There may be occasions when feedback is sought but resisted if \it turns out to be
unfavourable. One vividly remembers an occasion when one explained to a
subordinate personnel officer that one would always welcome suggestions if she thought
there were ways in which the running of the department could be improved. She took at
the word and one day somewhat hesitantly started to explain how a change we were
pla.l1ning was, in her view, ill-judged. Our immediate response was one of irritation, but
fortunately one was just able to hide this and found to our chagrin ‘that she was right and
one was wrong. One was relatively new in the job and realised in retrospect that in the
moments. when one was seeking to control irritation the future working relationship was
being determined. One was able to show, at least with this person, that one would not
bite her head off if she expressed views that were contrary to mine. After this incident the
personnel officer concerned came when she thought that there was a likelihood of
committing other errors. This meant the occasional swallowing of pride when she picked
up points that one had missed. There is a strong temptation in situations like this to
block off criticism for fear of losing respect amongst subordinates
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