Найти книгу: "Knowing Otherwise"

Prejudice is often not a conscious attitude: because of ingrained habits in relating to the world, one may act in prejudiced ways toward others without explicitly understanding the meaning of one’s actions. Similarly, one may know how to do certain things, like ride a bicycle, without being able to articulate in words what that knowledge is. These are examples of what Alexis Shotwell discusses in Knowing Otherwise as phenomena of “implicit understanding.” Presenting a systematic analysis of this concept, she highlights how this kind of understanding may be used to ground positive political and social change, such as combating racism in its less overt and more deep-rooted forms.
Shotwell begins by distinguishing four basic types of implicit understanding: nonpropositional, skill-based, or practical knowledge; embodied knowledge; potentially propositional knowledge; and affective knowledge. She then develops the notion of a racialized and gendered “common sense,” drawing on Gramsci and critical race theorists, and clarifies the idea of embodied knowledge by showing how it operates in the realm of aesthetics. She also examines the role that both negative affects, like shame, and positive affects, like sympathy, can play in moving us away from racism and toward political solidarity and social justice. Finally, Shotwell looks at the politicized experience of one’s body in feminist and transgender theories of liberation in order to elucidate the role of situated sensuous knowledge in bringing about social change and political transformation.

Steel your team against the unexpected by planning for uncertainty Extraordinary Outcomes presents an innovative approach to thinking and planning, giving leaders a playbook for dealing with uncertainty. Written by internationally recognized authorities on problem solving and creativity in organizations, this book provides an alternative outlook on business strategy and people management for leaders navigating uncertain waters, where the future is anything but guaranteed. The framework is the result of research in multiple fields and the authors' experiences with individuals, teams, and organizations, with examples from real-world situations that illustrate the concepts and dynamics at work to give readers deeper insight. The focus is on conquering uncertainty – eliminating it where possible, reducing it where it can be reduced, and embracing it when it's inevitable. Traditional ways of thinking and planning do not work in the face of an uncertain future. Frequently there are just no guarantees, nothing written in stone, and even a fortune-teller couldn't accurately predict the outcome. Extraordinary Outcomes helps leaders prepare for that, with strategies geared toward preparedness and embracing uncertainty. Learn why skills and talent are only two pieces of a bigger puzzle Discover how to better galvanize the team, and keep them motivated long-term Connect to a purpose that inspires enthusiastic engagement Conquer uncertainty, and develop a strategy for dealing with mistakes No one likes to be caught off guard, and the consequences can be severe at the organizational level. Leaders can't be psychic, but they can plan for possible outcomes and always have a solution at the ready. For those who like to have an answer for everything, Extraordinary Outcomes provides a roadmap toward an uncertainty-proof strategy for doing business.

Many leaders are unaware of the amazing power of questions. Our conversations may be full of requests and demands, but all too often we are not asking for honest and informative answers, and we don’t know how to listen effectively to responses. When leaders start encouraging questions from their teams, however, they begin to see amazing results. Knowing the right questions to ask—and the right way to listen—will give any leader the skills to perform well in any situation, effectively communicate a vision to the team, and achieve lasting success across the organization. Thoroughly revised and updated, Leading with Questions will help you encourage participation and teamwork, foster outside-the-box thinking, empower others, build relationships with customers, solve problems, and more. Michael Marquardt reveals how to determine which questions will lead to solutions to even the most challenging issues. He outlines specific techniques of active listening and follow-up, and helps you understand how questions can improve the way you work with individuals, teams, and organizations. This new edition of Leading with Questions draws on interviews with thirty leaders, including eight whose stories are new to this edition. These interviews tell stories from a range of countries, including Singapore, Guyana, Korea, and Switzerland, and feature case studies from prominent firms such as DuPont, Alcoa, Novartis, and Cargill. A new chapter on problem-solving will help you apply questions to your toughest situations as a leader, and a new “Questions for Reflection” section at the end of each chapter will help you bring Marquardt’s message into all of your work as a leader. Now more than ever, Leading with Questions is the definitive guide for becoming a stronger leader by identifying—and asking—the right questions.

Ken Fisher explains what the competition doesn't know From investment expert and long-time Forbes columnist Ken Fisher comes the Second Edition of The Only Three Questions That Count. Most investors know the only way to consistently beat the markets is by knowing things others don't. But how can investors consistently find unique information in an increasingly interconnected world? In this book, Ken Fisher shows investors how they can find more usable information and improve their investing success rate—by answering just three questions. Packed with more than 100 visuals and practical advice, The Only Three Questions That Count is an entertaining and educational guide to the markets. But it also provides a useable framework investors can use now and for the rest of their investing careers. CNBC's Mad Money host and money manager James J. Cramer says the book «may be the single best thing you could do this year to make yourself a better investor» Steve Forbes says, «Investors will find this brilliant book an eye-opening, capital-gains producing experience» The key to improving investing results is daring to challenge yourself and whatever you believe to be true, and Ken Fisher explains how in his own inimitable style.