Breaking the Fear Barrier 英文原版 下载 pdf 电子版 epub 免费 txt 2025

　　This book takes the reader through a journey of how fear of

loss progressively creates barriers and bureaucracy that inevitably

cause companies to fail, and what leaders needs to do to overcome

these seemingly impenetrable walls. The greatest threat to an

organisation's success is not always the competition. Often, it is

what a company does to itself. Because of fear, companies become

plagued with barriers and bureaucracy that limit success, crush

employees, and infuse frustration and a sense of futility across

the enterprise. It starts with a narrowing of focus, which leads to

the first level of bureaucracy: parochialism. Parochialism exists

when managers and departments begin to view the world through the

filter of their own little silo, and build walls make of rules and

policies to protect their turf. As businesses grow and become more

complex, the second level of bureaucracy is reached:

territorialism. While parochialism is about protecting a department

from outsiders, territorialism is about controlling those inside

the silo. The third and final level of bureaucracy is empire

building, which is a response to perceived threats to a

department's ability to be self-sufficient. These barriers cost

organizations a fortune in inefficiency, turnover, waste, and

demoralization. Tearing down these barriers is difficult, but it

can be done. Parochialism can be eliminated by resetting rules and

policies, and refocusing on the ultimate mission of the

organization. Territorialism can be eliminated by creating true

empowerment, along with appropriate levels of accountability.

Empire building can be addressed through shared goals and a set of

guiding principles to help act as a referee in decision making. But

that's not enough. Managers must also create a culture of courage,

to enable employees to take advantage of these new freedoms and

accountabilities. Courage killers must be rooted out, and dealt

with swiftly and strongly. Finally, leadership must refocus on

mission success rather than just checking off their part of the

process, manage reference points, and engage employees. By doing

all of these things, an organization can become fearless, and

unstoppable.

INTRODUCTION

GLOSSARY

Chapter One: FEAR OF LOSS

 Joe's Fall From Grace

Chapter Two: PAROCHIALISM

Chapter Three: TERRITORIALISM

Chapter Four: EMPIRE BUILDING

Chapter Five: THE COST OF FEAR

Chapter Six: OVERCOMING PAROCHIALISM

Chapter Seven: OVERCOMING TERRITORIALISM

Chapter Eight: OVERCOMING EMPIRE BUILDING

Chapter Nine: COURAGE ENABLERS

Chapter Ten: BEWARE OF COURAGE KILLERS

Chapter Eleven: THE LEADERSHIP IMPERATIVE

Chapter Twelve: THE FEARLESS COMPANY

 Joe's Redemption

ACKNOWLEDGEMENTS

REFERENCES

　　Tom Rieger is a Senior Practice Expert with Gallup Inc. He is

an expert in identifying and correcting barriers to success, both

for companies and societies. Rieger has built a number of

frameworks that apply behavioral economic principles to a variety

of complex problems, across both boardrooms and battlefields. Tom

received an MS in Industrial Administration from Carnegie-Mellon in

1986.

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　　From Barnes & Noble In the age of information, corporate

managers watch the competition so intently that they often ignore

the self-sabotage that they are helping create. Tom Rieger's

Breaking the Fear Barrier exposes a destructive process that begins

with a narrowing of focus, a growing parochialism, and a

balkanization that replaces creativity with mistrust. This is a

book that climbs out of the corporate thinking box to ask new

questions and present fresh solutions.

书籍介绍

This book takes the reader through a journey of how fear of loss progressively creates barriers and bureaucracy that inevitably cause companies to fail, and what leaders needs to do to overcome these seemingly impenetrable walls. The greatest threat to an organisation's success is not always the competition. Often, it is what a company does to itself. Because of fear, companies become plagued with barriers and bureaucracy that limit success, crush employees, and infuse frustration and a sense of futility across the enterprise. It starts with a narrowing of focus, which leads to the first level of bureaucracy: parochialism. Parochialism exists when managers and departments begin to view the world through the filter of their own little silo, and build walls make of rules and policies to protect their turf. As businesses grow and become more complex, the second level of bureaucracy is reached: territorialism. While parochialism is about protecting a department from outsiders, territorialism is about controlling those inside the silo. The third and final level of bureaucracy is empire building, which is a response to perceived threats to a department's ability to be self-sufficient. These barriers cost organizations a fortune in inefficiency, turnover, waste, and demoralization. Tearing down these barriers is difficult, but it can be done. Parochialism can be eliminated by resetting rules and policies, and refocusing on the ultimate mission of the organization. Territorialism can be eliminated by creating true empowerment, along with appropriate levels of accountability. Empire building can be addressed through shared goals and a set of guiding principles to help act as a referee in decision making. But that's not enough. Managers must also create a culture of courage, to enable employees to take advantage of these new freedoms and accountabilities. Courage killers must be rooted out, and dealt with swiftly and strongly. Finally, leadership must refocus on mission success rather than just checking off their part of the process, manage reference points, and engage employees. By doing all of these things, an organization can become fearless, and unstoppable.

• 作者：宇昂OnTheGo 发布时间：2022-01-03 15:24:43

  London gentlemen strode, whereas the coal miners from Wales dropped their heads.

