Conflict

Rapoport’s Rules to Criticize Someone Constructively

June 16, 2017 By Nagesh Belludi Leave a Comment

In Intuition Pumps and Other Tools for Thinking, philosopher Daniel Dennett lists Anatol Rapoport’s rules of constructive argument and debate:

Just how charitable are you supposed to be when criticizing the views of an opponent? If there are obvious contradictions in the opponent’s case, then you should point them out, forcefully. If there are somewhat hidden contradictions, you should carefully expose them to view—and then dump on them. But the search for hidden contradictions often crosses the line into nitpicking, sea-lawyering and outright parody. The thrill of the chase and the conviction that your opponent has to be harboring a confusion somewhere encourages uncharitable interpretation, which gives you an easy target to attack. But such easy targets are typically irrelevant to the real issues at stake and simply waste everybody’s time and patience, even if they give amusement to your supporters. The best antidote I know for this tendency to caricature one’s opponent is a list of rules promulgated many years ago by social psychologist and game theorist Anatol Rapoport (creator of the winning Tit-for-Tat strategy in Robert Axelrod’s legendary prisoner’s dilemma tournament).

How to compose a successful critical commentary:

You should attempt to re-express your target’s position so clearly, vividly, and fairly that your target says, “Thanks, I wish I’d thought of putting it that way.”

You should list any points of agreement (especially if they are not matters of general or widespread agreement).

You should mention anything you have learned from your target.

Only then are you permitted to say so much as a word of rebuttal or criticism.

One immediate effect of following these rules is that your targets will be a receptive audience for your criticism: you have already shown that you understand their positions as well as they do, and have demonstrated good judgment (you agree with them on some important matters and have even been persuaded by something they said).

This comports with the following sage advice gentle art of criticizing people effectively:

“If you disagree with somebody, you want to be able to state their case better than they can. And at that point you’ve earned the right to disagree with them. Otherwise you should keep quiet.”
—Charlie Munger, Warren Buffett’s business partner (see this article)
“The man who can hold forth on every matter under debate in two contradictory ways of pleading, or can argue for and against every proposition that can be laid down—such a man is the true, the complete, and the only orator.”
—Roman Orator Cicero (see this article)
“I have yet to find a more efficient and reliable way to probe the depths of a person’s knowledge and seriousness about an issue than asking them to explain the other side’s perspective.”
—Entrepreneur Ben Casnocha (see this article)
“If you can’t imagine how anyone could hold the view you are attacking, you just don’t understand it yet.”
—Philosopher Anthony Weston in Rulebook for Arguments (see this article)
“When you think you can nail someone with your argument, take a breath & see if you can phrase it as a face-saving question.”
—Career Coach Marty Nemko

How to Handle Conflict: Disagree and Commit [Lessons from Amazon & ‘The Bezos Way’]

May 5, 2017 By Nagesh Belludi 1 Comment

How Amazon’s Jeff Bezos Propels Innovation

Amazon’s founder and CEO Jeff Bezos once remarked that it takes five to seven years before the innovation seeds that Amazon plants flourish enough to have a significant impact on the economics of the business.

Since its founding in 1994, Amazon has made endless investments in expanding its business models. It has successfully used its money-making ventures to bankroll explorations into peripheral lines of business. Many of its capital allocation decisions haven’t yielded strong profits; yet, Amazon has flourished beyond everyone’s expectations and its growth potential is undeniable.

Central to this innovation strategy has been Bezos and his leadership team’s foresight, early commitment, and stubborn confidence in the prospect of R&D. Under Bezos’s direction and long-term focus, Amazon still operates as a founder-driven start-up in several major areas.

Bezos has a compelling cultural influence and has institutionalized his distinctive entrepreneurial mindset across the company. His core values are codified as Amazon’s 14 Leadership Principles, one of which is “Have Backbone; Disagree and Commit”:

Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.

“Disagree and Commit”

Jeff Bezos’s latest short-but-compelling annual letter to his shareholders contains pearls of wisdom on leadership, management, and teamwork. Read the letter; it won’t take long.

Speaking about high-velocity decision making in an ingenious culture, Bezos says he encourages Amazon’s leaders and employees to use the phrase “disagree and commit” to disagree respectfully and experiment with ideas:

Use the phrase “disagree and commit.” This phrase will save a lot of time. If you have conviction on a particular direction even though there’s no consensus, it’s helpful to say, “Look, I know we disagree on this but will you gamble with me on it? Disagree and commit?” By the time you’re at this point, no one can know the answer for sure, and you’ll probably get a quick yes.

This isn’t one way. If you’re the boss, you should do this too. I disagree and commit all the time. We recently greenlit a particular Amazon Studios original. I told the team my view: debatable whether it would be interesting enough, complicated to produce, the business terms aren’t that good, and we have lots of other opportunities. They had a completely different opinion and wanted to go ahead. I wrote back right away with “I disagree and commit and hope it becomes the most watched thing we’ve ever made.” Consider how much slower this decision cycle would have been if the team had actually had to convince me rather than simply get my commitment.

Note what this example is not: it’s not me thinking to myself “well, these guys are wrong and missing the point, but this isn’t worth me chasing.” It’s a genuine disagreement of opinion, a candid expression of my view, a chance for the team to weigh my view, and a quick, sincere commitment to go their way. And given that this team has already brought home 11 Emmys, 6 Golden Globes, and 3 Oscars, I’m just glad they let me in the room at all!

Bezos’s “fail-and-learn” refrain echoes what he wrote on risk-taking in Amazon’s first annual shareholder letter in 1997: “Given a 10 percent chance of a 100-times payout, you should take that bet every time … Failure and invention are inseparable twins. To invent you have to experiment, and if you know in advance that it’s going to work, it’s not an experiment.” That letter has become Amazon’s manifesto on the benefits and methods to long-term thinking and Bezos quotes that letter in every year’s annual letter.

To “disagree and commit” compels people to step out of their comfort zones and to sincerely commit to a project’s success. There is no room for sabotage and disruption—neither can people wait in the wings to exclaim “I told you so.” To “disagree and commit” is to be willing to take prudent risks by acknowledging that others may have diverse beliefs, approaches, ideas, and styles.

Idea for Impact: Embrace Failure because it Leads to Innovation

Many people want to be curious, creative, and experimental—they like to take initiative and investigate new products and solutions. But, when facing difficult choices, they’re naturally afraid of what they don’t know. Self-doubt sets in. They resort to safe and predictable processes. This mindset stifles the very inventive approach they want to apply and foster.

Fear of failure and self-doubt are not usually rooted in facts. They’re emotional. Don’t let this emotion make you play it safe. Don’t overthink your way out of challenges. Understand the types and amounts of risks that are acceptable to you. When facing the prospect of failure, you’re more likely to get unstuck by trying low-risk actions. Experiment. Fail. Learn. Innovate.

Success may instill confidence, but failure imparts wisdom.

How to Handle Employees who Moonlight

September 27, 2016 By Nagesh Belludi Leave a Comment

Moonlighting—working a part-time job or having a business “on the side”—can pose a challenge for employers. Moonlighting can lead to divided allegiance, conflicts of interest, and poor job performance.

Employers expect employees to be present and prompt at their jobs. If employees are hustling to attend to multiple commitments, fatigue, lack of sleep, poor attentiveness, tardiness, and absenteeism can become problems. When an employees’ moonlighting hurts their on-the-job performance, employers are within their rights to discipline and terminate employees. For these reasons, some employers limit or prohibit moonlighting.

The proactive approach to moonlighting

One way to head off moonlighting problems is to have a policy about part-time jobs and running side businesses. Institute a policy that sets performance expectations, protects proprietary information, avoids conflicts of interest, and averts divided allegiance. Your moonlighting policy cannot regulate employees’ off-duty activities or prohibit employees from having other jobs. But it may expect employees to disclose and get approval for supplementary employment. A moonlighting policy may also require senior managers and leaders to disclose directorships and financial interests in other companies.

Tell employees they can’t mix their business with your company’s business

If you find an employee doing side work for pay from your office, tell him that this is a clear violation of office expectations; he should conduct no business other than your company’s during work hours. Tell your employee, “You can’t mix your other business with our business. Your time at this job should be exclusively for this job. Our company resources are for our company’s purposes only.”

If your employee gets occasional calls that he needs to attend to, reiterate the above expectation and encourage him to answer the calls during break time and away from his desk. Encourage him to respond to those calls with “I’m at my other job right now. Let me call you back later.”

Discourage employees from selling stuff to other employees

If you find an employee selling stuff to other employees or soliciting outside business during paid working time, discourage it as soon as you discover it. Explain how this interferes with your office’s work.

Discourage your employees from turning your office into a showroom and making customers of other employees. Selling merchandise could impair work relationships when a buyer is unhappy with a product or service. Worse yet, side-businesses can easily grow unmanageable in case of network marketing programs (e.g. Amway, Herbalife) that encourage upselling or getting others involved as salespeople.

Employees can involve their colleagues in side-businesses outside your office, as long as such activities don’t harm at-work relationships.

Idea for Impact: Managers can forestall many employee problems by being proactive and setting expectations

In general, moonlighting is neither unethical nor illegal. It may become an issue when the employer specifically prohibits it and/or where the other job is with a competitor, supplier, or customer and is therefore a potential conflict of interest. The only time you really need to challenge an employee’s moonlighting is when it can affect your business in terms of conflicts of interest and deficient work performance.

Bear in mind: don’t overlook or disregard such concerns until they become major problems.

Being Underestimated Can Be a Great Thing

September 23, 2016 By Nagesh Belludi Leave a Comment

This spring, I attended the 2016 annual meeting of shareholders of Fairfax Financial Holdings Limited in Toronto. Fairfax’s chief executive Prem Watsa opened his remarks with the following joke:

A young boy enters a barbershop.

The barber whispers to a customer, “This is the dumbest kid in the world. Watch while I prove it to you.”

The barber puts a dollar bill in one hand and two quarters in the other. He then calls the boy over and asks, “Which do you want, son?”

The boy takes the quarters and leaves.

“What did I tell you?” says the barber to the customer. “That kid never learns!”

Later, when the customer leaves the barbershop, he sees the same young boy coming out of an ice cream store licking a wafer-style ice cream cone.

He summons the boy and asks, “Hey, son! May I ask you a question? … Why did you take the quarters instead of the dollar bill?”

The boy licks his cone and replies, “Sir, because the day I take the dollar, the game is over!”

Although the barber sought to characterize the young boy foolish, the joke was really on the barber.

The barber never suspected the boy’s recurring motivation to seem stupid. Additionally, the barber never learned his lesson or questioned his own assumptions.

Idea for Impact: As the above joke attests, being underestimated, underrated, or misjudged can often have its benefits. Don’t sweat when others think less than you actually are. Don’t let them make you feel small. Embrace their misjudgments with equanimity. Believe in yourself with humble confidence. Then outthink, outsmart, and outperform. Surprise them.

The Truth Can Be Bitterer than a Sweet Illusion

October 6, 2015 By Nagesh Belludi Leave a Comment

Bitter Pill - The truth can be bitterer than a sweet illusion

In 1998, as CEO of 1-800-Flowers.com, Jim McCann could not bring himself to let one of his senior executives go. McCann and the rest of his leadership team understood that this senior executive was neither right for the job nor performing well.

For McCann, the biggest hindrance was that he was friends with this executive and had spent time with his family. McCann agonized over being heartless to a friend and couldn’t bring himself to dismiss the executive.

Unexpectedly, McCann met General Electric’s CEO Jack Welch at a dinner party and discussed this dilemma. Welch advised, “When was the last time anyone said, ‘I wish I had waited six months longer to fire that guy?’ Always err on the side of speed.”

Urged by Welch’s counsel, McCann deftly dealt with the situation. Initially, McCann felt that being tough was unjustifiable and was pained by the loss of a friendship. He was hurt but relieved because firing the executive was the right decision for everyone.

On a happier note, the former executive soon got a new job that better suited his background. Their friendship stood the test of time and they eventually made up.

Firing is awful—indeed, it’s the most difficult thing managers have to do, especially for those who encourage camaraderie and treasure loyalty. As in McCann’s case, if you think an employee isn’t up to par and you may fire him/her within the next year, it’s always better for management, the employee in question, and other employees to take the right actions promptly.

Idea for Impact: Don’t Be Conflict-Avoidant

Confront the Bitter Truth The truth is that the truth hurts sometimes. Even if the truth can be bitterer than a sweet illusion, delaying action will only make things harder.

Making the right decision and taking the action may involve unpleasant confrontations. Though conflict can be emotionally distressing, being decisive and doing what’s best eventually works out well for everyone.

Instead of being hyperconscious of other’s possible judgments and avoiding conflict, do difficult things as soon as practically possible.

When dealing with difficulties involving others, there is nothing more insidious than unresolved conflict and inaction. Read “Five Dysfunctions of a Team” (by Patrick Lencioni) to understand how to engage in conflict in a way that nurtures (rather than harms) relationships. Also, read “Crucial Conversations” (by Kerry Patterson, et al.) on how to conduct effective discussions by stating the facts, speculating possible remedies, and then skillfully leading the other person to a course of action. Stick with facts to reduce defensiveness. Have the other person develop and commit to a course of action on his/her own.

How to Argue like the Wright Brothers

February 15, 2012 By Nagesh Belludi 2 Comments

The Wright brothers, most notable for inventing powered flight, also enjoyed developing their critical thinking by fiercely debating with each other.

Wilbur and Orville found debating and challenging each other’s viewpoints was a constructive way to identify solutions to a myriad of problems or resolve their interpersonal conflicts.

The Wright brothers often took two different sides of an argument, debated the subject, then switched sides and debated the opposing argument. Orville Wright once narrated, “Often, after an hour or so of heated argument, we would discover that we were as far from agreement as when we started, but that each had changed to the other’s original position.”

Idea for Impact: Only when you contrast your point of view with an opponent’s does your own make sense. Use the Wright Brothers’ technique of double-sided debate to question your own preconceptions about an issue and appreciate alternative perspectives.

Why Mergers Tend to Fail

August 31, 2010 By Nagesh Belludi 1 Comment

Corporate mergers tend to fail because of conflicting corporate cultures

Many corporate mergers and acquisitions (M&As) fail to realize their wished-for synergies, and eventually fall short of producing value to the stakeholders. Some years ago, a KPMG survey estimated that 83 percent of all mergers fail to create value and half may actually destroy value.

M&As invariably produce disappointing results because of a variety of reasons. One of the principal reasons has to do with the failure of management to integrate successfully the operating cultures of the individual companies. During M&A deals, the due diligence processes tend to focus more on the corporate matters (market synergies, product or service offerings, financial projections, legal and regulatory matters, etc.) and overlook the organizational and cultural challenges.

Integrating Conflicting Corporate Cultures

Undoubtedly, the biggest barrier of post-merger integration is the conflicting corporate cultures of the individual companies. Management consultant Rick Maurer likens corporate mergers to the marriage of two single parents each with their own children—“just because mom and dad are so in love, they fail to see that the kids don’t get along.”

During a merger, two organizations with unique cultures cease to exist and a new organization is supposed to establish. The erstwhile individual organizations simply will not let go of the past and move on. In time, when the “stronger” partner tries to thrust its culture on the new combined organization, employees of the “weaker” partner resist change. This impairs cooperation among employees, as was case with AT&T’s unsuccessful acquisition of NCR in the early ’90s.

Forcing Employees to Mesh

If cultural differences are far apart, the merged companies often fail to compromise and stick to a middle ground. The ill-fated Daimler-Chrysler merger suffered immensely from differences in the engineering and corporate cultures of the supposedly equal partners, Daimler-Benz and Chrysler Corporation, as well from differences in the national cultures of Germany and the United States. Within years of the merger, the dominance of the Daimler culture did not go well with employees in the United States. In December 2001, DaimlerChrysler CEO Jürgen Schrempp exclaimed, “What happened to the dynamic, can-do cowboy culture I bought”

Conflicting corporate cultures between US Airways and America West Combining two individual cultures and intricate administrative processes is very difficult to execute and manage successfully. Forcing employees to mesh behind the scenes is often ineffective because differences in organizational cultures are indiscernible to the top management. Take, for example, the merger of the Phoenix-based America West and Washington, D.C area-based US Airways in 2005. Many years into the merger, US Airways’s managers spoke of the “east side” (referring to the former US Airways) and the “west side” (referring to America West.) The unions continued to squabble over pilot seniority. Even though the company obtained a single operating certificate, two distinct cultures functioned internally resulting in poor employee morale, unhappy customers, and unpredictable financial performance.

Retaining Key Talent

Sagging morale and employee disorientation about job insecurity, company structure, seniority, decision-making processes, and promotion and growth opportunities often constitute another barrier to successful post-merger integration. Employees of the “weaker” partner or the acquired company tend to distrust the management of the “stronger” partner or the acquiring company. Fears of layoffs and new power equations in the merged entities often result in the exodus of key talent from the acquired company.

Forcing employees to mesh » why mergers fail

Engaging the Rank-and-file

“Human due diligence is every bit as important as financial due diligence. Ultimately, every deal will succeed or fail based on the collective efforts of the individuals who make it up.”
* David Harding

The success or failure of a merger results not from what happens at the top management level, but from what happens at the rank-and-file level. The importance of engaging the rank-and-file employees in the merger process and retaining key talent during the initial transition period cannot be overstated.

Recommended Resources

Bain consultant David Harding offers insights into M&A best practices in his book, “Mastering the Merger: Four Critical Decisions That Make or Break the Deal”
Wally Bock illustrates the importance of integrating corporate cultures with case studies from Chevron + Gulf Oil and HP + EDS
Carol Hymowitz’s WSJ article “In Deal-Making, Keep People in Mind” lists cultural problems that plagued other mergers

The Nature of Worry

August 25, 2010 By Nagesh Belludi Leave a Comment

“When you stop to examine your thoughts you start to see that they have a life of their own, they come and go, generally in a random, idiosyncratic way. Recognizing the constancy of our endless thinking process is said to be one of the important early steps we take on the meditation path.”
—Bob Sharples, Do the Thoughts Ever Stop

Have you ever realized that most of your anticipated misfortunes never occur, that some of life’s difficult scenarios never come to pass, or that most of your worrying is ultimately fruitless and life goes on?

Below, I present a simple exercise to help you discover the lifecycle of worry. I encourage you to sit down at a quiet place, somewhere you can relax and reflect. If necessary, fetch yourself a journal, special notebook, or a piece of scratch paper.

Mindfulness Exercise

Consider a recent upheaval or stressful event. Go back in time and experience that moment for a minute. How do you feel? What preoccupies your mind?

Under the direct influence of your anguish, your mind is bewildered. You feel disoriented. Your mind is filled with apprehension. Bearing the burden of this stress, you cannot take your mind off the imagined ramifications. The wounds of your sorrow seem incurable.

Now, fast forward to a few days following the stressful event. What do you experience now? Your troubles no longer hold a grip on your life as before. You feel released from that moment’s immediate affliction. As you reflect the situation’s progress, you feel amazed by how your feelings have changed. What happened to the irreparable hardship?

Storms of Distress

Allow another interval of time to elapse. How do your feelings compare now? The original despair is diminished further. The event feels formless; your apprehensions are no longer recognizable. You may even find humor in your past misfortune.

A few days later, you are surprised by how easily these storms of distress passed. You wonder how these depressing emotions could have possessed you. The events are not undone and the external circumstances remain unchanged. What has changed is your mind’s condition?

Idea for Impact: “This too shall pass”

“Do not anticipate trouble, or worry about what may never happen. Keep in the sunlight.”
—Benjamin Franklin

It is your mind that relates external circumstances to your internal being. Joy and sorrow, hopes and despairs, elation and desolation, pleasures and annoyances are nothing but outcomes of your sensibility. Outside forces are challenging to conquer—our control over the exterior world is narrow, and merely illusory. However, the evolution of your thoughts and feelings and your responses to distressing situations are within your power.

The next time you experience a hardship—a conflict, a distressing situation, or annoyance, recall what happened with your prior hardships. Recognize that everything happening in your external environment is but impermanent. Say to yourself, “This too shall pass.”

Any Crisis Calls for Constant, Candid Communication

July 3, 2010 By Nagesh Belludi Leave a Comment

As the current crises at Toyota and BP highlight, how you respond to a problem or crisis is the ultimate test of your leadership character. Knowing how to step up your communications efforts to the right levels during disorder can be a powerful tool in managing a crisis. Here are seven key lessons for communicating during crises.

Be visible. Communicate and lead from the front. In a crisis, your key constituencies (your board, management, team, government, or the public) insist on hearing from the leader. Stay engaged and maintain consistency of purpose and action. Keep all the lines of communication open.
Communicate in real-time and explain your position. If you do not communicate frequently with your key constituents, somebody else will. In the absence of information, people will develop their own perceptions of the problem and its implications. Keeping your constituencies well informed diffuses many suspicions and uncertainties.
Be transparent and forthright right from the beginning. Face the realities of the problem and its potential consequences. Acknowledge what you know about the problem or crisis and go into detail about what steps you are taking in response. Proactive communication is reassuring and prevents perceptions of negligence and evasion from becoming realities.
Research thoroughly the challenges you face and your options for remedial actions. Be prepared to describe everything that matters at each moment. Carefully administer your communication plan with due consideration to possible litigations and penalties.
Be objective and calm. Avoid engaging in finger pointing and playing pass-the-parcel. Avoid criticizing and discrediting the victims or critics. Continuously verbalize empathy and responsibility, and announce plans for early resolutions and restitution.
Remember that your attitude sets the tone for the rest of your organization. If you take a defensive position, play victim or engage in finger pointing, the rest of your organization will react the same way. Through your communications, set a positive tone to build confidence within your organization and promote constructive responses.
As soon as the crisis dissolves, research and communicate opportunities to make fundamental changes to improve your organization. Reiterate your core values and missions. Revamp internal practices as necessary and follow through on all initiatives to rebuild your credibility. Consider organizational changes and new processes for managing future crises.

To Make an Effective Argument, Explain Your Opponent’s Perspective

December 12, 2008 By Nagesh Belludi Leave a Comment

“The man who can hold forth on every matter under debate in two contradictory ways of pleading, or can argue for and against every proposition that can be laid down – such a man is the true, the complete, and the only orator.”
– Cicero

“If you can’t imagine how anyone could hold the view you are attacking, you just don’t understand it yet.”
– Anthony Weston, ‘Rulebook for Arguments’

Explaining the Other Side of the Argument

Entrepreneur and blogger Ben Casnocha presents an effective discussion / debating / interviewing technique:

Here is one of the simplest ways to test someone’s knowledge of an issue: ask them to explain the other side of the argument. Ask the person who’s in favor of spending more money on marketing project X to explain the thinking process behind those who oppose the budgetary move.

I have yet to find a more efficient and reliable way to probe the depths of a person’s knowledge and seriousness about an issue than asking them to explain the other side’s perspective.

How can you effectively argue for your side if you don’t understand the arguments of the other?

Never Limit Your Ability to Learn From Opposite Perspectives

Never Limit Your Ability to Learn From Opposite Perspectives Habitually, we discard contrasting opinions without making an effort to explore their significance. We shape our attitudes and seek facts to support our own beliefs without contemplating the merits of opposite perspectives. We fail to realize that, when we do not understand opposite perspectives enough to justify their merits, we almost certainly do not understand them enough to dismiss them either.

Develop the curiosity to see the world from new perspectives and discover opposite circumstances, whether you believe in them or not. If you follow faith X, attend services of faith Y; if you are conservative, explain the liberal outlook; if you hold the western philosophy on a particular subject, reason the eastern viewpoint; if you oppose a particular legislation, argue the merits of legislation. Instead of asking ‘ why ,’ ask ‘why not .’

When you pause arguing with an opposite perspective and try arguing for it, when you switch your point of view briefly, you will witness a profound shift in your thinking.

Your own attitudes may look different when seen from the opposite perspective. It can help you reinforce your own beliefs and attitudes. This approach may open your mind to discover the merits, similarities, and weaknesses of your arguments that may not be obvious from your own side of the board.
People are often glad to work with anyone who is accommodating and tries to understand their perspectives. Therefore, your ability to persuade others improves.

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Conflict

Wondering what to read next?

How Amazon’s Jeff Bezos Propels Innovation

“Disagree and Commit”

Idea for Impact: Embrace Failure because it Leads to Innovation

Wondering what to read next?

The proactive approach to moonlighting

Tell employees they can’t mix their business with your company’s business

Discourage employees from selling stuff to other employees

Idea for Impact: Managers can forestall many employee problems by being proactive and setting expectations

Wondering what to read next?

Wondering what to read next?

Idea for Impact: Don’t Be Conflict-Avoidant

Wondering what to read next?

Wondering what to read next?

Integrating Conflicting Corporate Cultures

Forcing Employees to Mesh

Retaining Key Talent

Engaging the Rank-and-file

Recommended Resources

Wondering what to read next?

Mindfulness Exercise

Storms of Distress

Idea for Impact: “This too shall pass”

Wondering what to read next?

Wondering what to read next?

Explaining the Other Side of the Argument

Never Limit Your Ability to Learn From Opposite Perspectives

Wondering what to read next?