政治判断力
有一次,美国有家大型石油公司的副董事长前往某国访问。访问期间,他与当地几位官员举行会谈。会谈中,他对克林顿总统大加抨击。[57]
这些官员坐在那里,静静地听着。他讲完后,听者一言不发,一阵沉默。次日,有位官员去那家石油公司驻当地办事处表示歉意,措辞得体地说:“昨天,我们未能更好地进行交流。对此,我们深表遗憾。但是请你们理解,你们副董事长谈论的许多话题,我们确实听不懂。”
后来,接受道歉的那位公司雇员说:“我认为他们做得非常棒。他们并没有因为生气而脱口而出:‘你们的副董事长可以抨击克林顿,这在他是理所当然的。我们要是也这样做,第二天一定被抓进监狱了。’”那位副董事长对打交道对象的国家文化准则缺乏敏感性。由于各国的文化不同,各个组织都制定了一些基本行为规范,指出什么可以做、什么不可以做。要想从全局考虑,就要适应对方组织的基本情况和文化。
在组织中常会出现类似政治运动的事情,也会出现拉帮结派和权力斗争。如果对那些不当的拉帮结派和竞争对抗具有敏锐的觉察力,就能更深刻地认识到深层问题,能更清楚地向主要的决策者说明问题的实质。
进一步来讲,审时度势的能力能让人洞察在世界各地发生的事所具有的影响力。比如,会存在竞争或行政管理中造成的压力、技术革新带来的机遇、各种政治力量的斗争等因素,有审时度势能力的人能帮助企业在世界各地上述形势中寻找机遇。反之,组织的发展因此会受到遏制。
不过,要当心“政治动物”。“政治动物”是指那些玩弄权术、追求个人权益和一心想往上爬的人。这些人都热衷于研究隐形的权力网,但他们的弱点在于其动机纯粹是为个人私利,他们对那些与自己个人利益无关的信息视而不见,结果显得又偏执又无知。这说明他们只考虑符合自己个人野心的事物,而把身边发生的其他事情统统拒之门外。结果,这些“政治动物”常常对身边发生的大多数事件漠不关心、反应迟钝,一切都以自我为中心。
另一种倾向就是不重视或不关注组织的政治形势变化。无论他们这样做的动机是什么,这些缺乏政治敏感度的人在鼓励其他人参与自己的事业时,常常把事情弄得一团糟,因为当他们试图影响他人时,往往弄错方向或是力不从心。人们只了解组织的正式框架结构是不够的,还需要洞察组织内部那些非常规的结构和隐形的权力潜规则。
- Empathy in couples: Robert W. Levenson and Anna M.Ruef, “Physiological Aspects of EmotionalKnowledge and Rapport,” in William Ickes (ed.), Empathic Accuracy (NewYork: Guilford Press,1997).
- The physiological mirroring found in married couples hasa paradoxical wrinkle. In couples who getalong the leastwell, there is a strong tendency for physiological linkage during the viewing of the videoof their disagreement: The spouse viewing the video gets upset along with the spouse being viewed.This amygdala tango does not help the marriage, however, because though spouses have high empathyfor what the other is feeling, they do not act on that knowledge in a constructive way. Though theyhave araw empathy with their partner, they lack full empathic accuracy, in that they are clue less aboutwhat caused those feelings, what to do about them to make things better, and how to keep them fromrecurring in the future.See Robert Levenson and Anna Ruef, “Emotional Knowledge and Rapport,” inWilliam Ickes (ed.), Empathic Accuracy (New York: Guilford Press, 1997).
- The physiological linkage was strongest for the high arousal negative emotions, like anger, fear,disgust, and contempt. When partners were in rapport with positive emotions, the empathicphysiological stance was to have low heart rate, an indicator of an amygdala in equipoise rather than inattack mode.
- The insensitivity effect increases to the extent one’s own strong emotions differ from those of theperson one iswith. Two angry people can still resonate with each other, but not an angry person and asad one. See Levenson andRuef, “Emotional Knowledge and Rapport.”
- Tuning in to one’s own feelings as basis for empathy:Richard Boyatzis and James Burrus,“Validation of a Competency Model for Alcohol Counselors in the U.S.Navy,” McBer, Boston, 1977.
- The silent synchrony: Elaine Hatfield et al., Emotional Contagion (New York: CambridgeUniversity Press, 1994).
- Seeing an emotional face evokes the corresponding feelingin us: the data is reviewed in Hatfield etal., Emotional Contagion.
