Sunday, March 1, 2009

Top 10 Reasons People Resist Change

1. THE RISK OF CHANGE IS SEEN AS GREATER THAN THE RISK OF STANDING STILL
Making a change requires a kind of leap of faith: you decide to move in the direction of the unknown on the promise that something will be better for you. But you have no proof. Taking that leap of faith is risky, and people will only take active steps toward the unknown if they genuinely believe – and perhaps more importantly, feel – that the risks of standing still are greater than those of moving forward in a new direction. Making a change is all about managing risk. If you are making the case for change, be sure to set out in stark, truthful terms why you believe the risk situation favors change. Use numbers whenever you can, because we in the West pay attention to numbers. At the very least, they get our attention, and then when the rational mind is engaged, the emotional mind (which is typically most decisive) can begin to grapple with the prospect of change. But if you only sell your idea of change based on idealistic, unseen promises of reward, you won’t be nearly as effective in moving people to action. The power of the human fight-or-flight response can be activated to fight for change, but that begins with the perception of risk...

2. PEOPLE FEEL CONNECTED TO OTHER PEOPLE WHO ARE IDENTIFIED WITH THE OLD WAY
We are a social species. We become and like to remains connected to those we know, those who have taught us, those with whom we are familiar – even at times to our own detriment. Loyalty certainly helped our ancestors hunt antelope and defend against the aggressions of hostile tribes, and so we are hard wired, I believe, to form emotional bonds of loyalty, generally speaking. If you ask people in an organization to do things in a new way, as rational as that new way may seem to you, you will be setting yourself up against all that hard wiring, all those emotional connections to those who taught your audience the old way - and that’s not trivial. At the very least, as you craft your change message, you should make statements that honor the work and contributions of those who brought such success to the organization in the past, because on a very human but seldom articulated level, your audience will feel asked to betray their former mentors (whether those people remain in the organization or not). A little good diplomacy at the outset can stave off a lot of resistance.

3. PEOPLE HAVE NO ROLE MODELS FOR THE NEW ACTIVITY
Never underestimate the power of observational learning. If you see yourself as a change agent, you probably are something of a dreamer, someone who uses the imagination to create new possibilities that do not currently exist. Well, most people don’t operate that way. It’s great to be a visionary, but communicating a vision is not enough. Get some people on board with your idea, so that you or they can demonstrate how the new way can work. Operationally, this can mean setting up effective pilot programs that model a change and work out the kinks before taking your innovation “on the road.” For most people, seeing is believing. Less rhetoric and more demonstration can go a long way toward overcoming resistance, changing people’s objections from the “It can’t be done!” variety to the “How can we get it done?” category.

4. PEOPLE FEAR THEY LACK THE COMPETENCE TO CHANGE
This is a fear people will seldom admit. But sometimes, change in organizations necessitates changes in skills, and some people will feel that they won’t be able to make the transition very well. They don’t think they, as individuals, can do it. The hard part is that some of them may be right. But in many cases, their fears will be unfounded, and that’s why part of moving people toward change requires you to be an effective motivator. Even more, a successful change campaign includes effective new training programs, typically staged from the broad to the specific. By this I mean that initial events should be town-hall type information events, presenting the rationale and plan for change, specifying the next steps, outlining future communications channels for questions, etc., and specifying how people will learn the specifics of what will be required of them, from whom, and when. Then, training programs must be implemented and evaluated over time. In this way, you can minimize the initial fear of a lack of personal competence for change by showing how people will be brought to competence throughout the change process. Then you have to deliver.

5. PEOPLE FEEL OVERLOADED AND OVERWHELMED
Fatigue can really kill a change effort, for an individual or for an organization. If, for example, you believe you should quit smoking, but you’ve got ten projects going and four kids to keep up with, it can be easy to put off your personal health improvement project (until your first heart attack or cancer scare, when suddenly the risks of standing still seem greater than the risks of change!). When you’re introducing a change effort, be aware of fatigue as a factor in keeping people from moving forward, even if they are telling you they believe in the wisdom of your idea. If an organization has been through a lot of upheaval, people may resist change just because they are tired and overwhelmed, perhaps at precisely the time when more radical change is most needed! That’s when you need to do two things: re-emphasize the risk scenario that forms the rationale for change (as in my cancer scare example), and also be very generous and continuously attentive with praise, and with understanding for people’s complaints, throughout the change process. When you reemphasize the risk scenario, you’re activating people’s fears, the basic fight-or-flight response we all possess. But that’s not enough, and fear can produce its own fatigue. You’ve got to motivate and praise accomplishments as well, and be patient enough to let people vent (without getting too caught up in attending to unproductive negativity).

