It’s normal to be “conflict-averse.” Most of us tend to try to avoid creating bad feelings among people. We shy away from anything that seems like a secret, can’t be helped, or isn’t worth getting... Continue reading
Many companies use some kind of program for “measuring quality,” but the result of these assessment is typically expressed in “error rates.” Error rates are pretty worthwhile when they’re used to identify process steps that... Continue reading
A lot of what passes for coaching -- in workplaces, in homes, even on kids’ sports teams -- is really just a lot of exhortations and fervent repetitions of normative statements. It doesn’t help the... Continue reading
For the past six weeks I’ve been writing about why employees need to be able to give their bosses feedback -- and what both managers and organizations lose when they discourage that feedback. Now it’s... Continue reading
Any student of management will tell you that it’s stupid to ignore your staff’s feedback -- not to mention impolite, inefficient, and often directly and obviously damaging. You don’t necessarily have to act on staff... Continue reading
In recent posts, we’ve discussed the difficulty of approaching your management with critical feedback even if you’re full of compassion for their difficult situation and have chosen the most propitious time, place, and circumstances possible.... Continue reading
Nobody enjoys being critiqued, corrected, or criticized. It’s hard to hear that we’re not good enough, or that we’re not okay just the way we are. It’s hard even when we’ve asked for the feedback... Continue reading
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