Thursday, October 18, 2007

Chapter 2-3; Brian Roberson

Chapter 2
Chapter 2 exposes many different types of dialogue and their ultimate meaning with their outcomes. Empathetic conversation, which is the ability to understand or imagine the world as another person understands or imagines it. Unfortunately for anyone who has ever worked retail this is an area managers will typically ignore completely or spend too much time focusing on. Finding a balance that allows you to understand your employees yet get the best out of them by understanding your employees can be very difficult.

Chapter 3
This chapter really delves into the way organizations have communicated and formed as a result. The balance between resistance and domination can be tough for managers and organizations. While you want employees who will stand up when they don’t believe something is just, you also don’t want a bunch of “yes sir” employees.

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