6.PEOPLE HAVE A HEALTHY SKEPTICISM AND WANT TO BE SURE NEW IDEAS ARE SOUND
It’s important to remember that few worthwhile changes are conceived in their final, best form at the outset. Healthy skeptics perform an important social function: to vet the change idea or process so that it can be improved upon along the road to becoming reality. So listen to your skeptics, and pay attention, because some percentage of what they have to say will prompt genuine improvements to your change idea (even if some of the criticism you will hear will be based more on fear and anger than substance).

7. PEOPLE FEAR HIDDEN AGENDAS AMONG WOULD-BE REFORMERS
Let’s face it, reformers can be a motley lot. Not all are to be trusted. Perhaps even more frightening, some of the worst atrocities modern history has known were begun by earnest people who really believed they knew what was best for everyone else. Reformers, as a group, share a blemished past . . . And so, you can hardly blame those you might seek to move toward change for mistrusting your motives, or for thinking you have another agenda to follow shortly. If you seek to promote change in an organization, not only can you expect to encounter resentment for upsetting the established order and for thinking you know better than everyone else, but you may also be suspected of wanted to increase your own power, or even eliminate potential opposition through later stages of change.

I saw this in a recent change management project for which I consulted, when management faced a lingering and inextinguishable suspicion in some quarters that the whole affair was a prelude to far-reaching layoffs. It was not the case, but no amount of reason or reassurance sufficed to quell the fears of some people. What’s the solution? Well, you’d better be interested in change for the right reasons, and not for personal or factional advantage, if you want to minimize and overcome resistance. And you’d better be as open with information and communication as you possibly can be, without reacting unduly to accusations and provocations, in order to show your good faith, and your genuine interest in the greater good of the organization. And if your change project will imply reductions in workforce, then be open about that and create an orderly process for outplacement and in-house retraining. Avoid the drip-drip-drip of bad news coming out in stages, or through indirect communication or rumor. Get as much information out there as fast as you can and create a process to allow everyone to move on and stay focused on the change effort.

8. PEOPLE FEEL THE PROPOSED CHANGE THREATENS THEIR NOTIONS OF THEMSELVES
Sometimes change on the job gets right to a person’s sense of identity. When a factory worker begins to do less with her hands and more with the monitoring of automated instruments, she may lose her sense of herself as a craftsperson, and may genuinely feel that the very things that attracted her to the work in the first place have been lost. I saw this among many medical people and psychologists during my graduate training, as the structures of medical reimbursement in this country changed in favor of the insurance companies, HMO’s and managed care organizations. Medical professionals felt they had less say in the treatment of their patients, and felt answerable to less well trained people in the insurance companies to approve treatments the doctors felt were necessary. And so, the doctors felt they had lost control of their profession, and lost the ability to do what they thought best for patients.

My point is not to take sides in that argument, but to point out how change can get right to a person’s sense of identity, the sense of self as a professional. As a result, people may feel that the intrinsic rewards that brought them to a particular line of work will be lost with the change. And in some cases, they may be absolutely right. The only answer is to help people see and understand the new rewards that may come with a new work process, or to see how their own underlying sense of mission and values can still be realized under the new way of operating. When resistance springs from these identity-related roots, it is deep and powerful, and to minimize its force, change leaders must be able to understand it and then address it, acknowledging that change does have costs, but also, (hopefully) larger benefits.

9. PEOPLE ANTICIPATE A LOSS OF STATUS OR QUALITY OF LIFE
Real change reshuffles the deck a bit. Reshuffling the deck can bring winners . . . and losers. Some people, most likely, will gain in status, job security, quality of life, etc. with the proposed change, and some will likely lose a bit. Change does not have to be a zero sum game, and change can (and should) bring more advantage to more people than disadvantage. But we all live in the real world, and let’s face it – if there were no obstacles (read: people and their interests) aligned against change, then special efforts to promote change would be unnecessary.

Some people will, in part, be aligned against change because they will clearly, and in some cases correctly, view the change as being contrary to their interests. There are various strategies for minimizing this, and for dealing with steadfast obstacles to change in the form of people and their interests, but the short answer for dealing with this problem is to do what you can to present the inevitability of the change given the risk landscape, and offer to help people to adjust. Having said that, I’ve never seen a real organizational change effort that did not result in some people choosing to leave the organization, and sometimes that’s best for all concerned. When the organization changes, it won’t be to everyone’s liking, and in that case, it’s best for everyone to be adult about it and move on.

