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Judith E. Glaser Is it human nature to collaborate openly and freely? In her provocative new book executive coach, Judith E. Glaser, makes the bold claim that, yes, people are hardwired to act as a collective, creative force. However, our basic instincts often get in the way. In CREATING WE: Change I-Thinking to WE-Thinking, Build a Healthy, Thriving Organization, Glaser outlines her prescription for developing a connected, growing organization. Judith E. Glaser is an executive and organizational coach and the CEO /President of Benchmark Communications, Inc. Her client list includes Coach, Inc; News Corp; JP Morgan Chase; Clairol; IBM; Verizon; AT&T; NYNEX; Revlon; PepsiCo; Liz Clairborne; Donna Karan International; Cendant; Citibank; and Bank Boston.
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Who stole my croissant? And who left that moldy mess in the fridge? Are you tired of opening the office refrigerator only
to find your yummy treat missing and a stale, smelly sandwich in its
place? We all lose our cool over the ice box at work. Office culture
expert and author of CREATING WE: Change I-Thinking
to WE-Thinking, Build a Healthy, Thriving Organization Judith
Glaser, provides insight and advice about "Fridge Rage". Office-Politics: How does an office get control over the refrigerator? Nobody wants to be on the cleanup team -- everybody does that at home! And nobody wants to find their decadent chocolate cake secretly devoured... Judith Glaser: You have to find someone who cares enough to stand up and talk about it... or to clean it and leave signs around about what to do or not to do. That can be a meticulous person who gets fed up, or a manager who takes; stand on "group norms." Someone needs to speak up and "call out the problem." This takes courage, or leadership." Office-Politics: What does "refrigerator rage" tell you about the company's corporate environment and culture? Judith Glaser: Refrigerator Rage says this is a culture where people don't care about honoring each other's space - where respect is low and abuse is high. It's where leaders don't know how to set the stage for mutual success and where nurturing and growing talent is an impulse potentially lost to harsh competitive realities - even harsh competition inside the organization. It's an "I don't care about you culture, and you don't care about me." Office-Politics: Can you provide some proactive steps to solving the problem of refrigerator rage? Judith Glaser: Leaders need to call together their teams (impacted by refrigerator rage) and have discussions about "our environment" and what we need to do differently to "nourish" each other. Green moldy food is not nourishment! Half eaten, stale sandwiches are not nourishment! Month old hummus is not nourishment! Leaders need to be courageous enough to look at the mess inside - "the brutal facts" and be willing to have conversations about what's not working and what needs to take place to make this a great place to work. Leaders need to assign people on the team to "project teams" to clean up the mess. Leaders need to reward "caring behavior" and make sure those who make this a better place to work are celebrated. On the larger scale, leaders need to know that "old food in a refrigerator" is usually a sign of pent up frustrations and unexpressed desires. It's a culture where people just don't care to nourish us. If we live in a culture where we need to keep our aspirations in a messy, cold, dirty refrigerator then the soul of the business is locked up and not being put to work to grow the business.
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CREATING WE: Office-Politics Help What would you do if Management won't listen? Last week, one of our co-workers was attacked at work... More Office-Politics Letters,,,
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