By Donna M. Stringer
In 52 actions for Exploring Values Differences, Donna Stringer and Patricia Cassiday have written and tailored sounds, ready-to-use actions for settings the place the exploration of values alterations is useful: the place of work, the study room, company variety education, foreign staff improvement workshops, clash administration and others.
The actions hide a huge spectrum for the numerous wishes of boots and academics: those that like hands-on, functional yet low-risk actions; those that want experimental actions; and people who examine top in the event that they can consider principles. The authors' "Classification of actions" on the entrance of the e-book is helping clients select actions which are applicable for his or her wishes in keeping with chance point, time required, context (work, own or common) and crew (individual, group, association, family variety or multinational). The instructions for the actions are effortless to keep on with, and the worksheets and handouts could be photocopied to be used.
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Extra info for 52 Activities for Exploring Values Differences
8. a. b. 9. a. b. 10. a. b. Age is to be respected. Young people understand the future. It is important to discuss conflicts directly, the sooner the better. It is best to deal with conflict in a way that does not cause discomfort or embarrassment. There is so much to be learned from the past. Following tradition gives us stability and a sense of direction. The world is moving at a faster and faster pace. Only those who can be flexible will be the leaders of tomorrow. The true sign of an adult is the ability to stand up for oneself and be truly independent.
Chapter 14: What Do Others See? 45 46 Chapter 14: What Do Others See? 3. What values affected the way you responded to this activity? What values did you hear spoken of or hinted at during the small-group discussion? 4. What did you learn? 5. How can you apply information from this experience to your everyday life? Debriefing Conclusions 1. Cultural values influence our interpretation of behavior. 2. The broader a person's experience with a culture, the more accurate—and less stereotyped—his or her perceptions can be.
The main reason for having a hierarchical structure is so that everyone knows who has authority over whom. ) Denmark 54 35 France 219 45 Germany 72 24 Great Britain 190 38 Italy 32 50 Netherlands 42 38 Sweden 50 26 Switzerland 63 25 United States 50 18 3. The manager of tomorrow will need to be primarily a negotiator. ) Denmark 54 63 France 219 86 Germany 72 52 Great Britain 190 61 Italy 32 66 Netherlands 42 71 Sweden 50 66 Switzerland 63 41 United States 50 50 4. Most managers would achieve better results if their roles were less precisely defined.