Humans have been choice-makers since the days when hunter-gatherers had to decide when to hunt and what to gather. Making choices is what humans do. But individuals feel more personal autonomy and power to choose today than ever before in human history. In Choosing Change, author Peter Coutts explores theories, ideas, and terms that are most pertinent for leaders who desire to encourage congregational change. He then offers detailed guidance for congregational leaders who want to be motivational leaders.
Humans have been choice-makers since the days when hunter-gatherers had to decide when to hunt and what to gather. Making choices is what humans do. But individuals feel more personal autonomy and power to choose today than ever before in human history. In Choosing Change, author Peter Coutts explores theories, ideas, and terms that are most pertinent for leaders who desire to encourage congregational change. He then offers detailed guidance for congregational leaders who want to be motivational leaders.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Dr Peter Coutts is an Australian archaeologist, now retired, with a special interest in the economic and social history of Irish Quakers. He was motivated to write this book when he discovered his own family had Quaker origins on his mother's side. As he delved further into his family history he was pleasantly surprised to find that he was related to a truly extraordinary family who have and continue to leave their imprint on society at large. Dr Coutts was the foundation Director of the Victoria Archaeological Survey and when he retired in 1986, Honorary Senior Research Fellow in the History Department of LaTrobe University, Victoria, Australia. He is an economic prehistorian, author of a wide range of books and articles that deal with a diversity of subjects mainly, but not confined to, prehistory and historical archaeology in Australia, New Zealand and the Philippines.
Inhaltsangabe
Foreword Acknowledgments Part I: An Introduction to Motivation Theory Chapter 1: What Is Motivation and Why Is It Important? Chapter 2: Stewardship and Hope at Work: The Origins of Motivation Chapter 3: Trust at Work: The Moderation of Motivation Chapter 4: Motivation-Based Change: Leading with People in Mind Part II: The Practice of Motivation Leadership Chapter 5: Preparing the Congregation: The Readiness for Change Step Chapter 6: Encouraging Attitude Change: The Discovery Step Chapter 7: Developing the Change Story Together: The Dialogue Step Chapter 8: Crafting and Sharing the Change Message: The Deliberation Step Chapter 9: Dealing with Dissent: Rethinking Resistance to Change Chapter 10: Planning with Motivation in Mind: The Deployment Step Afterword Notes Index
Foreword Acknowledgments Part I: An Introduction to Motivation Theory Chapter 1: What Is Motivation and Why Is It Important? Chapter 2: Stewardship and Hope at Work: The Origins of Motivation Chapter 3: Trust at Work: The Moderation of Motivation Chapter 4: Motivation-Based Change: Leading with People in Mind Part II: The Practice of Motivation Leadership Chapter 5: Preparing the Congregation: The Readiness for Change Step Chapter 6: Encouraging Attitude Change: The Discovery Step Chapter 7: Developing the Change Story Together: The Dialogue Step Chapter 8: Crafting and Sharing the Change Message: The Deliberation Step Chapter 9: Dealing with Dissent: Rethinking Resistance to Change Chapter 10: Planning with Motivation in Mind: The Deployment Step Afterword Notes Index
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