000			04102cam a22004817i 4500
999			_c106888 _d106888
001			18770289
005			20201023120618.0
008			150903t20152015nyua 001 0 eng d
020			_a9781781257586
035			_a(OCoLC)ocn881436733
040			_aYDXCP _beng _cYDXCP _erda _dBTCTA _dBDX _dOCLCQ _dIEP _dOCLCO _dUOK _dABG _dJP3 _dCDX _dNDS _dVET _dLMR _dOCLCF _dCOH _dOCLCQ _dVP@ _dDLC
042			_alccopycat
050	0	0	_aBF337.B74 _bG65 2015
082	0	4	_a158.7 GOL
100	1		_aGoldsmith, Marshall, _eauthor.
245	1	0	_aTriggers : _bsparking positive change and making it last / _cMarshall Goldsmith and Mark Reiter.
264		1	_aLondon _bProfile books _c[2016]
300			_axix, 268 pages : _billustrations ; _c18 cm
500			_aRs.299/- S02/166 Includes index.
505	0		_aWhy don't we become the person we want to be? The immutable truths of behavioral change -- Belief triggers that stop behavioral change in its tracks -- It's the environment -- Identifying our triggers -- How triggers work -- We are superior planners and inferior doers -- Forecasting the environment -- The wheel of change -- Try. The power of active questions -- The engaging questions -- Daily questions in action -- Planner, doer, and coach -- AIWATT -- More structure, please. We do not get better without structure -- But it has to be the right structure -- Behaving under the influence of depletion -- We need help when we're least likely to get it -- Hourly questions -- The trouble with "good enough" -- Becoming the trigger -- No regrets. The circle of engagement -- The hazard of leading a changeless life.
520			_aExecutive coach and psychologist Marshall Goldsmith discusses the emotional triggers that set off a reaction or a behavior in us that often works to our detriment. Do you find that at times you suddenly become defensive or enraged by an idle comment from a colleague? Or that your temper rises when another car cuts you off in traffic? Your reactions don't occur in a vacuum. They are the result of emotional and psychological triggers that often happen only in specific settings -- at meetings, or in competitive situations, or with a specific person who rubs you the wrong way, or when you feel under particular pressure. Being able to recognize those triggers and understand how the environment affects our behavior is key to controlling our responses and managing others at work and in life. Make no mistake -- change is hard. And the starting point is the willingness to accept help, and the desire to change. Over the course of this book, Marshall explores the power of active questions to get us to take responsibility for our actions -- and our failure to act. Questions such as "Did I do my best to make progress toward my goal?" "Did I work hard at being fully engaged?" He discusses the importance of structure in effecting permanent change. Because, he points out, change is hard, and without a structure to keep us on track, we inevitably relapse and fall back. Filled with stories from Marshall's work with executives and leaders, Triggers shows readers how to achieve meaningful and sustained change that will allow us to open our imaginations and escape the rigidity of binary thinking.
650		0	_aHabit breaking.
650		0	_aBehavior modification.
650		0	_aChange (Psychology)
650		0	_aControl (Psychology)
650		0	_aPriming (Psychology)
650		0	_aPositive psychology.
650		2	_aAdaptation, Psychological.
650		2	_aBehavior Therapy.
650		2	_aEmotions.
650		2	_aGoals.
650		2	_aHabits.
650		2	_aIntention.
650		7	_aBehavior modification. _2fast _0(OCoLC)fst00829918
650		7	_aChange (Psychology) _2fast _0(OCoLC)fst00852062
650		7	_aControl (Psychology) _2fast _0(OCoLC)fst00877062
650		7	_aHabit breaking. _2fast _0(OCoLC)fst00950033
650		7	_aPositive psychology. _2fast _0(OCoLC)fst01200515
650		7	_aPriming (Psychology) _2fast _0(OCoLC)fst01076444
700	1		_aReiter, Mark, _eauthor.
906			_a7 _bcbc _ccopycat _d2 _encip _f20 _gy-gencatlg
942			_2ddc _cBK