- Coordination leads to emotional attunement: Hatfield etal., Emotional Contagion.
- Neurons in the amygdala automatically register theemotions in the people around us. Studies withprimates show that they have amygdala neurons that fire only in response to specific emotionalexpressions, like a grimace of fear or a threatening baring of teeth. See Leslie A.Brothers in ScienceNews, January 18, 1997; and her “A Biological Perspective on Empathy,” American Journal ofPsychiatry 146 (1989). People with damage to the amygdala fail to display or register emotionaldistress,whether anger or fear, and have trouble recognizing cues for happiness and sadness. Ross Buckand Benson Ginsburg, “Communicative Genes and the Evolution of Empathy,” in William Ickes (ed.),Empathic Accuracy (NewYork: Guilford Press, 1997).
- The temperamental designer: William A. Kahn“Psychological Conditions of Personal EngagementandDisengagement at Work,” Academy of Management Journal 33 (1990).
- Empathic physicians: Howard Friedman and RobertDiMatteo, Interpersonal Issues in Health Care(New York:Academic Press, 1982).
- Interruptions by physicians: H. B. Beckman and R. M.Frankel, “The Effect of Physician Behavioron the Collection of Data,” Annals of Internal Medicine 101(1984).
- Doctors who are sued don’t listen: Wendy Levinson et al.,“Physician-Patient Communication: TheRelationship withMalpractice Claims Among Primary Care Physicians and Surgeons,” Journal of theAmerican Medical Association, February 19, 1997.
- Empathic design: Dorothy Leonard and Jeffrey F. Rayport “Spark Innovation Through EmpathicDesign,” Harvard Business Review, November/December 1997.
- Product development and customer service: Spencer and Spencer, Compe-tence at Work.
- Listening: Anthony P. Carnevale et al., Workplace Basics:The Skills Employers Want (AmericanSociety for Trainingand Development, Arlington, VA, and U.S. Department of Labor, Washington,DC, 1989).
- Empathy limits sales: R. B. Marks, Personal Selling (Boston:Allyn and Bacon, 1991).
- Sales and empathy: Bruce K. Pilling and Sevo Eroglu, “AnEmpirical Examination of the Impact ofSalespersonEmpathy and Professionalism and Merchandise Salabilityon Retail Buyers’ Evaluations,”Journal of Personal Selling and Sales Management, Winter 1994.
- Extroverted glad-handing does not make for better sales:see also Murray R. Barrick, Michael K.Mount, and Judy P.Strauss, “Conscientiousness and Perfor-mance of Sales Representatives: Test of theMediating Effects of Goal Setting,” Journal of Applied Psychology 78 (1993).
- Machiavellians lack empathy, those who trust have it:Mark Davis and Linda Kraus, “Personalityand EmpathicAccuracy,” in Ickes, Empathic Accuracy.
- Sam’s emotional tone deafness: Hatfield et al., Emotional Contagion.
- Avoiding empathy to resist caring: Laura Shaw et al., “Empathy Avoidance: Forestalling Feelingfor Another in Order to Escape the Motivational Conse-quences,” Journalof Personality and SocialPsychology 67 (1994).
- Managers who care too much: see, e.g., Richard Boyatzis The Competent Manager: A Model forEffective Performance (New York: John Wiley and Sons, 1982).
- Empathy and the collective good: C. Daniel Batson et al.,“Empathy and the Collective Good:Caring for One of theOthers in a Social Dilemma,” Journal of Personality and Social Psychology 68(1995).
- The powerful don’t empathize: see, for example, Hatfieldet al., Emotional Contagion.
- The GE plant closing follow-up: Deborah Sholl Humphreys, “Decline as a Natural Resource forDevelopment,” presented at the annual meeting of the Academy of Management, 1987.
- Developing others is the second most frequent managerial competence: Spencer and Spencer,Competence at Work.
- Sales managers and developing others: Spencer and Spencer, Competence at Work.
- Competence of counselors: Richard Boyatzis and JamesBurrus, “The Heart of Human ResourceDevelopment:Counseling Competencies,” unpublished manuscript, 1995; also Boyatzis and Burrus,“Validation of a Competency Model.”
- Developing others—supervisors, managers, executives:Boyatzis, The Competent Manager.
- Career coaching pays off: Christopher Orpen, “The Effectof Mentoring on Employees’ CareerSuccess,” Journal of Social Psychology 135 (1995); David Laband and BernardLentz, “WorkplaceMentoring in the Legal Profession,” Southern Economic Journal, January 1995.
