43532 Chapters
Medium 9781576759455

Chapter 10: Empowering The Hispanic Employee And An Organization’S Future

Nevaer, Louis Berrett-Koehler Publishers ePub

When I was once interviewed by CNN reporter Louise Schiavone, one producer, without any malice, casually asked me what could be done to keep “them”—Hispanics, Latinos, and Latins—from “taking over” the country. I smiled politely and gave my standard reply: “Go home and get pregnant.” That’s what Vladimir Putin is telling his countrymen: the government will pay ethnic Russians to have more ethnic Russian babies. The only way to “stop” Hispanics from “taking over” is for non-Hispanic Americans to have more non-Hispanic American babies.

What will your organization’s workforce look like a decade from now? Management needs to take a look around and see, precisely, how the demographics of their workplace are changing, and their communities are evolving. A decade down the road, who will have retired or left? A decade from now, when the natural contractions of the business cycle will have long run its course, who currently working will be ready for greater responsibilities? In the years ahead, what demographics are affecting customers, vendors, colleagues, and the community?

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Medium 9781782202011

Chapter Seven: How do we Keep on Keeping on?

Wilson, Jim Karnac Books ePub

In my career to date, I have worked in local authority social work, the voluntary sector, independent private service provision, and in the National Health Service. Therefore, I have had the opportunity to see from the inside of organisations and their functioning from the perspective of a practitioner as well as from the outside, as visiting consultant trainer, or supervisor. These various positions provide different possibilities to contribute, to challenge, and/or feel the power to comply with, the status quo. As a consultant or visiting lecturer, I can try to contribute from the sidelines, so to speak, as adviser, educator, facilitator, and so on, and to encourage exploratory conversations about matters of ethical importance and creativity. These special settings promote reflection and an opportunity to stand back from the daily pressures and demands of practice.

As a practitioner within an organisation, I am an employee and, therefore, bound by contractual agreement that includes paying me a salary. The organisation calls the tune. I am placed in a relationship to others in my immediate work context who influence, and are influenced by, me. These ongoing social relations in the immediate workplace inform how we conduct our affairs and are shaped by perceived power relations and hierarchical arrangements. I can speak up if I am a consultant more easily than as a practitioner on a short-term contract. If I disagree with an idea a colleague has, I cannot simply walk away as one might do as a visiting trainer. We are caught in the mix of ongoing social relations in a more professionally intimate way. As a visiting lecturer or consultant, I still walk away at the end of the day. So, when we discuss what keeps us going and striving to improve our creativity in practice, my views always need tempering with what is possible in any given context.

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Medium 9780946439942

An intimate impression

Riviere, Joan Karnac Books ePub

When I knew Professor Freud in Vienna in 1922, he was aged 65 and more or less at the height of his career. Soon after 1910 the solitary obscurity which had surrounded him and his work for something like 20 years had begun to lessen, while the war neuroses in Europe had generated, both in the medical profession and in the general public, an interest in the psychological approach to such disorders. This had brought his work into the foreground and made his name known. In 1922 he and his followers in Vienna, Berlin and Budapest were fully occupied with teaching and training (first and foremost by analysing them personally) the group of English, American and Swiss physicians, and others, who were taking up the new study of psycho-analysis. A few years later, in 1924, the serious but successful operation on his jaw caused him ill health at times, though it affected only slightly his capacity for work and his speech. He afterwards went about even less than formerly, and the future will probably judge his later work as falling short in various ways of his earlier achievement.

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Medium 9781576752784

Appendix B: For Further Learning

Axelrod, Richard H. Berrett-Koehler Publishers ePub

Richard Beckhard and Rueben T. Harris, Organizational Transitions: Managing Complex Change, Addison-Wesley, 1977. A classic, easy-to-understand book on organizational change.

Geoff Bellman, Getting Things When You Are Not in Charge, Second Edition, Berrett-Koehler, 2000. When involving people, there are plenty of times when you are not in charge. Geoff’s book offers plenty of practical suggestions on how to engage people in work you need to get done.

Peter Block, The Answer to How Is Yes: Acting On What Matters, Berrett-Koehler, 2002. Shows that the most pragmatic way to answer questions is to pursue them deeply.

Terrence E. Deal and M. K. Key, Ph.D., Corporate Celebration: Play, Purpose, and Profit at Work, Berrett-Koehler, 1998. This practical guide for improving morale and performance examines the importance of celebrations and provides clear guidelines for the design of meaningful, top-flight celebrations.

Roger Fisher, William Ury, and Bruce Patton, Getting to Yes, Second Edition, Penguin, 1991. This book is a classic from the Harvard Negotiation Project. We include it here as a primer on how to understand the underlying interests, needs, and wants of folks you’ll be including in your projects. If you can’t connect with people about what they care about, they won’t connect with you about what you care about.

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Medium 9781855756267

The Dream with the Green Box: Links among sources

Barcaro, Umberto Karnac Books ePub

In Section [Palombo's Theory (45)] we discussed the theory of the Memory Cycle advanced by Palombo (1978). As an instance of dreams belonging to a single Memory Cycle, he analysed a set of five dreams reported by a man in his early thirties during a psychoanalytic treatment: two of these dreams were dreamt during the same night (one Tuesday), and the other three during the following Thursday night. Among the manifold complex material presented by Palombo, we only consider two sources that he attributed to the first of these dreams. Actually, he was able to identify them only taking into account the associations with the other dreams, in particular with a dream that he considered as the “correction dream” (see Section [Palombo's Theory (45)]) of the first dream.

In the correction dream, the dreamer was removing from a refrigerator some stuff that had belonged to his father.

Source 1 is given by a conversation that the dreamer had with Mother: she had asked him to look through some of Father's possessions, who had recently died, including ski boots. In the associations, the dreamer comment about this stuff was: “If there is anything left, I will give it away—for heaven's sake, the ski boots from the year two, they looked like hiking boots, not ski boots.”

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