10. PEOPLE GENUINELY BELIEVE THAT THE PROPOSED CHANGE IS A BAD IDEA
I’ll never forget what a supervisor of mine said to be, during the year after I had graduated from college, secure as I was in the knowledge of my well earned, pedigreed wisdom at age twenty-two. We were in a meeting, and I made the comment, in response to some piece of information, “Oh, I didn’t know that!” Ricky, my boss, looked at me sideways, and commented dryly, “Things you don’t know . . . fill libraries.” The truth is, sometimes someone’s (even – gasp! – my) idea of change is just not a good idea. Sometimes people are not being recalcitrant, or afraid, or muddle-headed, or nasty, or foolish when they resist. They just see that we’re wrong. And even if we’re not all wrong, but only half wrong, or even if we’re right, it’s important not to ignore when people have genuine, rational reservations or objections.

Not all resistance is about emotion, in spite of this list I’ve assembled here. To win people’s commitment for change, you must engage them on both a rational level and an emotional level. I’ve emphasized the emotional side of the equation for this list because I find, in my experience, that this is the area would-be change agents understand least well. But I’m also mindful that a failure to listen to and respond to people’s rational objections and beliefs is ultimately disrespectful to them, and to assume arrogantly that we innovative, change agent types really do know best. A word to the wise: we’re just as fallible as anyone.

Train the Non-Trainer

If today's fast-moving corporation had an attitude, it would be "need to know, now." Organizations can't wait for formal learning programs to teach employees how to do their jobs. Everyday trainers can ensure employees have knowledgeable resources to turn to when questions or problems occur in real time.

In most organizations there are almost never enough trainers to go around. But should there be? In today's knowledge-worker-dominated workplace, employees need answers on the spot, and the company trainer rarely is as convenient as Web access or the peer sitting next door. As a result, organizations are training and leveraging everyday learning champions so employees have an immediate resource to turn to when issues arise.

"I'm not sure that having a whole host of people who are [purely] trainers is the right way to go in the constantly changing environment in which we live," said Rajeev Peshawaria, chief learning officer at Morgan Stanley.

Companies such as Morgan Stanley are moving away from the train-the-trainer methodology and embracing a model that empowers subject matter experts, leaders and managers to lead development, thereby creating a learning culture in which employees are encouraged to begin discussions and ask their peers questions.

Leaders as Teachers

"Teaching is learning twice." That's the philosophy at Morgan Stanley, where line leaders help train their employees. The global financial services firm subscribes to a co-teaching model, in which a professional teacher and a business leader team up to provide a well-rounded training experience.

"Let's say we're teaching a course on leadership," Peshawaria said. "Somebody from my team would teach the theory and concepts, and the business leader [would] speak to those concepts with real examples and practical experience. You get the best of theory and practice."

When time is at a premium, the workload must be manageable to motivate business leaders to participate. With Morgan Stanley's co-teaching model, the business leaders are not responsible for the totality of the training.

"The trick in leaders as teachers is to make it easy for them. If you give them a big manual and say: 'Prepare this and attend a train-the-trainer [session],' they'd never do it," Peshawaria said. "We tell them what we're teaching, where we want them to interject with examples and where we want them to lead exercises."

As with most initiatives, there must be support from the top, especially when the biggest challenge may be getting the line leaders to buy into the program.

"Without that, it's doomed," Peshawaria said. "The first thing I would suggest is to build sponsorship for the idea. Encourage officers to go out and teach and become part-time trainers."

In the past two and a half years, Hyatt has trained 4,000 operational managers in North America to be trainers. Because the mandate came from the top, the hotel chain had senior leadership support from the beginning. "If we want to be successful delivering service to our guests, we need to make sure the message our employees hear every day [is] consistent with respect to service priorities and delivery," said Christy Sinnott, vice president of learning and development. "We [have taken] each department, identified the service and skills necessary for management-level and hourly staff and literally brought in every operational manager across the country and trained them in the material and how to be trainers."

After the required skills and service standards were set for each position, members of the corporate operations and learning and development teams created the tools and resources necessary for managers to be successful in this new role. All of the operations managers were then brought to a central location and trained. Afterward, the managers returned to their hotels and retrained all their employees.

