愤怒时代 的管理.

Almost every leader in every sector is now dealing with angry stakeholders. Even a revered company like Apple can find itself suddenly managing outrage flashpoints, both with employees and with external groups. Such encounters are nothing new; what sets this time apart is a perfect storm of three forces: (1) Many people feel unhopeful about the future. (2) Many feel, rightly or wrongly, that the game has been rigged against them. (3) Many are being drawn toward ideologies that legitimize an us-versus-them approach. The author offers a five-step framework for dealing with outrage that draws on analytical insights from disciplines as wide-ranging as the science of aggression, managerial economics, organizational behavior, and political philosophy. It forms the basis of a course he teaches at Oxford and has been built inductively through a series of deep-dive case studies on a variety of organizations, including IKEA, the London Metropolitan Police, Nestlé, and Oxford University Hospitals. [ABSTRACT FROM AUTHOR]