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Produkt vom BFSG ausgenommen: Hersteller ist Kleinstunternehmen

Serie Inteligencia Emocional HBR

Harvard Business Review

Conversaciones difíciles

&lt;p&gt;1 Cómo gestionar conversaciones difíciles en el trabajo. 2 Un plan de acción para esa conversación que intentas evitar. 3 En el fragor de una discusión, deja que oigan tu voz. 4 La mejor manera de plantear temas sensibles en una reunión virtual. 5 Cómo controlar las emociones antes de perder el control. 6 Cómo tener conversaciones difíciles sin perjudicar las relaciones. 7 Qué hacer después de una fuerte discusión en el trabajo. 8 Cómo dar feedback negativo. 9 Cómo tener conversaciones difíciles con tu jefe. 10 No dejes que los mecanismos de defensa de tu cerebro interfieran en tu feedback. 11 Cómo pueden los líderes abordar temas delicados en sus equipos. 12 Permite que tus trabajadores tengan debates acalorados.&lt;/p&gt;

Why fear of risk is holding us back, and how we can reclaim the confidence to thrive in unpredictable timesSomething is out of sync in today's economy. People feel insecure and unable to reach their potential. We worry that the world has become too risky, that investing is only for the rich, that our nest egg might not last, that it's all or nothing. We retreat into lives of minimal uncertainty. Economist Allison Schrager argues that there has never been a better time to take risks, and yet we as a society have never been more risk-averse. She explains how the fears surrounding risk are unfounded-and that these myths are exactly why so many are falling behind. In the meantime, the very wealthy are still taking risks that generate outsized rewards and widen economic divides.Blending economic history and behavioral science, Schrager traces how our understanding and tolerance of risk have changed-how we have become less willing to open a business, start a family, or even drive a car. Along the way, she reveals the secrets of unconventional risk-takers, from a mob hit man to America's last frontiersman to a high-wire walker.In this reassuring book, Schrager explains how to assess uncertainty, make better choices, and reclaim the upside of risk, allowing each of us to contribute to a more dynamic economy-and to live a more fulfilling life.

The Seven Myths That Keep Us from Taking the Chances We Need to Take

Worth the Risk

Palgrave Macmillan Studies in Banking and Financial Institutions

This book introduces resilience-based concepts and high reliability organization (HRO) principles—adapted from disruption-prone industries—to improve risk management for tail or extreme events in U.S. globally systemically important banks (G-SIBs). HROs thrive in volatile environments by prioritizing adaptability, vigilance, resilience, and safety. Given that both G-SIBs and disruption-prone companies operate in increasingly uncertain and complex settings, there is a shared need for risk management techniques centered on resilience engineering to anticipate and mitigate unexpected extreme events. While G-SIBs are “too big to fail” and provide valuable insights into resilience in high-stakes scenarios, these approaches can benefit banks of all sizes facing similar risks.
The book explores the social world of banking and management, emphasizing the subjective nature of risk as people interpret events differently. Through surveys, interviews, and case studies, the research identifies growing interest in non-predictive risk methods for bank resilience. It recommends supplementing existing quantitative risk models with a transdisciplinary approach focused on non-predictive HRO principles to help banks prevent and mitigate extreme risks. The study finds that current G-SIB risk methods rely heavily on quantitative models, which may create a false sense of security. Additionally, extreme events are increasingly compound and often driven by human behavior. The book targets scholars and professionals seeking advances in resilience engineering within banking.
Pascal vander Straeten has extensive experience in risk management across institutional and corporate banking, project finance, commercial real estate, and emerging markets, working successfully in the US, UK, Germany, Italy, Spain, France, Luxembourg, and Belgium. In 2012, he founded Value4Risk in Australia, consulting on geofinance, tail risk management, and business resilience. He holds an executive MBA from the University of Washington, a postgraduate degree in international relations from Université Catholique de Louvain, bachelor's and master's degrees in applied economics from the University of Antwerpen, and a PhD in economics from the University of Leicester's School of Management.

A Compound Integrative Risk Governance on the Management of Extreme Events

HRO Strategies for Resilient Risk Management in Banking

A timely and urgent argument for preserving the work that connects us in the age of automation "A compelling case for valuing care as a societal good and as skilled labor."—The Nation With the rapid development of artificial intelligence and labor-saving technologies like self-checkouts and automated factories, the future of work has never been more uncertain, and even jobs requiring high levels of human interaction are no longer safe. The Last Human Job explores the human connections that underlie our work, arguing that what people do for each other in these settings is valuable and worth preserving. Drawing on in-depth interviews and observations with people in a broad range of professions—from physicians, teachers, and coaches to chaplains, therapists, caregivers, and hairdressers—Allison Pugh develops the concept of “connective labor,” a kind of work that relies on empathy, the spontaneity of human contact, and a mutual recognition of each other’s humanity. The threats to connective labor are not only those posed by advances in AI or apps; Pugh demonstrates how profit-driven campaigns imposing industrial logic shrink the time for workers to connect, enforce new priorities of data and metrics, and introduce standardized practices that hinder our ability to truly see each other. She concludes with profiles of organizations where connective labor thrives, offering practical steps for building a social architecture that works. Vividly illustrating how connective labor enriches the lives of individuals and binds our communities together, The Last Human Job is a compelling argument for us to recognize, value, and protect humane work in an increasingly automated and disconnected world.

