Games At Work: How to Recognize and Reduce Office Politics | by Mauricio Goldstein and Philip Read | 2009 | ISBN: 9780470262009. Professional Management Books. Business Skills Essentials. Political Skills Training.

November 23, 2009 by kutenk
Filed under: Business Books 

Games At Work: How to Recognize and Reduce Office Politics

by Mauricio Goldstein and Philip Read
2009 (256 pages)
ISBN:9780470262009

Filled with real-world examples of games in action, this book is an invaluable resource for those who want to substitute straight talk for games in their organizations and boost productivity, commitment, innovation, and the bottom line.

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Games At Work—How to Recognize and Reduce Office Politics







Foreword
Introduction
The Marginalize Game
Games: An Under-The-Radar Problem
What This Book Will Tell You and How it Will Tell It
Who This Book is for and How to Use It

Chapter 1 – Let the Games Begin
The Theory and Practice of Games
The Traits: Signs and Symptoms that a Game is Being Played
The Names of the Games: What They are, How They’re Played, and Why They’re Harmful
A Range of Attitudes: Game Consciousness

Chapter 2 – Playing to Lose
A Finger-Pointing Environment
The Four Effects of Unmanaged Game Playing
Games—a Dirty Little Corporate Secret
Effect on Specific Leadership Functions and Tasks
Self-Assessment

Chapter 3 – Fertile Ground
Coping Mechanism: A Response to Uncertainty
Internal and External Factors Foster Game Playing
Portrait of a Game-Playing Team
Assess the Impact of Trends and Events on Your Group’s Games

Chapter 4 – Eyes Wide Shut
Four Reasons Not to Confront Games
Why aren’t You Confronting Games at Work?
Bad Reasons, Good Excuses: Challenge Your Assumptions

Chapter 5 – An Eye-Opening Experience
Sleeping Beauty: A Trance-Like State
Warning Signs: Interpreting What Game Players in a Trance are Really Saying
Feeling Alarmed
Seizing the Opportunity: Accepting and Moving Forward

Chapter 6 – Count Me Out
Needs, Anxiety, and Choice
To Play or Not to Play: That is the Question
To Play: Opportunistic, Rationalizing, Internalizing
Not to Play: Exit or Choose Intimacy
A Choice You Make from Your Gut as Much as from Your Mind
Getting Ready for the Choice: Authenticity and Courage

Chapter 7 – Game, Interrupted
Positive and Negative Forces: Increase One, Decrease the Other
Interrupting: Knowing the Points Where you can Intervene
The Steps for Interrupting a Game
The Steps Toward Open and Ongoing Dialogue

Chapter 8 – Interconnections
Overview
The Invisible Links Between Connected Games
Identifying Your Game Ecology
A Diagnostic for the Game-Playing Aspect of a Culture
Organizational Games DNA

Chapter 9 – The Challenge of Change
A Dual Negative Impact
Anatomy of a Change: An Example of Games DNA in Action
Overcoming Games DNA and Inertia
A Games-Conscious Model of Transformation


Chapter 10 – Games at the Top
Why CEOs Play Games
A More Pragmatic Approach
A New CEO Responsibility: Maintaining a Low-Game Environment

Chapter 11 – A Sustainable Goal
The Evolution of Composite Corporation
Five Principles to Keep in Mind


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