The Best Place to Work: The Art and Science of Creating an Extraordinary Workplace

The Best Place to Work: The Art and Science of Creating an Extraordinary Workplace

Language: English

Pages: 352

ISBN: 0399165606

Format: PDF / Kindle (mobi) / ePub

For readers of Malcolm Gladwell, Daniel Pink, and Freakonomics, comes a captivating and surprising journey through the science of workplace excellence.
Why do successful companies reward failure? 
What can casinos teach us about building a happy workplace? 
How do you design an office that enhances both attention to detail and creativity?
In The Best Place to Work, award-winning psychologist Ron Friedman, Ph.D. uses the latest research from the fields of motivation, creativity, behavioral economics, neuroscience, and management to reveal what really makes us successful at work. Combining powerful stories with cutting edge findings, Friedman shows leaders at every level how they can use scientifically-proven techniques to promote smarter thinking, greater innovation, and stronger performance.
Among the many surprising insights, Friedman explains how learning to think like a hostage negotiator can help you diffuse a workplace argument, why placing a fish bowl near your desk can elevate your thinking, and how incorporating strategic distractions into your schedule can help you reach smarter decisions. Along the way, the book introduces the inventor who created the cubicle, the president who brought down the world’s most dangerous criminal, and the teenager who single-handedly transformed professional tennis—vivid stories that offer unexpected revelations on achieving workplace excellence.
Brimming with counterintuitive insights and actionable recommendations, The Best Place to Work offers employees and executives alike game-changing advice for working smarter and turning any organization—regardless of its size, budgets, or ambitions—into an extraordinary workplace.

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Peter Glick, “Universal Dimensions of Social Cognition: Warmth and Competence,” Trends in Cognitive Sciences 11, no. 2 (2006): 77–83; Deborah Son Holoien and Susan T. Fiske, “Downplaying Positive Impressions: Compensation Between Warmth and Competence in Impression Management,” Journal of Experimental Social Psychology 49, no. 1 (2013): 33–41. Often turns . . . candidates into outright liars: See John Delery and Michele Kacmar, “The Influence of Applicant and Interviewer Characteristics on the

Chapter 11: What Sports, Politics, and Religion Teach Us About Fostering Pride pride is associated with: See Matthias H. J. Gouthier and Miriam Rhein, “Organizational Pride and Its Positive Effects on Employee Behavior,” Journal of Service Management 22, no. 5 (2011): 633–49; Randy Hodson, “Pride in Task Completion and Organizational Citizenship Behavior: Evidence From the Ethnographic Literature,” Work & Stress 12, no. 4 (1998): 307–21; Tobias Kraemer and Matthias H. J. Gouthier, “How

prospects were looking decidedly grim. But now, after a deal with Bear Stearns had fallen through in the final stages, a new buyer had stepped forward with an aggressive bid. The board had voted to accept, and the timing couldn’t have been better. It was five days before Christmas. “There is a Santa Claus,” Henry gushed to his employees the following afternoon. “But he’s not located in the North Pole, my friends. He’s in Omaha.” Henry’s company had been purchased by Berkshire Hathaway, a

the cause? After all, not every dissatisfied patient resorts to taking their doctor to court. So what separates the families that sue from the families that don’t? To find out, the researchers used an unusual approach. They went right to the source, analyzing nearly four thousand pages of plaintiff depositions that were filed during actual medical malpractice lawsuits. Of particular interest was the way plaintiffs answered a question that appeared near the start of each testimony: Why are you

to restore the conversational balance. Finding it hard not to cut in? Practice mentally counting to two after the other person has finished speaking. Free the “task channel.” Good management involves creating an environment that allows employees to focus on their work. Quieting the relational channel by attending to it from time to time is a valuable tool for getting the most out of the people on your team. If your employees are constantly worried about whether or not they have your respect,

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