Thomas Erikson - Surrounded by Bad Bosses and Lazy Employees: or, How to Deal with Idiots at Work

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adaptation of behavior,

for Blue bosses,

for Green bosses,

for Red bosses,

for Yellow bosses,

ADHD,

aesthetic driving force,

Blue behavior paired with,

autism spectrum disorders,

bad leadership,

case study on,

examples of,

superfluous bosses and,

behavior patterns, ; specific behavior colors

adaptations of,

advantages/disadvantages, by color, of,

case study on,

color combinations commonly seen in,

diagrams/charts of,

driving force as influence beyond,

exceptions to,

extroverted vs. introverted,

informations flow tailored to,

personal insights influence on,

personality traits vs.,

stress reactions influenced by,

task-vs. relationship-oriented,

Blanchard, Ken,

Blue behavior pattern,

advantages/disadvantages of,

aesthetic driving force paired with,

characteristics of,

critical feedback and,

diagrams/charts of,

Green behavior combined with,

personal relationships, work-based, and,

Red behavior combined with,

socialization at work and,

stress reactions in,

theoretical driving force paired with,

Yellow behavior combined with,

Blue bosses. See also

adaptation of behavior for,

advantages of,

Blue employees perception of,

communication with,

disadvantages of,

feedbacks delivery by,

follow-up strategies for,

Green employees perception of,

Red employees perception of,

specialist-v. leader-based approach by,

things to avoid with,

Yellow employees perception of,

Blue employees,

adaptation of behavior by,

Blue bosses as perceived by,

changes implementation by,

feedbacks delivery to,

Green bosses as perceived by,

informations flow to,

Red bosses as perceived by,

team construction and,

Yellow bosses as perceived by,

borderline personality disorder,

bosses. See also ; specific colors

adaptation of behavior for,

assessing purpose/motivations of,

changes implementation by,

communication processes and,

consultant services and,

developmental assessment by,

driving force as consideration for,

duties of,

feedbacks delivery by,

follow-up strategies for,

information flow process and,

leadership training for,

leaders vs.,

mission statements by,

poor qualities in,

respect as goal of,

self-initiative of employees and,

specialist duties performed by,

stress, by employees, as reaction to,

superfluous,

task management strategies for,

team structuring by,

Theory X/Theory Y and,

underperforming employees and,

view of employees as influence on,

colors, behavioral,

characteristics of,

combinations of,

considerations beyond,

driving force as separate from,

feedback tailored to,

important notes on,

informations flow tailored to,

combination of behavior patterns,

Blue-Red,

Green-Blue,

Red-Yellow,

Yellow-Green,

commitment,

developmental levels examination of,

communication,

case study on,

consultant services and,

in developmental leadership,

driving force as consideration in,

employee participation as crucial to,

via feedback to employees,

information flow and,

personality-v. behavior-based,

stresss tie to,

competence,

development levels examination of,

consciously competent employees,

consciously incompetent employees,

consultant services,

development levels. See

Disc system. See also ; specific behavior colors

behavior orientations in,

behavior patterns in,

criticism of,

diagrams/charts of,

exceptions to,

information highlights,

disorganization,

in meetings,

of work space,

driving forces, . See also specific driving force

of bosses,

case studies on,

changes acceptance using,

considerations beyond,

distinguishing between behavior and,

interpretations influenced by,

mission statements derived from,

six main work-based,

team structuring using,

Theory X/Theory Y on,

three levels of,

Einstein, Albert,

employees. See also ; specific colors

adaptation of behavior by,

bosses views of,

constructing teams of,

empathy, for boss, of,

feedbacks delivery to,

having responsibilities but lacking authority,

informations flow to,

recognizing the colors of,

respect of boss by,

self-driven,

situational development of,

specialist responsibilities of,

stress reactions by,

Theory X/Theory Y on,

underperformance of,

extroverted behavior,

advantages/disadvantages of,

in Red behaviors,

in Yellow behaviors,

feedback

colors influence on,

criticism as,

for high will, high skill employees,

for high will, low skill employees,

for low will, high skill employees,

for low will, low skill employees,

praise as,

four humors,

Green behavior pattern,

advantages/disadvantages of,

Blue behavior combined with,

characteristics of,

critical feedback and,

diagrams/charts of,

personal relationships, work-based, and,

Red behavior combined with,

stress reactions in,

Yellow behavior combined with,

Green bosses. See also

adaptation of behavior for,

advantages of,

Blue employees perception of,

communication with,

disadvantages of,

feedbacks delivery by,

follow-up strategies for,

Green employees perception of,

Red employees perception of,

specialist-v. leader-based approach by,

things to avoid with,

Yellow employees perception of,

Green employees,

adaptation of behavior by,

Blue bosses as perceived by,

changes implementation by,

feedbacks delivery to,

Green bosses as perceived by,

informations flow to,

Red bosses as perceived by,

team construction and,

Yellow bosses as perceived by,

Hersey, Paul,

high will, high skill phase (of development),

feedback tips for,

strategies for,

high will, low skill phase (of development),

feedback tips for,

strategies for,

Hippocrates,

hugging,

The Human Side of Enterprise (McGregor),

inactive driving forces,

inadequacy, feelings of,

individualistic driving force,

team collaboration and,

information flow

color-specific language aiding,

failures in,

technological distraction impeding,

the Information Pyramid,

intranet, company,

introverted behavior,

advantages/disadvantages of,

in Blue behaviors,

in Green behaviors,

Kuylenstierna, Elizabeth,

leadership training,

low will, high skill phase (of development),

feedback tips for,

strategies for,

low will, low skill phase (of development),

feedback tips for,

strategies for,

Lcher,

Marston, William Moulton,

McGregor, Douglas,