Seeing Each Other in an Age of Automation

The Last Human Job

Turning Points in Ancient History

In this gripping sequel to his bestselling 1177 B.C., Eric Cline tells the story of what happened after the Bronze Age collapsed—why some civilizations endured, why some gave way to new ones, and why some disappeared forever “A landmark book: lucid, deep, and insightful. . . . You cannot understand human civilization and self-organization without studying what happened on, before, and after 1177 B.C.”—Nassim Nicholas Taleb, bestselling author of The Black Swan At the end of the acclaimed history 1177 B.C., many of the Late Bronze Age civilizations of the Aegean and Eastern Mediterranean lay in ruins, undone by invasion, revolt, natural disasters, famine, and the demise of international trade. An interconnected world that had boasted major empires and societies, relative peace, robust commerce, and monumental architecture was lost and the so-called First Dark Age had begun. Now, in After 1177 B.C., Eric Cline tells the compelling story of what happened next, over four centuries, across the Aegean and Eastern Mediterranean world. It is a story of resilience, transformation, and success, as well as failures, in an age of chaos and reconfiguration. After 1177 B.C. tells how the collapse of powerful Late Bronze Age civilizations created new circumstances to which people and societies had to adapt. Those that failed to adjust disappeared from the world stage, while others transformed themselves, resulting in a new world order that included Phoenicians, Philistines, Israelites, Neo-Hittites, Neo-Assyrians, and Neo-Babylonians. Taking the story up to the resurgence of Greece marked by the first Olympic Games in 776 B.C., the book also describes how world-changing innovations such as the use of iron and the alphabet emerged amid the chaos. Filled with lessons for today's world about why some societies survive massive shocks while others do not, After 1177 B.C. reveals why this period, far from being the First Dark Age, was a new age with new inventions and new opportunities.

The Survival of Civilizations

After 1177 B.C

A deep dive into the power and science of optimism that will change the way you think for good, by astrophysicist-turned-journalist Sumit Paul-Choudhury

How Optimism Changes the World

The Bright Side

What does a small cat need? Two little eyes, two little ears, big whiskers, and a tail, to start. What else does a small cat need? Maybe a walk in the flowers, a sip of milk, or a warm spot to laze around in the sun. But above all else, what a small cat needs is... someone big or little?maybe someone just like you!?with cuddly arms and a huge heart to pet it and hear it purr. Yes, every cat needs that!

What a Small Cat Needs

9/11 and the FDNY's Path through Crisis to Transformation

Rising from Ground Zero

Leadership has a friction problem. 
 Not because people are weak.
 Not because teams are broken.
 Not because organizations lack talent.
Because work is happening under more pressure, with fewer buffers, less context, and more opportunities for human strain to spread quickly.
Everything about modern work is built for speed. But human beings are not.
In Friction, Maggie Sass and Ross Blankenship argue that the invisible force shaping performance, retention, trust, decision quality, and culture is not just workload or poor communication. It is friction: the emotional tension that shows up when being human collides with high expectations.
And most of us have never been taught what to do with it.
We tend to think of leadership as strategy and execution, and emotions as a side effect. But the truth is, many workplace breakdowns happen in the moments right before and after something small but charged: a triggering comment, a tense silence, a missed expectation, a rushed decision, a piece of feedback, a conversation that goes slightly sideways and is never fully repaired.
That is where friction lives. 
And that is where this book begins.
Drawing on original research from a broad, generalizable sample of the U.S. working population, Sass and Blankenship introduce a practical new framework for understanding how emotions actually show up at work—and what effective professionals and leaders can do about them. They show that friction is not random, and it is not merely personal. It happens across three levels at once:
<ul><li>Internal friction: what is happening inside you including your reactions, identity, forecasting, and nervous system 
</li><li>Interpersonal friction: what is happening between people, such as trust, defensiveness, feedback, and repair 
</li><li>System friction: what is happening in the environment—norms, incentives, staffing, policies, and decision structures</li></ul>
Because friction is contagious, solving only one layer rarely works. 
Read Friction if:
<ul><li>You want a better explanation for why smart, capable people still struggle at work 
</li><li>You want practical tools for handling pressure without passing it on 
</li><li>You are trying to lead or collaborate in conditions that feel faster, hotter, and less forgiving than they used to 
</li><li>You know culture problems often show up in small moments first </li><li>You want to get better at noticing tension early and responding on purpose 
</li><li>You are looking for a leadership book that connects self-awareness, relationships, and systems instead of treating them separately</li></ul>
Friction shows readers how to reduce the costly kind of friction, like avoidable conflict, rework, resentment, poor follow-through, spirals, and decision drag, while using productive friction to sharpen thinking, strengthen relationships, and improve outcomes.
Inside, readers will discover strategies including:
Calibrating Your Inner Forecaster.A practical method for noticing when your predictions are being shaped by threat, fatigue, or identity pressure so you can respond with more accuracy and self-control.
Listen for What’s at Stake. A way to hear the fear, status risk, or unmet need underneath someone’s reaction so you can address the real issue instead of fighting the surface behavior.
Premium Strategy, Regular Fuel. A system-level reminder that high expectations mean little without the time, staffing, clarity, and support required to sustain them.
Sass and Blankenship’s edge is integration. Most books live in one lane: inner work, communication, or culture. Friction brings all three together and gives readers practical experiments to test in real life.
For readers of Emotional Intelligence 2.0, Friction offers a fresh leadership framework for an era defined by overload, ambiguity, and rapid transformation. As more work is automated, the leaders who stand out will know how to read friction, work with it, and turn it into better decisions, stronger relationships, and healthier performance.
The goal is not to lead without friction. The goal is to lead through it, better.