"Our continued focus is how we can help our managers to spend more of their time with our employees and guests," Sinnott said. "We continue to work with our corporate operations team to find efficiencies whether that [is] new training tools, resources or even how to use technology to make their jobs more efficient."

Sinnott said since this transition to a train-the-trainer model, one of Hyatt's biggest challenges has been ensuring each new manager receives the appropriate training and support at the hotel level. To help, the hotel chain has implemented a system of checks and balances to ensure all new managers go through training.

"We have regional managers based throughout the United States that do follow-up, and we also have a corporate operations team that meets with new managers to [make sure] they are receiving the proper training and assist them in that role," she said.

Before training became the operational managers' responsibility, they had to buy into the idea. HR and talent concerns had to take a backseat to more immediate business needs.

"We made a unified decision with operations that this was going to be operations training," said Doug Patrick, senior vice president of human resources at Hyatt. "It provides a sense of ownership and increases the interaction between the employee and manager, which is what we want. We want them to be on the floor and intimately familiar with their people."

Both Morgan Stanley and Hyatt have seen advantages to non-trainer training, as it makes leaders more accessible to employees and helps create a learning atmosphere in which senior executives, business-unit leaders and managers share knowledge for the betterment of the workforce.

"Teaching is learning twice, so it helps us solidify key concepts in teachers' minds," Peshawaria said. "[Also], it's very hard for a senior business leader to stand up and talk about good leadership in front of 100 people and then go back to business the next day and not behave the way they were talking."

Technology also can be used to drive peer-to-peer learning. As instant messaging, social networks, blogs and wikis become part of the fabric of corporate life, employees increasingly will interact online. Corporations can harness this opportunity to fuel informal, peer-to-peer learning, as Morgan Stanley has.

The firm recently launched the Talent Directory, a kind of corporate Facebook. The directory is on the company's intranet, and all employees create profiles and list their key skills and experiences.

"If I want to talk to somebody or learn about collateralized debt obligations, I go to the Talent Directory," Peshawaria said. "I keyword search and people who have listed that as their expertise come up; then I can click on them and set up some time to talk. It's still [in its infancy] because most people haven't even filled out their talent pages, but early adopters have, and we're encouraged."

Two Heads Are Better Than One

Employees can be trained for hours on end and still not be prepared for every issue that surfaces because most learning occurs on the job. Thus, employees should have resources such as mentors to turn to when formal training initiatives end or are unavailable.

"[Training] doesn't give us everything we need to do our role," said Tom Floyd, founder and CEO of Insight Educational Consulting, a professional consulting firm. "If you are in a [mentor] relationship, getting exposed to other things you need to do your job, you can actually get up to speed quicker and more effectively."

Part of the benefit of a mentoring partnership is the two-way learning experience. It's critical that any mentoring program be voluntary, so both participants contribute equally. Mentoring programs also require training, as mentors should be prepped on their role.

"You need some type of training program before you let them loose as mentors, so you're communicating, 'This is what being a mentor in our company means, and here [are] some different tools we'd like you to use throughout the process,'" Floyd said.

Because experiential learning is so important in the hotel business, Hyatt has implemented an informal shadowing program, as well as more structured mentoring initiatives.

"We have managers who work in the kitchens periodically so they can understand what the kitchen has to go through," Patrick said. "Training's not just classroom. It's all forms of learning, and predominantly, we learn best experiencing what happens on a daily basis."

Use them Frequently............... and Mean Them!!!

I'll Be There
If you have ever had to call a friend in the middle of the night, to take a sick child to hospital, or when your car has broken down some miles from home, you will know how good it feels to hear the phrase "I'll be there." Being there for another person is the greatest gift we can give. When we're truly present for other people, important things happen to them & us. We are renewed in love and friendship. We are restored emotionally and spiritually. Being there is at the very core of civility.

I Miss You
Perhaps more marriages could be saved & strengthened if couples simply & sincerely say to each other "I miss you." This powerful affirmation tells partners they are wanted, needed, desired & loved. Consider how ecstatic you would feel, if you received an unexpected phone call from your spouse in the middle of your workday, just to say "I miss you."

I Respect You / I Trust You
Respect and trust is another way of showing love. It conveys the feeling that another person is a true equal. If you talk to your children as if they were adults you will strengthen the bonds & become close friends. This applies to all interpersonal relationships.

