MARC record from Internet Archive

LEADER: 06317cam 2200949Ii 4500
001 ocn881436733
003 OCoLC
005 20210615194613.0
008 140616t20152015nyua 001 0 eng d
007 ta
010 $a 2015460437
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019 $a908278131$a909320716$a936158462
020 $a9780804141239$q(hardback)
020 $a0804141231$q(hardback)
020 $z9780804141246$q(ebook)
035 $a(OCoLC)881436733$z(OCoLC)908278131$z(OCoLC)909320716$z(OCoLC)936158462
037 $bRandom House Inc, Attn Order Entry 400 Hahn rd, Westminster, MD, USA, 21157$nSAN 201-3975
050 14 $aBF335$b.G599 2015b
050 14 $aBF337.B74$bG65 2015
060 4 $aBF 335$bG624t 2015
082 04 $a155.2/4$223
084 $aB848.4$2clc
100 1 $aGoldsmith, Marshall,$eauthor.
245 10 $aTriggers :$bcreating behavior that lasts-- becoming the person you want to be /$cMarshall Goldsmith and Mark Reiter.
250 $aFirst edition.
264 1 $aNew York :$bCrown Business,$c[2015]
264 4 $c©2015
300 $axix, 244 pages :$billustrations ;$c22 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
500 $aIncludes index.
505 0 $aPart I. Why 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 -- Part II. Try : The power of active questions -- The engaging questions -- Daily questions in action -- Planner, doer, and coach -- AIWATT -- Part III. 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 -- Part IV. 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 $aAdjustment (Psychology)
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.$2cct
650 7 $aChange (Psychology)$2cct
650 7 $aControl (Psychology)$2cct
650 7 $aHabit breaking.$2cct
650 7 $aPositive psychology.$2cct
650 7 $aPriming (Psychology)$2cct
650 7 $aAdjustment (Psychology)$2fast$0(OCoLC)fst00796680
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
650 7 $aAdjustment (Psychology)$2nli
650 7 $aHabit breaking.$2nli
650 7 $aBehavior modification.$2nli
650 7 $aChange (Psychology)$2nli
650 7 $aControl (Psychology)$2nli
650 7 $aPriming (Psychology)$2nli
650 7 $aPositive psychology.$2nli
655 4 $aNonfiction
700 1 $aReiter, Mark,$eauthor.
856 42 $uhttp://books.google.com/books?vid=isbn9780804141239$zAdditional Information at Google Books
938 $aBrodart$bBROD$n109637208
938 $aBaker and Taylor$bBTCP$nBK0015138316
938 $aCoutts Information Services$bCOUT$n28504307
938 $aYBP Library Services$bYANK$n11861497
938 $aYBP Library Services$bYANK$n8757503
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994 $aZ0$bP4A
948 $hHELD BY P4A - 1192 OTHER HOLDINGS