Uncover the Power of Leading Through Tension

Friction

In today's complex and uncertain world, urban and territorial resilience is vital. From natural and human-made disasters to climate change and globalization, cities and regions face challenges that demand preparedness, adaptability, and transformability, i.e., the capacity to absorb shocks. As social-ecological and complex adaptive systems, they must strengthen their ability to respond and transform. Cultural heritage is increasingly recognized as a territorial asset that enhances resilience by providing identity, tangible resources, and historical knowledge useful for risk prevention and management. In the 21st century, heritage-whether underwater, rural, or embedded in urban space -is seen not as a remnant of the past but as a living system and a source of identity, creativity, economic innovation, cohesion, and environmental sustainability. This Reprint responds to the need to rethink the role of heritage in building resilience by assembling twelve articles that examine its activation across diverse geographic contexts (marine, urban, rural, etc.). The contributions converge on a pivotal argument: heritage must shift from a preservation-focused paradigm to one of active contribution, becoming a strategic asset within place-based development and a driver of new economic activities and innovation. The papers span the Mediterranean, Southeast Asia, Latin America, sub-Saharan Africa, and Europe and address varied forms of heritage, including maritime and underwater cultural heritage, architectural ensembles, vernacular landscapes, traditional practices, and cultural-creative industries.

Cultural Heritage as a Contributor to Territorial/Urban Resilience

As the world grapples with the impacts of climate change, emerging markets are approaching an inflection point. The heightened vulnerability of economic growth, social stability, and ecological integrity due to severe weather and environmental degradation may have far reaching consequences for developing economies. However, these challenges also present significant opportunities for innovation, resilience, and sustained development. 
Climate Risk and Emerging Markets: Valuation, Volatility, and Portfolio Strategies delves into the unique challenges that emerging economies encounter, including the threats posed by rising sea levels and disruptions to agriculture. Authors provide a thorough analysis of how climate change impacts trade, investments, and overall GDP in these regions. They also explore a range of strategies to enhance adaptability and resilience, such as diversifying investments, utilizing risk management tools, and implementing policy adaptations. Additionally, the collections highlight the potential of green finance and sustainable investment opportunities, showcasing promising industries and successful climate-conscious initiatives. Emphasizing the need for robust policy frameworks and global collaboration, authors advocate for cooperative efforts and present exemplary methodologies to support emerging countries in their transition towards climate resilience. 
With practical case studies and innovative perspectives, this work is a valuable resource for investors, CEOs, policymakers, academics, and forward-thinking individuals, providing insights into the challenges and opportunities of achieving sustainability in emerging markets.

Climate Risk and Emerging Markets: Valuation, Volatility, and Portfolio Strategies delves into the unique challenges that emerging economies encounter, including the threats posed by rising sea levels and disruptions to agriculture.

Valuation, Volatility, and Portfolio Strategies

Climate Risk and Emerging Markets

A comprehensive look at causality’s theoretical and practical aspects in economics and finance. Causal Modeling for Finance and Business presents causality’s theoretical and practical aspects in economics and finance. Frank Fabozzi and Sergio Focardi offer a foundation for understanding causal relationships and their importance in complex systems. Topics include the theory of graphs, probabilistic frameworks, structural causal models, algorithms for learning causal structures, and the empirical testing of these models. The book emphasizes applying and deploying causal models in real-world business and investment scenarios. However, it offers also a novel theoretical perspective on causal modeling. Causation is not a law of nature, but it is a characteristic of causal systems. If we accept the modern idea of causation as manipulability, causal systems are characterized by causal relationships as well as purely descriptive functional relationships. The book addresses a critical gap in understanding and applying causal reasoning in complex systems. While correlations have often been relied upon in data analysis, decision-making in business and economics demands a deeper understanding of causation and functional relationships to drive actionable outcomes. The book’s objective is to provide a comprehensive resource that bridges foundational theories and practical applications of causal models. By integrating recent advancements in artificial intelligence, probabilistic logic, and graph theory, the authors offer a robust framework for researchers, practitioners, and decision-makers to harness the power of causality in solving intricate problems.

Foundations, Frameworks, and Applications

Causal Modeling for Finance and Business

Democracy’s Power to Meet Tomorrow’s Polycrisis

Pandemocracy in the Anglosphere

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