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Most of all us have interested these three ethics. As it happens often to preferences which appear in considerable minority, these three ethics showed unusual behaviour, and all of them were considered inefficient, on what as not influencing workers. Namely:- The man, the manager of an average link has appeared one of it, whose wife-psychologist accused him that it long remembers insults and too requires extraneous support.
- The second it has appeared the manager of higher level who has exclusively been closed and showed the behaviour typical for alcoholics.
- The secretary has appeared the third it.
During this session it the collective most part discussed basically dialogue and interdependence problems. By the end of day the personnel has come to a consensus that almost all their problems can be shown to one word: trust. And apparently, nobody knew in accuracy to whom from colleagues he can trust. Moreover, Stanley have accused that it supervises all and all as afflicted and demands to report for each dollar. Naturally, it in any way did not promote creation of atmosphere of confidence of its command, not to mention that now Stanley has wallowed in a bog of the every possible small facts.
By the end of day it became clear to us that before us there was a number of serious problems. One of them consisted in a warehouse of the person of Stanley which without any necessity aspired to do all itself and has been assured that can make it better, than somebody. The problem ?2 consisted that in other collective lacks it behind which position and their self-respect of the colleague could see it qualities.
From the very beginning of Stanley has asked us to speak with it in plain terms so having laid out it all it, we have tried to explain to it that it, being the strongly pronounced logician, has lost communication with ethical qualities of the person focused on dialogue with people and consequently now to it it is very difficult if at all it is possible, to find forces for all these daily arising «questions of interpersonal dialogue». Moreover, for the same reason it has come to necessity excessively all to supervise: he aspired to do one things much as was not able to do something another. Namely, Stanley was not able to inspire employees, to trust them to work independently, doing errors (and studying as these errors); he also did not care of that they were completely realised in job.
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