By Norman Hill
This booklet describes how the knowledge community should still attach all of the players-to successfully communicate-in order to accomplish what should be performed. It discusses why peer relationships should be tough, and the way to successfully negotiate and convince workforce individuals and shoppers to effectively meet your targets.
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Extra info for Crisp: Improving Peer Relationships: Achieving Results Informally (Crisp Fifty-Minute Series)
From Sleeping Beauty Who has not had a “thirteenth fairy” show up at just the wrong moment? Perhaps one has made an untimely appearance at the end of a planning session, or maybe one has made a home somewhere in a production line. The “curse’’ brought by such people is in the form of resistance to change, or even sabotage. Examples can be found in many real-life situations—not just in fairy tales. In your organization, how often in the process of planning or while introducing change into a system does the thirteenth fairy, having been omitted from the initial planning, show up in the middle of things to curse the entire effort?
Page 34 DEVELOPING COMMON GROUND By identifying and solving problems, work gets done in organizations. Unfortunately, most problems don’t come packaged and labeled like canned goods at a grocery store. It’s not until someone identifies a situation as a problem that it becomes the focus of attention or the target for resources. Though some problems may be obvious, most are not. How do problems get noticed where you work? _______________________________________________ _______________________________________________ Often you, or a peer, has a particular background or speciality (such as engineering, accounting or Human Resources) and will see an opportunity to improve work flow, minimize errors, or add value to a process.
There’s not much hope of orchestrating a coordinated effort unless good communication precedes action. Jammed-up information pipelines and warped messages can cause conflict and cripple a group’s performance. When people settle for second-rate communication, they sabotage high-quality work by leaving it up to somebody else. Talking about the need to “better communicate” occurs all the time. But talk is cheap. Face reality. What stops you from communicating better with others in your organization?
Crisp: Improving Peer Relationships: Achieving Results Informally (Crisp Fifty-Minute Series) by Norman Hill