Great expectations, wrong diagnosis

Abstract

Argues that good communication techniques actually inhibit the learning that brings real change, creating a warm feeling about superficial issues without any deep and potentially threatening or embarrassing information. Gives examples to show defensive behaviours, stereotyping and responsibilities and states how managers and subordinates must both struggle to allow real learning and change to occur.

Citation

Kippenberger, T. (1997), "Great expectations, wrong diagnosis", The Antidote, Vol. 2 No. 7, pp. 30-31. https://doi.org/10.1108/EUM0000000006362