000			03129cam a2200361 i 4500
001			on1008774201
003			OCoLC
005			20180722230400.0
008			171020s2018 maua b 001 0 eng c
010			_a 2017044304
040			_aMH/DLC _beng _erda _cDLC _dBDX _dOCLCO _dOCLCF _dIGA _dYDX _dINO _dYDX _dOCLCO _dNFG
020			_a9781633694255 _qhardcover
020			_a1633694259 _qhardcover
035			_a(OCoLC)1008774201
042			_apcc
092			_a658.314 _bC115
049			_aNFGA
100	1		_aCable, Daniel M. _q(Daniel Merle), _eauthor. _9359121
245	1	0	_aAlive at work : _bthe neuroscience of helping your people love what they do / _cDaniel M. Cable.
264		1	_aBoston, Massachusetts : _bHarvard Business Review Press, _c[2018]
300			_aviii, 203 pages : _billustrations ; _c25 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
504			_aIncludes bibliographical references (pages 175-186) and index.
520			_aWe've all seen the oft-cited Gallup poll that reports that an alarming majority of the workforce is disengaged and unmotivated. In Alive at Work, social psychologist Dan Cable argues that the reason for all the unhappiness is biological: organizations, in an effort to routinize work and establish clear-cut performance metrics, are suppressing what neuroscientists call our Seeking Systems, the part of our brain that craves exploration and learning. The good news is that organizations can activate our Seeking Systems, and, as Cable explains, it doesn't take extensive overhauls to their cultures to do so. With small changes, managers and supervisors can make meaningful impacts on our lives and restore our zest for work. For instance, the book reveals: how new hires exhibited their best traits and were less likely to quit in the future after sharing stories about themselves during on-boarding seminars, how Italian factory workers reduced their anxiety about a new process by playing with Legos, how employees at Make-A-Wish reduced burnout by crafting their own job titles. Filled with real-life examples from the author's own research and consulting, Alive at Work equips managers--and anyone looking to find more joy in their nine-to-five existence--with the guidance to maximize the curiosity and passion that lives within themselves and others.-- _cProvided by publisher.
505	0		_aPart I. The seeking system: Introduction: our organizations are letting us down -- The way things ought to be -- The way things are -- and how to make them better -- Part II. Self expression: Encouraging people to bring their best selves to work -- Promoting self-expression -- Part III. Experimentation: Encouraging serious play -- Expanding on freedom and creativity -- Humble leadership and employees' seeking systems -- Part IV. Purpose: Helping employees see the impact of their work -- Creating narratives about purpose.
650		0	_aEmployee motivation. _952710
650		0	_aInterest (Psychology) _9359122
650		0	_aManagement. _93735
650		0	_aWork environment. _988192
994			_aC0 _bNFG
999			_c273653 _d273653