- Coaching by top executives: David Peterson et al.,“Management Coaching at Work: CurrentPractices inFortune 250 Companies,” presented at the annualconference of the American PsychologicalAssociation, Toronto, August 1996.
- Teaching superiors: Spencer and Spencer, Competence atWork.
- Silence damages self-confidence as much as negativefeedback: Paulette A. McCarty, “Effects ofFeedback on theSelf-confidence of Men and Women,” Academy of Management Journal 29 (1986).
- LP,即lowperformer,意为“劣迹斑斑的人”。——译者注
- The low-performing sailors: K. S. Crawford et al.,“Pygmalion at Sea: Improving the WorkEffectiveness ofLow Performers,” Journal of Applied Behavioral Science 16(1980).
- 皮格马利翁效应比喻对某个人期望越大,这个人的表现越好。皮格马利翁是萧伯纳作品中的一个人物。——译者注
- Socratic coaching: Mark Lepper et al., “Motivational Techniques of Expert Human Tutors,” in S.P. Lajoie and S. J. Derry (eds.), Computers as Cognitive Tools (Hillsdale,NJ: Lawrence Erlbaum,1993).
- Too much coaching, too little managing: Boyatzis, The Competent Manager.
- Sandoz Pharmaceuticals: in Richard H. Rosier (ed.), The Competency Model Handbook, vol. 2(Boston: Linkage, 1995).
- Empathy in successful sales: Donald Mc Bane, “Empathyand the Salesperson: AMultidimensional Perspective,” Psychology and Marketing 12 (1995).
- The helpful manager: Spencer and Spencer, Competence at Work.
- The tale of Nancy Cohen: Jennifer Steinhauer, “Whatever Happened to Service?” The New YorkTimes, March 4, 1997.
- Customer service orientation: for more details, seeSpencer and Spencer, Competence at Work.
- Yankelovich survey of customer satisfaction: reported in Steinhauer, “Whatever Happened toService?”
- Flaws in The Bell Curve: The book ignores data showing that the black-white difference found inIQ scores amongAmericans does not hold in Caribbean cultures, where blacks are not an oppressedgroup, and that in every society where there is a privileged class and an oppressed group the samespread in IQ scores is found as that between American blacks and whites, suggesting the effectis due toeconomic and social conditions, not race. Thebook also neglects to mention data showing that whenmembers of an oppressed group migrate to a culture where they are not victims of oppression, the IQdifference disappears in a single generation. See Ulric Neisser (ed.), The Rising Curve: Long-TermGains in IQ(Washington, DC: APA Press), 1998.
- Stereotype threat: Claude M. Steele, “A Threat in the Air:How Stereotypes Shape IntellectualIdentity andPerformance,” American Psychologist, June 1997.
- Reasons women are prevented from advancing tocorporate leadership: “Women in CorporateLeadership: Progress and Prospects,” Catalyst, New York, 1996.
- Workplace prejudice against women leaders: The researchby Alice Eagly, at NorthwesternUniversity, was reportedin The American Psychological Association Monitor, August 1997.
- Women in math, engineering, and science: N. M. Hewittand E. Seymour, “Factors Contributing toHigh Attrition Rates Among Science and Engineering Undergraduate Majors,” report to the Alfred P.Sloan Foundation, 1991.
- Managers: Boyatzis, The Competent Manager.
- People have more difficulty reading a person’s emotionswhen that person is from a group they arenot so familiarwith. For example, when people from other nations try toread emotions from Americanson the PONS, they do morepoorly the more dissimilar their own culture is from thatof the UnitedStates: Robert Rosenthal, Judith Hall, et al., Sensitivity to Nonverbal Communications: The PONS Test(Baltimore: Johns Hopkins University Press, 1979).
- David A. Thomas and Robin J. Ely, “Making Differences Matter: A New Paradigm for ManagingDiversity,” Harvard Business Review, September/October 1996.
- Thomas and Ely, “Making Differences Matter.”
- Thomas and Ely, “Making Differences Matter.”
- The politically aware diplomat is described by David McClelland in his introduction to Spencerand Spencer,Competence at Work.
- Key to the sale: Spencer and Spencer, Competence at Work.
- Objective perception in superior managers and executives: Boyatzis, The Competent Manager.
- The oil executive and the silent Chinese group: told inRichard Rosier, The Competency ModelHandbook, vol. 3.
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