000			03912cam a2200421 i 4500
001			on1243910014
003			OCoLC
005			20240726105202.0
008			210318t20212021maua ob 001 0 eng
010			_a2021010029
040			_aDLC _beng _erda _cDLC _dOCLCO _dOCLCF _dYDX _dNT
020			_a9781647820138 _q((electronic)l(electronic)ctronic)
042			_apcc
050	0	4	_aHF5548 _b.B496 2021
049			_aMAIN
100	1		_aCross, Robert L., _d1967- _e1
245	1	0	_aBeyond collaboration overload : _bhow to work smarter, get ahead, and restore your well-being / _cRob Cross.
250			_aFirst eBook edition.
300			_a1 online resource : _billustrations
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
504			_a2
505	0	0	_aPart I: Breaking free from collaborative overload: Introduction -- _tAn amazing leader falters -- _tWhy you need essential collaboration -- _tChallenge beliefs -- _tImpose new structure -- _tStreamline collaborative practices -- _tPart II: Using your new freedom to increase performance and well-being: Introduction to Part II -- _tNetworks of successful people -- _tEnergizing connections -- _tThriving in a connected world.
520	0		_a"Companies consume 85% of workers' time in collaborative activities. But they have no idea if all this collaboration benefits corporate performance, individual productivity, or employee well-being. Today's corporations are plagued by stress, loss of engagement, and attrition, which cripple them in their quest for a competitive edge. What's going on? Collaboration. Yes, that seemingly Good Thing all companies encourage is creating overload and burnout. It crushes our vitality and well-being, prevents us from being innovative, and blocks our companies from being the most successful organizations they could be. To some this is surprising. It's assumed that it's always better to collaborate more-and faster. But the toll of all this time on collaborative platforms, email, phone and video calls, meetings, and texts after work is far more severe than companies know. So what can be done? In his breakthrough research using network analysis and hundreds of in-depth interviews, Rob Cross has found the answer to collaboration overload. By taking action on three fronts, the best performers streamline collaboration and keep overload from derailing their careers. They use their freed-up time to invest in collaboration activities that drive performance by: mobilizing a broad network for scale, creating "pull" by drawing people and ideas to them, engaging in renewal activities to promote well-being. High performers in today's hyperconnected world create enormous impact through their networks while, amazingly, spending the least amount of time on collaborative tasks. They don't do anything magical. They simply make sure that they collaborate only where they can add unique value-and only where collaboration provides unique value to them. You can do it too. And by applying these collaborators' best practices, you can reclaim a whopping 18 percent to 24 percent of your time-a workday every week-to invest in activities that contribute to your professional success and your overall well-being"-- _cProvided by publisher.
530			_a2 _ub
650		0	_aJob stress.
650		0	_aCooperation.
650		0	_aSelf-management (Psychology)
650		0	_aGroup problem solving.
650		0	_aWork _xPsychological aspects.
655		1	_aElectronic Books.
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=2729906&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hHF. _m2021 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c91882 _d91882
902			_a1 _bCynthia Snell _c1 _dCynthia Snell