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Jingdong book

提问的艺术沃顿商学院写给管理者的提问指南

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提问的艺术沃顿商学院写给管理者的提问指南

Name: 提问的艺术 沃顿商学院写给管理者的提问指南
Brand: Jingdong book
SKU: 3102016051
Price: 32.36 USD
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为什么有些人的提问永远那么恰到好处，而有些人却绞尽脑汁也想不出该问什么？作为一名管理者，怎样提问才能获得极好的答案？如何通过提问驾驭管理工作，让项目步入正轨？
（1）拥有25年管理从业经验的培训师精心打造
特里·费德姆（Terry J. Fadem），是一位经验丰富的管理者，曾在J&L钢铁公司（J&L Steel）、杜邦公司（DuPont）以及众多初创企业担任监管职务。他是管理领域一名活跃的演说家和咨询顾问，其管理案例曾被多本报刊引用和报道。
（2）内容实用，案例知名
书中使用了大量的案例，用以说明管理者如何在实践中更加有效地提问。所用案例均来自作者多年以来的管理和培训实践，具有较强的实用性。
（3）层次分明，语言活泼
作者用生动活泼的语言，用86个条目详细地阐述了管理提问中的问题。你可以从每个条目的论述中收获良多。
无论你是公司的管理者还是即将升入管理岗位的管理“新人”，抑或是对提问技能有着迫切提升需求的专业人士，本书都是一本适合随时翻阅的实用提问手册。

Content Description

为什么有些人的提问永远那么恰到好处，而有些人却绞尽脑汁也想不出该问什么？作为一名管理者，怎样提问才能获得极好的答案？如何通过提问驾驭管理工作，让项目步入正轨？
沃顿商学院麦克技术创新中心核心成员特里?费德姆作为拥有25年管理经验的知名顾问，在《提问的艺术：沃顿商学院写给管理者的提问指南》中告诉我们一个惊人的观点：再知名的提问者也会犯常识性的错误，经验丰富的管理者也会在提问时陷入泥潭。作者试图启发各位管理者用全新的方式去思考“提问”这件事，不用纠结没能掌握所有的答案，只需掌握能问的问题就够了！本书语言风趣，带有原汁原味的美式幽默，穿插作者毕生积累的大量真实案例和感悟，让你轻松领悟实用的提问类型、提问策略，轻松学习“苏格拉底”式批判提问法。
无论你是公司的管理者还是即将升入管理岗位的管理“新人”，抑或是对提问技能有着迫切提升需求的专业人士，本书都是一本适合随时翻阅的实用提问手册。

Author Description

特里·费德姆（Terry J. Fadem），是一位经验丰富的管理者，拥有25年的管理从业经验，曾在J&L钢铁公司（J&L Steel）、杜邦公司（DuPont）以及众多初创企业担任监管职务。他是管理领域一名活跃的演说家和咨询顾问，其管理案例曾被多本报刊引用和报道。
费德姆先生目前在宾夕法尼亚大学医学院（School of Medicine at the University of Pennsylvania）的企业联盟(Corporate Alliances)任管理主任，同时是沃顿商学院麦克技术创新中心（Mack Center for Technological Innovation at the Wharton School）核心团队的成员。此外，费德姆先生还担任医药研究与教育基金会（Biomedical Research and Education Foundation）主席。

Catalogue

开篇故事．公司里的“世纪大审判”//1
引言．提问是一项核心管理技能//9
1 管理过程中有没有一套基本的问题//9
2 提问是高效管理必备的技能//12
3 你的技能行不行//14
4 你问得太多了//17
第一章．常见的错误提问//26
5 什么是“常见的错误提问”//26
6 你有常问的习惯性问题吗//28
7 你的问题是否脱离了情境//30
8 你把答案放到问题里了吗//31
9 摆低姿态：“俺就是个乡巴佬……”//33
10 装腔作势：提问者瞬间变成老大//36
11 “随便”提个问题吗//40
12 用不用“行话”//43
13 回避矛盾：闭上双眼，大象就消失了吗//45
14 无题可问：“墙壁式管理”//48
第二章．那些被忽视的好问题//51
15 问一个愚蠢的问题，我会不会被认为愚蠢//51
16 未被提出的问题：已经知道了答案，还有必要去问吗//52
17 其他人会问的（经验丰富的领导也会问的）//54
18 保留问题：留到下回再问//56
19 我的问题会引发争议，而引发争议的后果很严重//58
20 标准化缺陷//61
第三章．管理技能的误用//63
21 管理技能的谬误和滥用//63
22 你的提问是不是权力的滥用//64
23 有没有哪些问题需要闭口不问//69
第四章．提问进阶//75
24 能提出好问题的人具备什么样的素质//75
25 你为提问做好准备了吗//76
26 提问的目的是什么//79
27 有些词语会比别的词语更重要吗//81
28 哪些才是“恰当”的问题//85
29 我们问的事情都很重要吗//88
30 提出问题的方式：形成自己的风格//90
31 你要强调的是什么//91
32 提高嗓门提问，可以吗//93
33 你提问时的个人风格是什么//96
34 来自领导的问题更重要吗//99
35 作为管理者的你扮演怎样的角色//101
第五章．提问时的符号和信号//105
36 手势和其他身体信号//105
37 眼神交流//108
38 风度、身体语言和面部表情//110
第六章．问题的种类//113
39 直接问题//114
40 间接问题//116
41 开放式问题//117
42 封闭式问题//119
43 无知的问题//121
44 过滤问题//122
45 双重直接问题//123
46 假设问题//124
47 煽动性问题//125
48 夸张性问题//127
49 反省式问题//128
50 诱导性问题//129
51 停顿//130
52 沉默的问题//132
53 一个词的问题//133
54 阐明型问题//135
55 发散性问题//137
56 收敛性问题//138
57 重新定向问题//140
58 消极问题//141
59 二选一问题//143
60 负载问题//144
61 陷阱问题//145
62 有二元答案的封闭式问题//147
63 参考：手头常备问题//148
第七章．提问技能的应用//151
64 你有没有提问计划//151
65 追问和深究//163
66 追问式提问//164
67 深究策略//173
68 管理者有必要控制谈话过程吗//184
69 提问策略：难以回答的问题怎么问//186
70 提出挑战//190
71 引发异议//192
72 如何面对意料之外的答案//197
73 诱导性问题的使用技巧//203
74 探寻问题背后的原因//205
75 希望获得大家的意见吗//207
76 如何来评价新的想法//209
77 提问是自找麻烦吗//211
78 不同的场合，不同的提问策略//213
79 迎接答案吧//216
80 如何应对没有回答的局面//218
81 不要忘记询问“致命缺陷”//220
第八章．倾听//229
82 倾听：不仅是“在听”//229
83 倾听的目的是什么//233
84 避免倾听失误//235
第九章．结语//238
85 苏格拉底罪该当罚吗//238
86 结语和最后的建议//243
尾声 //246
“提问”这项观赏性活动——去哪儿学习和观摩//249

Book Abstract

《提问的艺术沃顿商学院写给管理者的提问指南》：
所以，在险恶的商业世界里，我最终从第一年的惩罚当中生存下来了吗？是的！经过了将近一年每天都做空中飞人的忙忙碌碌，我回到了总部办公室，并得到了一个更好的职位。我打飞的的个人纪录是，在8天当中飞了22次（包括很多短途飞行，而且在每次飞行前，都要忍受度日如年的严格的机场安检）。终于结束那筋疲力尽的一周回到家时，我坐在椅子的一边，倚在厨房的角落里……然后醒过来的时候，已经是9个小时以后了。
是时候做出改变了。
于是我走到经理的办公室，准备发出自己的“最后通牒”：要么重新任命我，要么就让我成为历史吧，此处不留爷，自有留爷处！旅行的机会让我看到了很多市场机遇，所以我明白，即使这个公司不再对我感兴趣了，在其他地方，我照样还是有价值的！但事实证明，我根本没必要提起这个话题。
经理热情地欢迎了我，仿佛我是凯旋的战斗英雄一样，然后，没等我开口，他就主动为我提供了一个新的职位，让我得到了不错的晋升。这让我觉得非常自豪。啊，我是不是仍然很幼稚呢。
当时，我想当然地以为，他们提拔我是由于我工作上的杰出成绩——是那些上司们最终看到了我为工作所做的一切吧！也许他们原谅了一开始我冒险做出的那些事了（冒犯地说实话）。我脑中的这些想象是不是错了呢？当然错了。
我得到晋升的真正原因，是几个月以后，我在赶赴一场商务会议的途中听到的。当时我和一位高级副总裁坐在车上，他聊起了我升职的这件事。
我所不知道的事实是这样的，有一个很重要的客户，那是我们在加州最大的客户，她给我的首席执行官写信，赞美了我一番，并抬举我说，如果没有我的认可，她绝不会买任何产品。她这么说的原因在于，有次我去拜访她为他们检查产品质量问题时，建议她处理掉仓库所有的产品，因为大多数都有损坏。然后，我立刻叫工厂的人把新的货物运了过去。
顾客的感谢信，才是我成功的原因啊。仅此而已。也就是说，晋升确实是我努力工作的结果，但主要还是因为客户给予了很高的评价。我原来的那些上司们跟这件事没什么关系。他告诉我，那些上司确实挺讨厌我的，我可能永远都不能再得到他们的支持了。
他看得出来我有些沮丧。但他继续向我解释道，我曾经做的那些有点冒犯的举动，是在划一条界线，而我站在其中一边——充分考虑公司的最大化利益。
即使冒着被解雇的风险，我也拒绝去另一边。这让核心管理层印象深刻，然后，我被提名“公司可晋升人选”。这并不能保证我以后一定会成功，但它让我对公司产生了积极的看法。
我本来很有可能在团队放弃我以后，在独自走向门外时慢慢丢掉自己的信心，然而，我带着客户对我的信心杀回来了，客户在任何企业里都是最宝贵的资源。
我的新职位是参与一个新项目。这次的不同之处在于，项目仍处在产品开发初期，我并不是到最后阶段才进来。这样可以给我了解整个产品研发线的机会。我很兴奋。
产品经理第二天早晨召集了一个会议。走进会议室时，我听到了一个熟悉的声音，这个声音我已经将近一年没有听到了。
“你还在这儿吗？我记得我让你走了。”制造总监轻蔑地说着，他的视线甚至都没离开他的咖啡。
没有说一个字，我知趣地转身离开了这个房间。
但是我还是没有辞职……只不过这次职位任命，算是泡汤了。
……

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提问的艺术 沃顿商学院写给管理者的提问指南

提问的艺术沃顿商学院写给管理者的提问指南