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Transform Behaviors, Transform Results!: Identifying and Using Key Behavioral Indicators to Drive Sustainable Change and Improve

為了解決How to improve coach的問題，作者 這樣論述：

When trying to embed changes or new mindsets and behaviors, organizations tend to focus on following a particular methodology rather than clearly defining the underlying behaviors that will deliver the sustainable behavioral change and align the thought processes that drive the behaviors-whether

their intent is to continuously improve safety or overall risk management or achieve a sustainable growth and improvement trajectory.The key role of leadership teams is not to deliver results. It is to inspire and own the organizational culture that delivers the expected results. If culture is owned

by HR, it is doomed to be another thing leaders have to do on top of their day job. Business leadership teams must oversee defining and managing organizational culture and have HR coach the capability of leaders to cast the right leadership shadow by role modeling the right behaviors, rewarding the

right behaviors in their teams, and providing clarity on expectations around behaviors for all leaders and employees.The most challenging part of any performance-improvement implementation is the identification of key behavioral indicators (KBIs). The purpose of this book is to assist with that cha

llenge and make ＂behaviors＂ easier to understand and identify.The book defines and describes the importance of focusing on the behaviors necessary for sustainable change rather than focusing on the tools and methodology behind change management. It discusses multiple lenses of change including Lean,

Six Sigma, Agile, Risk, and Customer Experience and also addresses the weaknesses of complying solely with the methodology and tools. It proposes a behavioral framework to suit each particular lens.This book begins with reasons most continuous improvement programs fail to deliver the expected resul

ts. More importantly, it discusses embedding the newly described mindsets and capabilities into the business. The book concludes by providing leaders a roadmap and a coaching framework for how to align and embed their new behavioral framework at all levels, starting from the front-line worker up to

the CEO.Essentially, this book leads the reader through the process of understanding the concept of defining behaviors and the difference between them and tools/methodology. It introduces KBIs for leaders to define and drive the desired behaviors at all levels. This will increase the probability of

sustainability for the improvement initiative by focusing on and maturing the behaviors these initiatives are trying to drive.

How to improve coach進入發燒排行的影片

教練型領導組織承諾的關係:以組織創新活力為中介變項

為了解決How to improve coach的問題，作者賴世耕 這樣論述：

教練型領導是通過鼓勵、指導、授權等方式樹立工作目標，最終實現領導者和員工之間相互促進以及共同發展。透過提高組織創新活力，來提高組織承諾，使員工達到對企業有緊密的關係，並且提高創新活力，以利組織面對環境改變越來越快速的問題。本研究之搜取樣本方法使用便利抽樣方式，而研究對象為台灣企業之員工，須在公司滿3個月以上工作經驗，並具有團隊經驗，以網路問卷發放，共回收452份問卷，刪除無效問卷後共409份，有效問卷之回收率為90.48%。在統計數據顯示，假設一為教練型領導對整體組織承諾具有顯著正向影響(β=.712 , p < .001)，故假設一成立。假設二教練型領導對整體組織創新活力具有顯著正向影響(

β=.749 , p < .001)，故假設二的推論成立。假設三組織創新活力對整體組織承諾具有顯著正向影響(β=.846 , p < .001)，假設三的推論成立。假設四組織創新活力中介教練型領導與組織承諾之間在加入組織創新活力的中介變項後，教練型領導對組織承諾的影響力下降(β= .712 , p < .001、β= .183 , p < .001)，故假設四成立。根據上述的假設成立給予實務上的建議，首先，在現今大數據時代的來臨，若組織內部的領導者具有教練型領導風格，可以帶給員工更高的組織承諾；在面對需要快速創新的產業與組織，教練型領導能夠促進組織創新活力，是組織面對創新更有動能；在組織中的組

織創新活力的程度越高，會更吸引組織內部的成員提高歸屬感與承諾；在了解組織創新活力中介於教練型領導與組織承諾之間，可以更能夠了解，組織內部員工對於領導者與組織需要能夠帶來協助與好的溝通才有辦法讓員工有所歸屬。

Transform Behaviors, Transform Results!: Identifying and Using Key Behavioral Indicators to Drive Sustainable Change and Improve

