Introduction The Human-Relations Revolution
导言 人际关系的变革
1 Finding the Leader in You
第一章 发现你的领导潜质
2 Starting to Communicate
第二章 开始沟通
3 Motivating People
第三章 激励他人
4 Expressing Genuine Interest in Others
第四章 表达对他人的真诚关心
5 Seeing Things from the Other Person''s Point of View
第五章 从他人的角度看事情
6 Listening to Learn
第六章 学习聆听
7 Teaming Up for Tomorrow
第七章 团结协作，迎接未来
8 Respecting the Dignity of Others
第八章 尊重他人的尊严
9 Recognition, Praise, and Rewards
第九章 赏识、赞扬和奖励
10 Handling Mistakes, Complaints, and Criticism
第十章 处理错误、抱怨和批评
11 Setting Goals
第十一章 制定目标
12 Focus and Discipline
第十二章 专注与自律
13 Achieving Balance
第十三章 追求平衡
14 Creating a Positive Mental Attitude
第十四章 培养积极的心态
15 Learning Not to Worry
第十五章 学会克服忧虑
16 The Power of Enthusiasm
第十六章 热忱的力量
Conclusion Making It Happen
结论 梦想成真
內容試閱：
Introduction导言
The Human-Relations Revolution 人际关系的变革
Keep your mind open to change all the time. Welcome it. Court it.
It is only by examining and reexamining your opinions and ideas
that you can progress.
—DALE CARNEGIE
要始终用开放的思维对待变革，崇尚变革，追求变革。一个人要想有所进步，就要对自己的思想及观念进行反复地检验。
——戴尔?卡耐基
As the twenty-first century approaches, the world is undergoing①
enormous change,a process of great upheaval② and great possibility.
In just a few short years, we have witnessed the dawn of
postindustrial society, the advent③ of the information age, the
rush to computerization, the birth of biotechnology④, and not the
least of these changes, the human-relations revolution.
With the end of the cold war, the business environment has grown
dramatically⑤ more intense. Competition has become more global and
more energized⑥. And technology races on. No longer can businesses
safely ignore their customers’ wants and needs. No longer can
managers simply issue orders and expect them to be mindlessly
obeyed. No longer can personal relationships be taken for granted.
No longer can companies be less than obsessed⑦ with constant
quality improvement. No longer can so much human creativity go so
scandalously⑧ untapped⑨.
To survive in the years to come, successful organizations—in
business, in government, in the non-profit world—will have to
undergo a profound⑩ cultural change.
Their people will have to think quicker, work smarter, dream
wilder, and relate to each other in very different ways.
Most important of all, this cultural change will require a whole
new breed? of leader, a leader quite unlike the bosses most of us
have worked for and some of us have perhaps become. The day has
long since passed when a company could be run with a bullwhip? and
a chair.
The leaders of tomorrow will have to establish a real vision and a
sense of values for the organizations they wish to lead. These
leaders will have to communicate and motivate far more effectively
than did leaders of the past. They will have to keep their wits
about them through conditions of near-constant change. And these
new leaders will have to mine? every ounce of talent and creativity
that their organizations possess—from the shop floor? to the
executive suite?.
The roots of all this upheaval can be traced back to the decades
that followed World War II. In the postwar years American companies
seemed to prosper? almost regardless of ? what they did. The
economies of Europe and Asia were hobbled? by the war’s
destruction①, and the world’s developing countries were not much of
an economic factor yet. Big American-based companies, backed by big
labor and big government, set the standards for everyone else. It
wasn’t that these companies were so beautifully run. They never
really had to be. With their steep hierarchies, their rigid job
descriptions, and their we-know-best attitudes, they cruised right
through the middle years of the century—fat, happy, and as
profitable as could be.
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