英文原版 Emotional Intelligence 情商 (EXP) 英文版进口英语原版书籍

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作者: Goleman, Daniel
出版社: Bantam
ISBN: 9780553840070

出版时间: 1996-07
装帧: 其他

作者: Goleman, Daniel
出版社: Bantam

ISBN: 9780553840070
出版时间: 1996-07

装帧: 其他

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书名：Emotional Intelligence 情商：为什么情商比智商更重要作者：Daniel Goleman丹尼尔·戈尔曼出版社名称：Bantam Dell Pub Group 出版时间：1996 语种：英文 ISBN：9780553840070 商品尺寸：2.5 x 10.8 x 17.8 cm 包装：平装页数：413 （以实物为准） 1990年，美国耶鲁大学的萨洛维和新罕布什尔大学的梅耶提出了“情商”的概念。美国哈佛大学心理学教授丹尼尔·戈尔曼在系统研究情商理论的基础上写成了惊世巨作Emotional Intelligence《情商：为什么情商比智商更重要》。这本书出版后即在美国企业界与教育界掀起一阵情商旋风。接下来数年时间里，“情商”概念横扫全球，《情商》一书也被翻译成数十种文字，影响了数代人！该书成为20世纪极具影响力的话题书籍之一，也被公认为帮助我们认识自我潜能、获得成功的重量级好书！精彩书评 “提升情商，使得我们能够用有限的知识去运作无限的世界，更适合当前压力过大的生存环境。有助于我们获得阳光心态，缔造和谐快乐，享受幸福人生。” ——吴维库清华大学经济管理学院教授 “《情商》是一本影响力很大的书。它真的能让人相信，要想成功，情商占80％的影响，智商只占20%。”——黑幼龙卡内基训练大中华地区负责人 “丹尼尔·戈德曼教授有专业的学术功底，有记者的生花妙笔，精彩的将学术界的研究成果介绍给世人，带领大家一起迎接情商新世纪。” ——张怡筠著名心理学家、情商研究专家 “著名成功学家卡耐基曾经说过，成功是由15%的专业技能与85%的为人处世构成的。我更愿意解读为：在现代社会，情商对成功起着决定性的作用。情商对于每一个人来说都至关重要，一个拥有良好情商的人不仅仅能承受各种心理压力，更能够坦然面对竞争，创造成功的机会。” ——胡邓博士中央电视台《心理访谈》心理专家 Is IQ destiny? Not nearly as much as we think. This fascinating and persuasive program argues that our view of human intelligence is far too narrow, ignoring a crucial range of abilities that matter immensely in terms of how we do in life. Drawing on groundbreaking brain and behavioral research, Daniel Goleman shows the factors at work when people of high IQ flounder and those of modest IQ do well. These factors add up to a different way of being smart — one he terms "emotional intelligence." This includes self-awareness and impulse control, persistence, zeal and self-motivation, empathy and social deftness. These are the qualities that mark people who excel in life, whose relationships flourish, who are stars in the workplace. Lack of emotional intelligence can sabotage the intellect and ruin careers. Perhaps the greatest toll is on children, for whom risks include depression, eating disorders, unwanted pregnancies, aggressiveness and crime. But the news is hopeful. Emotional intelligence is not fixed at birth, and the author shows how its vital qualities can be nurtured and strengthened in all of us. And because the emotional lessons a child learns actually sculpt the brain’s circuitry, he provides guidance as to how parents and schools can best use this window of opportunity in childhood. The message of this eye-opening program is one we must take to heart: the true "bell curve" for a democracy must measure emotional intelligence. 智商即命运吗？其实智商并没有我们想象的那样重要。《情商》一书不仅打破了长久以来智商的天生决定论，更为心理学界探讨已久的“情绪智慧”问题提出关键性的解释。丹尼尔·戈尔曼认为，由于没有考虑到对人类行为产生重大作用的一系列关键能力，我们对人类智力的理解存在很大的局限。《情商》自出版十几年以来，“情商”这一术语现已成为人们的日常用语。作者利用大脑与行为科学的突破性研究，说明了高智商的人表现不佳、普通智商的人表现出色的影响因素。这些因素包括自我意识、自律和同理心，它们不是天生固有的，却能为我们提高智力另辟蹊径。情绪智力成形于我们的童年时期，但可在成年时期得到培育和加强——这对我们的健康、人际关系以及工作将会产生直接益处。情商是一种基本生存能力，决定你其它心智能力的表现，也决定你一生的走向与成就。《情商》反映了新的研究进展以及作者新的思考认识，同时作者还在书中对他在世界各地演讲期间遇到的重点问题进行了解答。情商研究是一个快速发展的领域，新增的附录部分，为读者提供情商领域尚佳的参考资料。令人耳目一新的《情商》，是走向卓越的新愿景，是改变你我以及后代未来的人生必修课。 REDEFINING WHAT IT MEANS TO BE SMART! Is IQ destiny? Not nearly as much as we think. This fascinating and persuasive study argues that our view of human intelligence is far too narrow, ignoring a crucial range of abilities that matter immensely in terms of how we succeed in life. Drawing on the latest in brain and behavioural research, Daniel Goleman shows the factors at work when people of high IQ flounder and those of modest IQ do well. These factors add up to a different way of being bright— one that he terms “emotional intelligence”. This includes self-awareness and impulse control, persistence, zeal and self-motivation, empathy and social deftness: the qualities that mark people who excel in life, whose relationships flourish, who are stars in their work. Lack of emotional intelligence can sabotage the intellect and ruin their careers. The good news is that emotional intelligence is not fixed at birth. The author shows how its vital qualities can be nurtured and strengthened in all of us. And because the emotional lessons a child learns actually “sculpt” and create the brain’s circuitry, he provides guidance as to how parents and schools can best use this window of opportunity in childhood. 丹尼尔·戈尔曼，哈佛大学心理学博士，现为美国科学促进会研究员，曾四度获颁美国心理协会荣誉奖项，并荣获美国心理学会终生成就奖。其经典著作《情商》，畅销逾500万册，高居《纽约时报》畅销书排行榜18个月。他还曾在《纽约时报》任职12年，负责大脑与行为科学方面的报道；他还是《今日心理学》资深编辑，文章散见全球各重要报章。