Mediation Getting it Done, by Roger Fisher Book Report

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Mediation

Getting it Done, by Roger Fisher and Alan Sharp: a Book Report

Getting it Done: How to Lead When You're Not in Charge by Roger Fisher, coauthored by Alan Sharp is a management book for individuals who need to work with others in a professional and personal environment. The main theme of the book is to teach individuals to lead their peers even if that individual is not the leader of the group as a means of learning to work together more efficiently and productively. Any individual who becomes frustrated during their attempt at getting something done may find that their initial attempts at completion to be disorganized and unsuccessful. This book has been written for the purpose of teaching individuals how to organize their attempts, so that their group relationships and interactions are successful.

Summary

Getting it Done is a book meant to help companies take their ideas beyond the dry erase board, so to speak. Many company executives often have great ideas, but have difficulties getting those ideas across to fellow co-workers and employees. This makes implementation extremely difficult and unlikely. This is a conflict that many employment groups face on a daily basis. Authors Fisher and Sharp recommend implementing the idea of lateral leadership in order to break apart the barriers, which would normally inhibit effective collaboration within organizations. The book also recommends integrating "thinking with doing," while getting yourself and your team engaged and learning how to properly give feedback to co-workers regarding things that have been accomplished. In essence, the text of the book is a guide to solving common problems that most workplaces face.

In the book, Fisher and Sharp describe "the big picture" as the concept of getting it done and the usage of lateral leadership in the first chapter. In the second chapter of the book, it goes into great detail and depth regarding the basic elements of getting things done. Purpose, thinking, learning, engagement and feedback are all discussed throughout this chapter. The final chapter is about putting it all together and discusses using personal skills symmetrically, implementing these tactics if you are a boss and making the choice to help.

The first chapter is more of an overview of the entire approach; an introduction, if you will, of the various points the book will discuss. Identifying skills is the first step mentioned in chapter one and in chapter two. The point of this exercise is to understand what skills to build on during training. According to the book, this will allow the individual to be successful in the projects they are trying to complete.

Later in the book, the remaining chapters will go into detail about dealing with one skill at a time, how one can develop specific skills and how people, as a group, can work together to improve those skills. Chapter two examines the problem of stimulating others in order to change their behavior.

Chapter three of the book talks about how it is difficult to be successful if an individual does not have a clear idea of what they are trying to achieve. Purpose is where the book starts and chapter three discusses why this should be the beginning point for everyone. Chapter three ends with a section on feedback. This chapter starts out by explaining that what we are able to achieve is dependent on the resources that are available to us.

In the final section in discussing putting everything together, this chapter briefly summarizes what has been discussed throughout the book and then outlines how to implement it all and put it together, step-by-step.

Impressions and Thoughts

Overall, the book was very interesting and enjoyable to read. Chapters were in-depth, but the information was summarized in short paragraphs, so as to hold the reader's interest. In learning to manage the steps that the book provides, one can see how an individual or group could easily utilize the steps in Getting it Done to successfully complete projects in a working or team environment.

In the first chapter of the book, the authors go over reasons as to why certain situations may not be working and why this is frustrating. These descriptions offer a reader insight to other working environments, making the reader feel like he or she is not alone. It's important to allow readers to understand that their situation is not necessarily unique and can easily be solved. This is the first step in getting a reader to find trust and honesty in what is being said throughout the book.

The book points out that when an individual stops working to take a close look at themselves and those around them, it may not be a rewarding stopping point. That individual may find that their co-workers are being completely unhelpful and upon further investigation, the individual may be surprised in discovering that they, too, are extremely unhelpful in accomplishing the job in a satisfactory manner. The book also outlines the fact that personal skills in efficiency may not be more successful to an individual who is working alone. This is probably a surprise to most individuals and it makes a good point that most people can identify with, keeping the reader interested.

Getting it Done is extremely well-written and concise. The authors have also written another book, Getting to Yes, which many readers tend to read together. Fisher and Sharp seem to have an extremely simple method of explaining their point, so readers should have no problem following the steps and guidelines. The book also helps readers to gain insight into why certain situations may be happening at work or in a team environment and why their "team" may not seem like a true team.

In chapter four, the book discusses thinking. This particular chapter is very interesting, because it points out things that most employees and supervisors may not have considered. For example, the chapter talks about humans (in general) slipping deep into meaningless thought, in a sense, distracting themselves. This chapter goes over self-discipline measures to help the reader avoid distraction all together. Staying disciplined and focused will help generate new ideas and turn them into operational plans that everyone can deal with.

In chapter five, regarding thinking, the book points out that no amount of thinking will guarantee a good or usable solution to any given problem. It talks about testing solutions to ideas before making the assumption that it will work 100%. The adoption of learning habits in combination with working with others is also discussed as a method of helping to improve working habits.

Chapter six talks about engagement and the fact that people can work with a great deal of enthusiasm or distaste for the job they are trying to accomplish. This is a challenge we all must face on a personal level of engagement. This chapter discusses introducing tasks that help to stimulate commitment to the job that's being done. Chapter seven goes over the book's strategy for testing out theories and plans in the real world and to observe the results. This chapter talks about the importance of profiting from a co-worker's plans or thoughts as well as your own. In this chapter, the authors discuss the importance of becoming better at giving feedback and also at receiving it.

One of the interesting points in the book is the fact that one must learn how to accomplish tasks effectively and efficiently on their own before they can learn to work well with others and to be successful in a group. This line of thinking is similar to the old concept that one must crawl before they can walk. This method of learning will help enhance an individual's personal ability to get the job done successfully and how they planned.

In a way, this book is well-organized, much like a group working environment should be. The book discusses the importance of forming a clear purpose throughout. It is important to come up with your own individual ideas and value system to work from, but it's just as important to keep an open mind and to learn to work with co-workers and other group members. This will allow an individual to learn how to recognize when a team member has a good idea or an idea that will help expand on another good idea, which may already be implemented.

An individual can learn to lead a group, even if there is no designated leader in any given group or someone else has been designated to lead. The book talks about taking three simple steps to getting a group to work together. The first step is to ask the group as a whole to begin thinking about a solution for a problem that the group is trying to solve. The second step in leadership is to offer your own thoughts and invite co-workers to use them. Finally, the third basic step, and the most interesting step, involves the individual to do something, which will serve as a model for… [END OF PREVIEW]

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Mediation Getting it Done, by Roger Fisher.  (2010, April 21).  Retrieved December 12, 2019, from https://www.essaytown.com/subjects/paper/mediation-getting-done-roger-fisher/4170

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"Mediation Getting it Done, by Roger Fisher."  Essaytown.com.  April 21, 2010.  Accessed December 12, 2019.
https://www.essaytown.com/subjects/paper/mediation-getting-done-roger-fisher/4170.