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By
Dorothy Leonard and Susaan Straus
Managers have two types of responses to this situation. On the one hand there
are managers who dislike conflict- or value only their approach. They hire and
reward people of a particular stripe, usually people like themselves. Their
organizations fall victim to what we call as Comfortable Clone syndrome-
every one thinks alike. Such groups will struggle to innovate (why do you
think?)
On the other hand managers who value employees with a variety of thinking
styles frequently don’t understand how to manage them. They think that
locking a group of diverse individuals in the same room will result in a
creative solution to a problem. The main problem is that people with different
styles often don’t understand each other and often this fuels personal
disagreements. The “detail guy” dismisses the “vision thing”; the “concept
man” deplores the “analyst” and so on.
Forget the Golden Rule – Don’t treat people the way you want to be treated.
What does this mean, particularly in terms of communications? In a
cognitively diverse environment, a message is not necessarily a message
received. Some people respond well to facts, figures, others prefer graphs,
while some may like anecdotes.
What, in your opinion was the basic problem with John’s selection? How
would you have handled this situation?