Maybe You're Right
This phrase is highly effective in diffusing an argument and restoring frayed emotions. The flip side to "maybe you're right" is the humility of admitting maybe "I'm wrong". Let's face it. When you have a heated argument with someone, all you do is cement the other person's point of view. They, or you, will not change their stance and you run the risk of seriously damaging the relationship between you. Saying "maybe you're right" can open the door to further explore the subject, in which you may then have the opportunity to get your view across in a more rational manner

Please Forgive Me
Many broken relationships could be restored and healed if people would admit their mistakes and ask for forgiveness. All of us are vulnerable to faults and failures. A man should never be ashamed to own up that he has been in the wrong, which is saying, in other words, that he is wiser today than he was yesterday.

I Thank You
Gratitude is an exquisite form of courtesy. People who enjoy the companionship of good, close friends are those who don't take daily courtesies for granted. They are quick to thank their friends for their many expressions of kindness. On the other hand, people whose circle of friends is severely constricted often do not have the attitude of gratitude.

Count On Me
A friend is one who walks in when others walk out. Loyalty is an essential ingredient for true friendship; it is the emotional glue that bonds people. Those that are rich in their relationships tend to be steady and true friends. When troubles come, a good friend is there indicating "you can count on me."

Let Me Help
The best of friends see a need and try to fill it. When they spot a hurt they do what they can to heal it. Without being asked, they pitch in and help.

I Understand You
People become closer and enjoy each other more if they feel the other person accepts and understands them. Letting your spouse know in so many little ways that you understand them, is one of the most powerful tools for healing relationship. This applies to any relationship.

Go For It
We are all unique individuals. Don't try to get your friends to conform to your ideals. Support them in pursuing their interests, no matter how weird they seem to you. Everyone has dreams, dreams that are unique to that person only. Support and encourage your friends to follow their dreams. Tell them to "go for it."

I Love You
Perhaps the most important three words that you can say. Telling someone that you truly love them satisfies a person's deepest emotional needs. The need to belong, to feel appreciated and to be wanted. Your spouse, your children, your friends and you, all need to hear those three little words
"I Love You."

Workaholics!

You might be working harder and longer in a desperate bid to succeed, but if you are doing so at the cost of your health, then you need to get rid of those workaholic habits.

“Many people feel like they have to push themselves to unhealthy levels in order to succeed. But high-pressure jobs and long hours take a real toll on your immediate and future health,” said George Griffing, M.D., professor of internal medicine at Saint Louis University.

These are the seven worst habits of workaholics...

1. Forgetting to relax: While some stress can be good because it keeps you alert and motivated, too much stress or chronic stress will take its toll on your body.

2. Eating on the go: Between meetings, conference calls and deadlines, workaholics forget to take out time to sit down for a healthy lunch. But a good meal is exactly what a person needs to stay mentally sharp throughout the day.

3. Putting off sleep for work: Even busy professionals need seven to nine hours of sleep every night. Missing out on sleep can lead to irritability, difficulty concentrating, memory problems and poor judgment. It has also been linked to obesity.

4. Not making time for exercise: Getting at least 30 minutes of exercise most days is very important to immediate and future health.

5. Working even when sick: Many people come to work despite being ill. But there are three common sense reasons to stay home - Nobody wants your germs, you’ll be less productive and you need your rest to get better.

6. Drinking (too much): Excessive drinking can lead to alcoholism, liver disease and some forms of cancer.

7. Skipping annual medical checkups: In order to detect problems early, prevent others from developing and get the best treatment if you have a condition, you need to know what’s going on in your body.

