Synchronicity: The Inner Path of Leadership
(eAudiobook)
Carl Jung defined the phenomenon of " synchronicity" as " a collaboration between persons and events that seems to enlist the cooperation of fate." Joseph Jaworski posits you can take advantage of synchronicity, creating the conditions for " predictable miracles" versus being reactionary and a victim of circumstances. Instead of focusing on numbers, reports, and other inanimate objects, Jaworski encourages leaders and managers to look at the world primarily through relationships. Allowing life to flow through us- instead of despite us- he explains, will foster an atmosphere of learning and top performance.
Notes
Jaworski, J., & Ryan, M. (1996). Synchronicity: The Inner Path of Leadership. Unabridged. [United States], Phoenix Books, Inc.
Chicago / Turabian - Author Date Citation (style guide)Jaworski, Joseph and Mitchell, Ryan. 1996. Synchronicity: The Inner Path of Leadership. [United States], Phoenix Books, Inc.
Chicago / Turabian - Humanities Citation (style guide)Jaworski, Joseph and Mitchell, Ryan, Synchronicity: The Inner Path of Leadership. [United States], Phoenix Books, Inc, 1996.
MLA Citation (style guide)Jaworski, Joseph, and Mitchell Ryan. Synchronicity: The Inner Path of Leadership. Unabridged. [United States], Phoenix Books, Inc, 1996.
Hoopla Extract Information
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| title | Synchronicity |
| kind | AUDIOBOOK |
| price | 0.99 |
| active | 1 |
| pa | 0 |
| profanity | 0 |
| children | 0 |
| demo | 0 |
| rating | |
| abridged | 0 |
| dateLastUpdated | Jan 10, 2023 06:16:30 PM |
Record Information
| Last File Modification Time | Nov 22, 2023 10:38:38 PM |
|---|---|
| Last Grouped Work Modification Time | Jan 26, 2024 03:04:47 PM |
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| 511 | 1 | |a Read by Mitchell Ryan. | |
| 520 | |a Carl Jung defined the phenomenon of " synchronicity" as " a collaboration between persons and events that seems to enlist the cooperation of fate." Joseph Jaworski posits you can take advantage of synchronicity, creating the conditions for " predictable miracles" versus being reactionary and a victim of circumstances. Instead of focusing on numbers, reports, and other inanimate objects, Jaworski encourages leaders and managers to look at the world primarily through relationships. Allowing life to flow through us- instead of despite us- he explains, will foster an atmosphere of learning and top performance. | ||
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