• 作者：马克图伯 发布时间：2022-01-19 01:27:16

  写得挺不错的，ood入门轻松读物。用了大量类比，讲了23种设计模板，很好懂，想认真学点ood了。

• 作者：6junchi 发布时间：2022-03-25 23:53:25

  第一本原文书

• 作者：孤竹 发布时间：2021-02-19 14:40:32

  读第一篇《哲学学习论》，有点失望，作者是把马克思主义哲学的内容，而且是书本上的条条框框，生搬硬套到会计上去，还能讲到会计人员的人生观，真是太牛X了。

  我是想看关于会计本身是如何产生、如何发展的哲学，是关于会计最基本原理的哲学，不是拿马哲去完成东拼西凑的文章的哲学。

  会计的很多基础工作未来必然是会被机器替代，最终会计会在技术上降位为企业信息系统的普通一部分，在管理上成为决策的重要组成部分（这一点永远不会被替代）。

• 作者：秘莫一 发布时间：2015-05-14 11:57:43

  地铁读物

• 作者：由酱就是要做梦 发布时间：2017-12-26 22:02:11

  写得挺详细的 也很好理解。（部分自测题的答案是不是有点问题？

• 亲爱的，你还在人生的岔路口上纠结吗？是时候打造你的个人品牌了！

  作者：飒女孩 发布时间：2021-03-24 10:13:42

  随着新时代女性越来越多，我们的独立意识也越来越强，我们也在找寻着新时代的风口，而个人品牌就是你不错的选择。

  可是身为职场女性的我们，似乎有太多角色需要扮演，好女儿，好妻子，好母亲，好职员等等，我们都想在其中扮演着“完美角色”,可有时候却会力不从心。

  《向前：新女性的IP打造》这本书里就为你解答了你的困惑，告诉你如何平衡好这些关系，如何打造个人品牌。

  这本书的作者是张丹茹，一位又美又飒的奇女子，通过她的帮助，无数人成功开启价值变现之旅，过上了有价值的幸福人生。

  那么你也想知道怎么做一个“好妻子”吗？那我就从书中选取几部分内容分享给你。

  如果我们能和伴侣和谐相处，能在我们的“新生家庭”里打造良好关系，将会对我们生活的其他方面都有所帮助的，而且也会给孩子一个充满爱的氛围，也给他树立了榜样。

  其实，和伴侣的相处秘笈，万变不离其宗，那就是沟通，沟通，再沟通。

  可是很多时候，“我们往往知道很多道理，也仍旧过不好这一生”，在这里作者就告诉我们如何去实践。

  1.沟通时彼此顾念

  我相信很多伴侣在吵架吵得很凶的时候，都说过“离婚”或者“分手”的话，即便两人和好后，说出的那句伤人的话依旧是心里的一道疤。

  作者就告诉我们，希望我们在吵架的当下，要惦记着曾经有多么相爱，而且我们抱有无论怎样都分不开的决心。

  如果你和你的伴侣都这么想，在下次争吵的时候，或许你们就不会再说那么绝情的话，说出的有些话语也会温柔起来。

  2、认清跟谁沟通

  不得不承认，我们女性很容易在和爱人吵架时，时不时升级“战况”，容易回忆过去，也很容易夹杂情绪。

  作者和我们说，这时候，我们做好意识到我们是在和自己的爱人沟通，而不是自己的情绪。

  其实如果想处理好这件事，我们尽量做到，有矛盾时，客观、冷静地陈述事实，不翻旧账，也不添枝加叶，添油加醋，我们像成熟的成年人一样好好解决问题，解决完之后，继续过幸福的小日子，不要让这些负面的小事影响我们太久，家里一团和气，何乐而不为呢？

  当然了，我们也可以让伴侣也尽量平静处理问题，这时候，如果是双向奔赴地处理问题，相信你们会减少很多争吵。

  3、学会夸奖和示弱

  我相信这条，很多小仙女们都知道，就是有些宝贝实施起来有一点难。

  有些女性会不服气地说，我是独立自强的，我不想示弱，可是亲爱的，你的锋芒是针对外界的，而不是你的爱人。你可以在外雷厉风行，飒爽英姿。在家里，你就可以卸下盔甲，变回绵羊了，毕竟在外面披荆斩棘也很辛苦对不对，也要给自己找个温暖的港湾，让自己的心停靠一下。

  而且其实扪心自问，我们的伴侣没有示弱的时候吗？他每次的主动道歉，对你的主动关心，其实都是一种示弱。

  所以我们可以尽量让自己柔软一点，你的生活就会更可爱点。

  至于夸奖作者说，第一层次是说谢谢，再高级的层次是表达崇拜，如果你找不到一些具体的词汇，那无非就是“真厉害、你好棒、哇”。

  拿走不谢。

  好了，今天我们先说到这里，如果你对这篇文章感兴趣，记得让我知道，我会再更的。

• 在美国，招聘时应注意的十个问题

  作者：静静 发布时间：2017-05-27 11:03:03

  在美国，招聘的时候，应当注意的问题有：

  1.不能过问性别

  2.不能过问年龄

  3.不能过问籍贯

  4.不能过问家庭情况

  5.不能过问是否已婚

  6.不能过问是否有孩子

  7.不能把肤色作为招聘的限制条件

  8.不能把种族作为招聘的限制条件

  9.不能把民族条件作为招聘的限制条件

  10.不能限制某份工作只能某类人做，除非确有必要

  违反上述，就可能被告上法庭，以涉嫌歧视罪被起诉。

  具有深厚历史与文化根基的种族主义思维和种族歧视传统的美国，

  真的如杨淑平所说，空气都是又香又甜的？就真的那么值得大家向往吗？