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When You Say Yes but Mean No: How Silencing Conflict Wrecks Relationships and Companies ... and What You Can Do About It - Hardcover
Synopsis
A corporate ethnographer discusses the need for constructive conflict, as well as the negative effects of silencing conflict for the sake of harmony and agreement.
"synopsis" may belong to another edition of this title.
About the Author
LESLIE A. PERLOW is an associate professor at Harvard Business School. She received her Ph.D. from MIT
and is the author of Finding Time, published by Cornell University Press.
From the Inside Flap
culture―especially at work―that prefers harmony over discord, agreement over dissent, speed over deliberation. We often smile and nod to each other even though deep down we could not disagree more. Whether with colleagues, friends, or family members, the tendency to paper over differences rather than confront them is extremely common. We believe that the best thing to do to preserve our relationships and to ensure that our work gets done as expeditiously as possible is to silence conflict.
Let’s face it, most bosses don’t encourage us to share our differences. Indeed, many people are taught that
loyal employees accept corporate values, policies, and decisions―never challenging or questioning them. If we want to hold on to our jobs and move up in our organizations, stifling conflict is the safest way to do it―or so we believe.
And it is not just with our bosses that we fear raising a dissenting opinion. We worry about what our peers
"About this title" may belong to another edition of this title.
- PublisherCrown Pub
- Publication date2003
- ISBN 10 1400046009
- ISBN 13 9781400046003
- BindingHardcover
- Edition number1
- Number of pages254
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When You Say Yes but Mean No: How Silencing Conflict Wrecks Relationships and Companies. and What You Can Do About It
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Crown Business May 2003, 2003
ISBN 10: 1400046009
ISBN 13: 9781400046003
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