The Easy-View Summary	p. 39
Homework: Before, During, and After	p. 41
Before Work	p. 42
At Work	p. 42
After Work	p. 43
Want More?	p. 44
Why People Act	p. 45
Edward Muzio's Story	p. 45
Master Motivation	p. 46
How Versus Why	p. 46
Motivation Defined	p. 46
Motivation Versus Survival	p. 47
Building the Six Factors	p. 48
Three Kinds of "Why"	p. 48
Invisible Versus Visible	p. 48
Six Motivating Factors	p. 48
Connecting Questions to Motivation	p. 49
Answering the Two Questions	p. 50
Six Factors in Detail	p. 50
Task + Visible = Results	p. 51
Task + Invisible = Truth	p. 53
People + Visible = Assistance	p. 55
People + Invisible = Power	p. 57
Process + Visible = Structure	p. 59
Process + Invisible = Form	p. 61
From Theory to Practice	p. 64
Figuring Out Why	p. 65
Ariel's Story	p. 65
Motivation in Action	p. 66
Motivational Conflict	p. 66
Myself, My Colleagues, My Job	p. 67
Using Your New Perspective	p. 68
Learn, Don't Judge	p. 68
One Observation is not a Conclusion	p. 69
Describe Motivators, not People	p. 69
Stay Honest	p. 69
The Easy-View Summary	p. 70
Homework: Before, During, and After	p. 71
Before Work	p. 71
At Work	p. 74
After Work	p. 75
What People Do	p. 77
Erv Thomas' Story	p. 77
Harmonize Tasks	p. 78
The What	p. 78
Task Perks Defined	p. 79
Finding Positive Job Experiences	p. 80
The Importance of Task Feedback	p. 81
Types of Task	p. 81
Task Type Defined	p. 81
Predictability	p. 81
Urgency	p. 82
Determining Task Type	p. 82
The Task Type Matrix	p. 83
Task Types in Detail	p. 83
Anticipated + Deliberate = Long Range	p. 83
Anticipated + Immediate = Methodical	p. 85
Unforseen + Immediate = Quick-Fix	p. 87
Unforseen + Deliberate = Adjustable	p. 89
From Theory to Practice	p. 89
Do What You Like	p. 91
Conrad's Story	p. 91
Task Balance in Action	p. 92
Task Type Conflict	p. 92
Myself, My Colleagues, My Job	p. 92
Using Your New Perspective	p. 94
Think in Blends, not in Absolutes	p. 94
Change Type When you Change Task	p. 95
Convert Task Types with Care	p. 95
Set Up for Success	p. 97
The Easy-View Summary	p. 98
Homework: Before, During, and After	p. 100
Before Work	p. 100
At Work	p. 101
After Work	p. 102
Want More?	p. 103
Got Skills?	p. 105
Millie's Story	p. 105
Get the Right Skills	p. 106
Skills Defined	p. 106
One Simple Question	p. 107
Two Kinds of Skills	p. 107
Hard Skills	p. 107
Soft Skills	p. 108
Seeing "Skills"	p. 110
The Eyes of Others	p. 110
Change Your Own View: An Exercise	p. 111
Developing "Skills"	p. 112
Developing Hard Skills	p. 112
Developing Soft Skills	p. 112
What If I Can't Get It?	p. 115
Using Your New Perspective	p. 116
Beware of Bias	p. 116
"Mind Your Own...Skills"	p. 117
Silently Notice the Skills of Others	p. 117
Avoid Judgment and Certainty	p. 117
The Easy-View Summary	p. 118
Homework: Before, During, and After	p. 120
Before Work	p. 120
During Work	p. 120
After Work	p. 121
Want More?	p. 122
A Bird's Eye View	p. 123
Jim's Story	p. 123
The Bird's Eye View	p. 123
A Still Broader View	p. 124
The Third Person, Revisited	p. 124
Sources of Pain	p. 126
Your Pain: An Exercise	p. 128
Your Critical Few: An Exercise	p. 129
Finding Solutions	p. 130
Interpretation	p. 130
From Interpretation to Action	p. 130
Staying Open	p. 131
Should I Stay or Should I Go?	p. 131
Me Versus My Job	p. 132
Our "Relationship"	p. 132
No Decision: The Best Decision	p. 133
For the Moment	p. 134
Taking the Broadest Perspective	p. 135
Use Emotional Cues	p. 135
Use the Third Person	p. 135
Solve the Right Problem	p. 136
Be Supported	p. 136
In Closing: Steer Your Own Ship	p. 137
Appendix	p. 139
Notes	p. 141
Index	p. 147
Table of Contents provided by Ingram. All Rights Reserved.

Edward G. Muzio is President and CEO of Group Harmonics and a leader in the application of analytical models to enhance group effectiveness. He has started large organizations and small companies, led global initiatives in technology development and employee recruitment, and published papers ranging from manufacturing strategy to individual skills and productivity. As primary developer of his company�s educational suite, he serves as advisor and educator to workers at all levels in companies worldwide.

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Deborah J. Fisher, PhD is a Visiting Research Professor at the University of New Mexico. Dedicated to group productivity and human motivation, her career has included tenure and an endowed chair position at her current institution, and Directorship of the Engineering Management Program at the University of Houston. She has automated organizational learning for the construction industry, created employee development models for Sandia National Laboratories, and educated generations of professionals along the way.

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Erv Thomas, PEis a Program Manager at Intel Corporation. For the past several years he has been responsible for recruiting, mentoring, and developing the top engineering talent in the world. He has dedicated over 30,000 hours of his time to helping professionals and young adults live up to their full potential at work and in life. Additionally, he has been a design engineer, an educator, and the founding director of a non-profit organization where he has spent the majority of his �non-working� time mentoring teens at risk.

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