- Taschenbuch: 416 Seiten
- Verlag: Arrow (6. September 2007)
- Sprache: Englisch
- ISBN-10: 0099464926
- ISBN-13: 978-0099464921
- Größe und/oder Gewicht: 19,6 x 12,7 x 2,8 cm
- Durchschnittliche Kundenbewertung: 2 Kundenrezensionen
- Amazon Bestseller-Rang: Nr. 5.512 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
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Social Intelligence: The New Science of Human Relationships (Englisch) Taschenbuch – 31. Juli 2007
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The New Science of Human Relationships
From the author of the bestselling "Emotional Intelligence", this brings readers a radically different way of thinking about themselves and their world. In it, Goleman reveals that we are 'wired to connect' and that our encounters with others shape our brains, cells and genes. 'There is a great deal in Goleman's book to interest and inform the general reader' "New Scientist"
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Es mag sein, dass dieses Buch trotzdem anderen Lesern gefällt, aber Einblicke in eine Wissenschaft, wie der Untertitel verspricht, findet man in diesem Buch viel zu selten.
The book explains how social intelligence develops and its impact. Many of the examples will be familiar to readers of Gladwell's "Blink", since many of the experiments described there are viewed from another perspective. Much of the research reported stems from the medical, educational and correctional fields, giving food for thought about how (in-)effectively society is organised. For example, research shows the positive effect on a partient's well-being that a doctor has by entering into an "I-You" rather than an "I-It" relationship, i.e. treating them as a person. A couple of days after reading about this, a friend of mine was told in an off-the-cuff remark that her husband's tumour was malignant rather then benign. Very "I-It".
The book doesn't spend too much time on leadership (roughly pp 275-281). What it has to say gives food for thought. Three points to focus on:
1. Many leadership theories are based on the idea that people pay more attention to that the most powerful person does an says. Goleman reports research and anecdotes that show how a leader's emotional state is infectious. One study reported that the team's effectiveness and performance correlates to the team leader's mood. Even worse, a boss in a bad mood leads to panicked efforts to please them, resulting often in poor decisions and strategy selection.
2. Employees more easily recall, and in more detail, negative interactions with a boss than positive ones. Thus it's easier to spread demotivation. If only for business reasons, it makes sense for a leader to react with empathy rather than indifference.
3. People feel secure around bosses who are trustworthy, empathic and connected, who make them feel calm, appreciated and inspired. Thus it is necessary the leaders learn how to shield their staff and buffer the pressure that comes from above in the organisation. This needs to be balanced against aneed to help people grow and take on more challenges, which is easier to do in a secure environment.
Goleman offers a challenge to leaders everywhere - good leaders will do well to take it up.
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Drawing on numerous studies, Goleman examines how our brains are wired for altruism, compassion, concern and rapport. The skills of social intelligence include the social awareness of empathy, listening, and social cognition. He demonstrates how the power of social interaction influences mood and brain chemistry and discusses the "toxicity" of insult and unpleasant social experience and the positive effects of neurochemicals that are released in loving relationships and caregiving.
He shows how social sensitivity and wisdom can profoundly reshape conflicts. In one encounter in Iraq, a quick-witted U.S. commander turned a Muslim mob's threats into laughter when he ordered his soldiers to kneel, lower rifles and smile - averting a potentially fatal clash. Given our socially reactive brains, we must "be wise," he says, and be aware of the ways that our moods influence the biology of each life we touch.