為了解決How to improve coach的問題，作者 這樣論述：

When trying to embed changes or new mindsets and behaviors, organizations tend to focus on following a particular methodology rather than clearly defining the underlying behaviors that will deliver the sustainable behavioral change and align the thought processes that drive the behaviors-whether

their intent is to continuously improve safety or overall risk management or achieve a sustainable growth and improvement trajectory.The key role of leadership teams is not to deliver results. It is to inspire and own the organizational culture that delivers the expected results. If culture is owned

by HR, it is doomed to be another thing leaders have to do on top of their day job. Business leadership teams must oversee defining and managing organizational culture and have HR coach the capability of leaders to cast the right leadership shadow by role modeling the right behaviors, rewarding the

right behaviors in their teams, and providing clarity on expectations around behaviors for all leaders and employees.The most challenging part of any performance-improvement implementation is the identification of key behavioral indicators (KBIs). The purpose of this book is to assist with that cha

llenge and make ＂behaviors＂ easier to understand and identify.The book defines and describes the importance of focusing on the behaviors necessary for sustainable change rather than focusing on the tools and methodology behind change management. It discusses multiple lenses of change including Lean,

Six Sigma, Agile, Risk, and Customer Experience and also addresses the weaknesses of complying solely with the methodology and tools. It proposes a behavioral framework to suit each particular lens.This book begins with reasons most continuous improvement programs fail to deliver the expected resul

ts. More importantly, it discusses embedding the newly described mindsets and capabilities into the business. The book concludes by providing leaders a roadmap and a coaching framework for how to align and embed their new behavioral framework at all levels, starting from the front-line worker up to

the CEO.Essentially, this book leads the reader through the process of understanding the concept of defining behaviors and the difference between them and tools/methodology. It introduces KBIs for leaders to define and drive the desired behaviors at all levels. This will increase the probability of

sustainability for the improvement initiative by focusing on and maturing the behaviors these initiatives are trying to drive.

學生版自助式失眠認知行為治療結合個人化自動反饋之療效研究

為了解決How to improve coach的問題，作者盧雅莉 這樣論述：

根據研究調查統計，睡眠問題影響著近三分之一人口的日常生活與工作，對社會經濟與醫療都造成負擔。目前主流的失眠治療分為藥物治療和心理治療(如，認知行為治療，CBT-I)兩種形式，兩者短期療效相當，但藥物治療伴隨著副作用及易成癮的特性，且CBT-I的長期效果更佳，目前CBT-I已被建議用作原發性失眠的首選治療方案之一。面對面形式的CBT-I存在著供應不足、時間空間不便利等侷限，於是自助形式的CBT-I應運而生。自助CBT-I的療效相較於治療師的面對面CBT-I仍略有差距，而研究發現，當自助CBT-I搭配以治療師的線上反饋時，治療效果有所提升。但過去線上反饋的形式多數是治療師通過電話提供，每個個案每

週約15分鐘，即仍需要消耗較多的治療資源。為此，本研究將建立一個規則化的自動反饋框架，將參與者睡眠日誌中的參數套用至規則中，每週提供個人化的自動反饋，從而提高自助式CBT-I的療效而不會耗費更多的治療資源。本研究於大專院校校園內招募共92位自陳具有睡眠問題的學生作為參與者，並採用隨機分配的方式，將參與者隨機分為自助治療搭配反饋組(反饋組，n=31)，自助治療無反饋組(自助組，n=31)以及暫不開始治療的等候組(等候組，n=30)，所有參與者需要在治療前、後完成一週的線上睡眠日誌及睡眠相關問卷(失眠嚴重度量表、簡式睡眠失功能信念與態度量表、匹茲堡睡眠品質量表、睡眠衛生習慣量表、簡式憂鬱焦慮壓力量

表)。接受治療的參與者治療的八週期間，參與者每週均能通過電子郵箱接收線上自助治療教材，同時每天填寫睡眠日誌。反饋組每週收到自助治療教材的同時還會額外收到對其上週睡眠狀況的反饋，反饋系統以睡眠三系統模型(恆定系統、晝夜節律系統、激發系統)為基礎編寫而成，將參與過去一週的睡眠參數代入反饋系統後，即自動生成反饋。由混合設計變異數分析以及成對樣本t檢定的結果顯示，經過八週的治療，反饋組與自助組在失眠嚴重程度、睡眠品質、睡眠信念、睡眠衛生習慣以及睡眠日誌上的入睡耗時、睡眠效率相較於前測都有顯著的改善效果。PSQI當中的日間功能分量表以及DBAS的與失眠後果相關信念分量表，反饋組的改善效果比自助組更爲顯著

。而且反饋組在治療結束後對治療的滿意度更高。在流失率分析上，本研究反饋組流失率39%，略低於自助組的52%，但此一差異並沒達到統計上的顯著性。本研究驗證了線上CBT-I對睡眠問題的治療效果。而且額外的自動化反饋有利於給患者提供更具體的改善建議，並彌補了自助化教材的不足，從而進一步為睡眠帶來改善。