Gerard Egan

In deze elfde, gewijzigde druk verfijnt de auteur zijn in drie fasen opgedeelde hulpverleningsmodel. In eerste instantie dienen probleemsituaties vastgesteld en verhelderd te worden waarna mogelijkheden kunnen worden geïnventariseerd en doelen gesteld. Tenslotte wordt een actieplan ontwikkeld ter controle of de gestelde doelen zijn bereikt. Gedurende het ganse hulpverleningsproces is het van belang planning met actie te verbinden, bevorderen communicatieve vaardigheden de effectiviteit van de hulpverlening en leren cliënten hoe ze hun doelen zelf kunnen kiezen en vormgeven.… (plus d'informations)

I found this book a good introduction to positive psychology. It affirms that it is not WE, the HELPER who fixes anyone, but that our role is to help our clients come to an understanding of how they can help themselves, along with some necessary tools (programs, groups, decision-making, etc) they will need to achieve the goals they set out for themselves.

The one element missing in the book (and this can be no surprise) is the valuable tool for some of looking for the divine source working in their lives as an assistant in all they need to do and accomplish.… (plus d'informations)

A Loyola University of Chicago professor of organisation development and psychology, Egan argues persuasively that an organisation's "hidden culture" can add to its value. The shadow side of the institution--the unspoken, unacknowledged, behind-the-scenes stuff--is usually assumed to be negative and to get in the way of organisational efficiency and effectiveness. But managers who can develop a set of strategies and day-to-day skills for handling the shadow side can bring on positive change in today's fast-paced business environment. The author explains and gives advise on what goes on in the shadows and how to mine value from the shadow side, illustrating how managers who gain the skills necessary to deal with the hidden culture and hehind-the-scenes events can reduce the negative financial implications and turn shadow-side realities into competitive advantages.

"Gerry Egan's focus on the shadow side of any organization--the informal, implicit beliefs and practices that really distinguish one organization from anotheris a valuable insight for anyone who is serious about fundamental change." --Liam Strong, CEO, Sears, PLC

"This comprehensive work puts in perspective the tremendous economic benefit that managers can add to their organizations by not only recognizing the effect of the shadow side, but managing it well. Egan addresses these subjects in a clear, comprehensive, and common-sense manner." --William D. Ford, president, Amoco Oil Company… (plus d'informations)