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The rating – what does it mean?
At couchsurfingcook.com, we summarize books* that help people understand the world and make it better. Whatever we select for our library has to excel in one or the other of these two core criteria:
Enlightening – You’ll learn things that will inform and improve your decisions.
Helpful – You’ll take-away practical advice that will help you get better at what you do.
We rate each piece of content on a scale of 1–10 with regard to these two core criteria. Our rating helps you sort the titles on your reading list from solid (5) to brilliant (10). Books we rate below 5 won’t be summarized. Here"s what the ratings mean:
10 – Brilliant. A helpful and/or enlightening book that, in addition to meeting the highest standards in all pertinent aspects, stands out even among the best. Often an instant classic and must-read for everyone. 9 – Superb. A helpful and/or enlightening book that is extremely well rounded, has many strengths and no shortcomings worth mentioning. 8 – Very good. A helpful and/or enlightening book that has a substantial number of outstanding qualities without excelling across the board, e.g. presents the latest findings in a topical field and is written by a renowned expert but lacks a bit in style.7 – Good. A helpful and/or enlightening book that combines two or more noteworthy strengths, e.g. contains uncommonly novel ideas and presents them in an engaging manner.6 – Notable. A helpful and/or enlightening book that stands out by at least one aspect, e.g. is particularly well structured. 5 – Solid. A helpful and/or enlightening book, in spite of its obvious shortcomings. For instance, it may offer decent advice in some areas while being repetitive or unremarkable in others.
*couchsurfingcook.com is summarizing much more than books. We look at every kind of content that may matter to our audience: books, but also articles, reports, videos and podcasts. What we say here about books applies to all formats we cover.
While the rating tells you how good a book is according to our two core criteria, it says nothing about its particular defining features. Therefore, we use a set of 20 qualities to characterize each book by its strengths:
Applicable – You’ll get advice that can be directly applied in the workplace or in everyday situations.Analytical – You’ll understand the inner workings of the subject matter.Background – You’ll get contextual knowledge as a frame for informed action or analysis.Bold – You’ll find arguments that may break with predominant views.Comprehensive – You’ll find every aspect of the subject matter covered. Concrete Examples – You’ll get practical advice illustrated with examples of real-world applications or anecdotes.Controversial – You’ll be confronted with strongly debated opinions.Eloquent – You’ll enjoy a masterfully written or presented text.Engaging – You’ll read or watch this all the way through the end.Eye opening – You’ll be offered highly surprising insights.For beginners – You’ll find this to be a good primer if you’re a learner with little or no prior experience/knowledge.For experts – You’ll get the higher-level knowledge/instructions you need as an expert.Hot Topic – You’ll find yourself in the middle of a highly debated issue.Innovative – You can expect some truly fresh ideas and insights on brand-new products or trends.Insider’s take – You’ll have the privilege of learning from someone who knows her or his topic inside-out.Inspiring – You’ll want to put into practice what you’ve read immediately.Overview – You’ll get a broad treatment of the subject matter, mentioning all its major aspects.Scientific – You’ll get facts and figures grounded in scientific research.Visionary – You’ll get a glimpse of the future and what it might mean for you.Well structured – You’ll find this to be particularly well organized to support its reception or application.
It’s your first day on your new job, and you’re meeting your new colleagues. You shake hands, make eye contact and offer a pleasant smile. But for some reason, you instinctively don’t like one or two people; they make you uncomfortable. How is it possible to judge people whose names you don’t even know? Therapist and relationship expert Sylvia Lafair believes that the seeds of workplace conflict are rooted in your family background. She posits that the behaviors modeled in your childhood and your relationship with your family members create subliminal expectations that you subconsciously project onto others, including strangers. Lafair suggests that understanding your upbringing is the linchpin to avoiding and resolving workplace conflict. The author offers profound, detailed insight into the psychological dynamics that govern interpersonal relationships. Recognizing your family patterns is just the first step, though; the real work lies in your willingness to change your behavior. Though Lafair’s approach may not resonate with everyone, couchsurfingcook.com recommends her book to managers and employees who wish to avoid perpetuating destructive cycles of workplace conflict.
About the Author
SylviaLafair, a former family therapist, is president of Creative Energy Options, Inc., a consulting firm that addresses conflict resolution and leadership issues.
A Common Affliction
There’s no doubt that conflict in the workplace is a major issue. Studies show that executives devote a significant portion of their work week to dealing with personality conflicts among staffers. At the same time, workers are spending more money treating stress-related health issues linked to dysfunctional work environments. The American Management Association found that employees spend one-quarter of their time, about two hours a day, engaged in petty disagreements with co-workers.
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Difficult economic conditions, technology that depersonalizes communication and the influx of a new generation of workers with different attitudes all contribute to increased negativity and hostility in the workplace. But ultimately, job conflicts trace back to the behavioral patterns and psychological influences that people experience in their upbringing. Even in relatively healthy families, members take on certain “invisible roles,” such as the “good girl,” the “smart one” or the “lazy one.” People attain a certain level of comfort with their familial roles and carry those patterns – particularly the destructive ones – into the workplace. For example, former Tyco...