畅销著作除了《情商》之外，还著有《生态商》、《情商2：影响你一生的社交商》》等书。 Daniel Goleman, Ph.D., covers the behavioral and brain sciences forThe New York Times and his articles appear throughout the world in syndication. He has taught at Harvard (where he received his Ph.D.) and was formerly senior editor atPsychology Today. His previous books includeVital Lies, Simple Truths and, as co-author,The Creative Spirit. Aristotle’s Challenge亚里士多德的挑战 Part One The Emotional Brain情绪大脑 1.What are Emotions For? 情绪的功能 2. Anatomy of an Emotional Hijacking情绪失控 Part Two The Nature ofEmotional Intelligence情商的本质 3.When Smart is Dumb愚蠢的聪明人 4. Know Thyself认识自己 5. Passion’s Slaves激情的奴隶 6. The Master Aptitude主导性向 7. The Roots of Empathy同理心的根源 8. The Social Arts社交艺术 Part Three Emotional Intelligence Applied情商的运用 9. Intimate Enemies亲密敌人 10. Managing with Heart用心管理 11. Mind and Medicine心与药 Part Four Windows of Opportunity机会之窗 12. The Family Crucible家庭熔炉 13. Trauma and Emotional Relearning精神创伤和情绪再学习 14. Temperament is not Destiny性格非命运 Part Five Emotional Literacy情绪素养 15. The Cost of Emotional Illiteracy情绪盲的代价 16. Schooling the Emotions情绪教育 Appendix A: What is Emotion? 附录A:什么是情绪 AppendixB: Hallmarks of the Emotional Mind附录B: 情绪心理的特征 AppendixC: The Neural Circuitry of Fear附录C: 恐惧的神经回路 Appendix D: W. T. Grant Consortium: Active Ingredients of Prevention Programs附录D: W·T·格兰特财团：预防项目的活跃因素 Appendix E:The Self Science Curriculum附录E:自我科学课程 AppendixF: Social and Emotional Learning: Results附录F: 社交与情绪学习：效果 Notes注释 Acknowledgments致谢 Index索引 The New Yardstick The rules for work are changing. We’re being judged by a new yardstick: not just by how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other. This yardstick is increasingly applied in choosing who will be hired and who will not, who will be let go and who retained, who passed over and who promoted. The new rules predict who is most likely to become a star performer and who is most prone to derailing. And, no matter what field we work in currently, they measure the traits that are crucial to our marketability for future jobs. These rules have little to do with what we were told was important in school; academic abilities are largely irrelevant to this standard. The new measure takes for granted having enough intellectual ability and technical know-how to do our jobs; it focuses instead on personal qualities, such as initiative and empathy, adaptability and persuasiveness. This is no passing fad, nor just the management nostrum of the moment. The data that argue for taking it seriously are based on studies of tens of thousands of working people, in callings of every kind. The research distills with unprecedented precision which qualities mark a star performer. And it demonstrates which human abilities make up the greater part of the ingredients for excellence at work—most especially for leadership. If you work in a large organization, even now you are probably being evaluated in terms of these capabilities, though you may not know it. If you are applying for a job, you are likely to be scrutinized through this lens, though, again, no one will tell you so explicitly. Whatever your job, understanding how to cultivate these capabilities can be essential for success in your career. If you are part of a management team, you need to consider whether your organization fosters these competencies or discourages them. To the degree your organizational climate nourishes these competencies, your organization will be more effective and productive. You will maximize your group’s intelligence, the synergistic interaction of every person’s best talents. If you work for a small organization or for yourself, your ability to perform at peak depends to a very great extent on your having these abilities—though almost certainly you were never taught them in school. Even so, your career will depend, to a greater or lesser extent, on how well you have mastered these capacities. In a time with no guarantees of job security, when the very concept of a “job” is rapidly being replaced by “portable skills,” these are prime qualities that make and keep us employable. Talked about loosely for decades under a variety of names, from “character” and “personality” to “soft skills” and “competence,” there is at last a more precise understanding of these human talents, and a new name for them: emotional intelligence. 1234567
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