MGMT 535 - Module 2 - Taking Someone to Lunch - Madeline Campbell


After watching, then reading the transcript for Elizabeth Lesser’s talk titled Take “The Other” to Lunch, there is a handful of colleagues that automatically come to mind. Also, there is automatically a list of people from my workplace that I “click” with more and know quite-well that I do not need to take to lunch to get to know.

The colleague I would take to lunch is a newer employee that I know has different views on current issues than I do. I do not think this is a negative thing, as I believe we can learn a great deal from individuals who see issues through different lenses than ourselves. This colleague has a very different personality than me, and one that I struggle to get to know. In an effort to communicate in an open and honest way, I would set ground rules much as Lesser did. I would set goals of the following: no interrupting, listen intently, do not assume, be authentic, be conversational.
One of the advantages of having open and honest dialogue within the workplace would be what Lesser stated toward the end of her talk, “And we both marveled at the labels that fit none of the people we actually know. And since we had established some trust, we believed in each other's sincerity” (Lesser, 2010). Communications, as Phillip Clampitt states “…face a decision between three simple choices: to (1) speak, (2) listen, or (3) remain silent. Each choice presents us with an unavoidable ethical decision” (2017, p. 50). Hasty, unrealistic and gossip-like communication can take place regarding an individual, unless and until you have open and honest communication with them.

Another advantage of open and honest communication within the workplace is growth within a department, or for the organization overall. Clampitt states, “Inevitably, employees will disagree with an organizational policy, procedure, practice, or decision. How the organization, managers, and employees deal with dissent presents an ethical challenge. Employees often hesitate to share their concerns because they fear possible retaliation... Managers [of] organizations are often reluctant to encourage dissent because they fear that it “poisons the atmosphere,”… research shows just the opposite; healthy constructive debate and dialogue actually build greater commitment to the organization” (Clampitt, P, 2017, p. 53). 

From experience within the workplace, I do believe that authentic, respectful communication can be fruitful for employee and manager relationships. If a manager invites open communication, they can foster a positive work environment vs. an oppressive or autocratic one. Lies, rumors and gossip easily flood work-environments and this can be corruptive to the organization. The opposite effect can happen if the manager puts out the flames of gossip and rumors, is open to hearing from employees and invites honest communication.




References

Clampitt, P. G. (2017). Communicating for managerial effectiveness: Challenges, strategies, solutions. Thousand Oaks, CA: SAGE Publications.

Lesser, E. (2010). Transcript of "Take "the Other" to lunch". Retrieved June 6, 2019, from https://www.ted.com/talks/elizabeth_lesser_take_the_other_to_lunch/transcript?language=en#t-582684

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