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Every organization has its share of political drama : Personalities clash. Agendas compete. Turf wars erupt. But you need to work productively with your colleagues - even difficult ones - for the good of your organization and your career. How can you do that without compromising your personal values ? By acknowledging that power dynamics and unwritten rules exist - and navigating them constructively.

OFFICE POLITICS --- ORGANIZATIONAL BEHAVIOR

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The author explains why some employees are considered Impact Players, what they do differently to become irreplaceable, and how others can emulate them and make teams more productive.

EMPLOYEE MOTIVATION --- PERFORMANCE --- ORGANIZATIONAL EFFECTIVENESS --- ORGANIZATIONAL BEHAVIOR

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Connaissez-vous les "opérations d'influence", ces procédés de manipulation à grande échelle qui permettent d'influer sur l'opinion publique et de modifier le comportement des individus. Quelles soient menées à des fins politiques ou militaires pour affaiblir l'adversaire, qu'elles visent des populations locales ou des opinions publiques étrangères, elles défraient la chronique. Lors de la guerre civile ukrainienne, au cours de l'affrontement entre Kiev (Kyiv) et les séparatistes à l'Est du pays, les cyberattaques y ont été d'une telle ampleur, que l'OTAN a qualifié la zone de laboratoire à ciel ouvert pour ces entreprises de manipulation par l'information à grande échelle. Véritable plongée au cœur de ces opérations, l'auteur nous offre la synthèse passionnante de son travail de terrain. Elle pénètre dans les arcanes de ces opérations, analyse les modes opératoires et décortique les causes de leur redoutable efficacité, jusque dans la vie économique. L'ouvrage démontre ainsi l'impact de ces opérations, dont nous sommes les acteurs par le biais des réseaux sociaux, sur la pérennité de certains organismes et la santé des individus. Enfin, l'auteur propose une lecture de l'aspect informationnel accompagnant les premières semaines de l'invasion russe en Ukraine débutée le 24 février 2022.

MANIPULATIVE BEHAVIOR --- INFLUENCE (PSYCHOLOGY) --- DISINFORMATION--RUSSIA (FEDERATION) --- INFORMATION TECHNOLOGY --- UKRAINE

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Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don't pretend to have the right answers. We stay curious and ask the right questions. We don't see power as finite and hoard it. We know that power becomes infinite when we share it with others. We don't avoid difficult conversations and situations. We lean into vulnerability when it's necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we're choosing not to invest in developing the hearts and minds of leaders at the exact same time as we're scrambling to figure out what we have to offer that machines and artificial intelligence can't do better and faster. What can we do better? Empathy, connection, and courage, to start. Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture?

Leadership. --- Leadership --- Business --- Commerce --- Health Behavior --- Leidinggeven --- Health-Related Behavior --- Behavior, Health --- Behavior, Health-Related --- Behaviors, Health --- Behaviors, Health-Related --- Health Behaviors --- Health Related Behavior --- Health-Related Behaviors --- Healthy Lifestyle --- Health Promotion --- Life Style --- Commercial Sector --- Prices --- Sales --- Vendors --- Businesses --- Commerces --- Commercial Sectors --- Price --- Sale --- Sector, Commercial --- Sectors, Commercial --- Vendor --- Industry --- Ethics, Business --- Influentials --- Trade --- Economics --- Management --- Industrial management --- Ability --- Command of troops --- Followership --- LEADERSHIP

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How do ordinary people, neither pacifists nor peace activists, come to decide collectively to eschew violent conflict and then develop strategies for maintaining their region as a nonwar area despite myriad pressures to the contrary? Mary Anderson and Marshall Wallace analyze the experiences of thirteen nonwar communities that made conscious and effective choices not to engage in the fighting that surrounded them. Tracing the steps that these communities took, the strategies that evolved in each setting in response to local circumstances, the authors find lessons, as well, with broader relevance for international efforts to prevent violent conflict.

Polemology --- Violence --- Pacifism --- Violent behavior --- Prevention --- #SBIB:327.5H20 --- Vredesonderzoek: algemeen --- Peace --- Sociology, Military --- Evil, Non-resistance to --- Nonviolence --- Social psychology