Workplace Eticates

The globalisation of businesses in Nepal has vastly improved manners at work, but there is still much to be desired. In far too many companies, basic courtesies are still overlooked. Every work place has its own complex dynamics but the basic social rules which make people comfortable with each other remain valid in every working situation. An organisation where people are treated well and treat each other well tends to be more successful than others.
Here are certain guidelines to follow in a working environment.
How to welcome newcomers
• Newcomers should be welcomed by their seniors and colleagues.
• They should be briefed about their jobs and company practices.
• Staff at any level should be introduced to any newcomers they encounter.
• Courtesies should be extended to everyone you meet, irrespective of whether it's the receptionist or the CEO.
• Avoid asking personal questions regarding the newcomer's educational qualifications/ parentage/ marital status/ age/ income etc.
• Our names are an important symbol of our identity. Do not mispronounce, misspell or mix-up anybody's name.'
• Using someone's first name usually implies that you are superior to him, decidedly equal or friends. Therefore, it is best to start off formally. Use their surnames, preceded by Mr, Mrs or Ms. He/ she can then easily suggest that you use a first name.
How to show courtesy towards colleagues
• Greet everyone you encounter cheerfully and with a smile on your way into the office. On your way out, remember to thank the receptionist / office boys etc.
• Good bosses, employees and colleagues don't forget their manners. Remember 'please' and 'thank you'.
• Always show your appreciation with a smile.
• Small talk and light chitter chatter at work is essential; it expresses friendliness without demanding attention. Whether you talk about the traffic or the weather, the vital message is that you are all part of the same team.
• Be polite to hired help like peons, drivers, delivery boys etc.
• Do not talk loudly when you talk over the phone or to your colleagues. Talk in a soft and clear voice.
• Take instructions with grace and give instructions gracefully.
• On occasions like birthdays, staff members should receive a personal gift, good wishes and words of appreciation from the boss and colleagues.
• Always be considerate. The last person to leave the office should not have to switch off all the lights, air conditioners and computers. For example, when a photocopier runs out, whoever used the last sheet of paper should refill it.
• When you are going to get yourself a cup of tea, coffee or a cold beverage, offer to bring one for your co-workers as well.
How to make yourself likeable and pleasant to work with
• Don't be a whiner who is always complaining and miserable with his/ her lot in life.
• Never use words like 'can't' and 'won't', nor phrases like 'I'm busy' and 'that's not my job'.
• Do not criticise anyone -- that's not your job. And if you get criticised, be professional about it. Do not take it personally.
• Keep personal conversations down to a minimum and keep out of earshot of others.
• It is shabby to look through people's computers, emails or letters -- and don't ever make the mistake of sneaking into people's personal property like handbags or wallets. Be responsible for your own property and valuables. If you lose your expensive items, everybody else becomes a suspect and nobody likes being one!
• Never borrow anything from someone's desk without permission and when you do always return it in good condition.
• Do not misuse office property. Keep your workplace orderly. Do not infringe on other people's space.
• Be friendly with colleagues of the opposite sex but know where to draw the line. Don't get involved needlessly in any situation which could lead to embarrassment and could potentially damage not only your reputation, but that of the organisation as well.
• Do not get indulge in office gossip or discuss delicate topics (religion, politics, money, sex etc).
• Do not fidget or make unnecessary sounds which can be distracting to your co-workers.
• Maintain stringent standards of personal hygiene. Do clean up after yourself when you use the restrooms so the next person using it does not have to scrunch up his/ her nose!
• Do not convert your desktop into a place of worship. Since you might be working with people who follow different faiths, it might be better to display a vase of flowers instead.
• Use office privileges like sick leave etc thoughtfully so that you don't burden your co-workers with extra work.
Business meeting etiquette
• Be punctual. If you are late, apologise briefly but sincerely and immediately give total attention to the meeting. Those who wish to leave early should ask their seniors' permission beforehand. Leave quietly, with an 'excuse me' and catch the eye of the person who is talking at that point.
• Dress well -- it gives a good impression.
• Always remember to switch of your mobile phone.
• If there is an established seating pattern, accept it. If you are unsure, ask.
• Do your homework; get all your facts and figures in order. Go prepared.
• Acknowledge any introductions or opening remarks with a brief recognition of the chair and other participants.
• When discussions are underway it is good business etiquette to allow more senior figures to contribute first.
• Never interrupt anyone -- even if you disagree strongly. Note what has been said and return to it later with the chair's permission.
• When speaking, be brief and ensure that what you say is relevant.
• It is a serious breach of business etiquette to divulge what has been discussed at any meeting with a third party -- consider it confidential.
• Thanking the person who organised the meeting is not only good etiquette; it is also a sign of respect.
Keep competition within the organisation healthy
• A team tends to behave like a human body, accepting what is part of it and rejecting any alien tissue. People are accepted if their behaviour mirrors the group norms.
• Faults and blunders usually take place due to lack of communication. Find out the cause of the mess-up and solve the problem so that it is not repeated.
• Curb your annoyance and control your temper.
• Do not strive to pull a colleague down just to get the approval of the boss. This will backfire on you in the long run.
• Back-stabbing and petty talk is not only unpleasant, it is in poor taste.
• A secure and efficient worker never grudges another's success. Envy and jealousy among co- workers ruins the working environment for everyone. The following notice, seen on several office walls, gets the point across well: