Particularly liked the one about ambiguities hiding conflict. That’s true in groups and for individuals, in my experience.
When we say “I don’t know,” we usually mean “I haven’t resolved how I feel about this.” Clarity requires drilling down and making decisions, sometimes just about priority. Could be emotions blocking that, for individuals or in groups.
Peopleware is an amazing book, but why do authors feel the need to write these business parable books where you have a high quality Harvard Business Review article wrapped in a mediocre novel?
Some great lessons in here.
Particularly liked the one about ambiguities hiding conflict. That’s true in groups and for individuals, in my experience.
When we say “I don’t know,” we usually mean “I haven’t resolved how I feel about this.” Clarity requires drilling down and making decisions, sometimes just about priority. Could be emotions blocking that, for individuals or in groups.
Peopleware is an amazing book, but why do authors feel the need to write these business parable books where you have a high quality Harvard Business Review article wrapped in a mediocre novel?