Ewa Dacko (asker) Dec 17, 2012:

Źródło: https://www.google.pl/url?q=http://www.ymresourcer.com/docum...

Ewa Dacko (asker) Dec 17, 2012:

Znalazłam niezłe rozwinięcie Temptation 5: Choosing Invulnerability Over Trust
While these leaders may resist the temptation to protect their status, to be popular with their direct reports, to make correct decisions, and to create harmony, they may still fail - because their people are not willing to cultivate productive conflict. This is because the CEO has given in to the final temptation: the desire for invulnerability. CEO's are usually powerful people who don't feel comfortable being vulnerable with their peers and reports and they mistakenly believe they lose credibility if their people feel too comfortable challenging their ideas. So even if they encourage conflict, they do not achieve it because their people do not feel safe doing so. Their reports tend to position themselves around the opinions of the CEO and conflict with each other only when it is expedient to do so.

Patrick's advice is: actively encourage your people to challenge you ideas, Trust them with your reputation and your ego. As a CEO, this is the greatest level of trust that you can give. They will return it with respect and honesty, and with a desire to be vulnerable among their peers.

bartek Dec 14, 2012:

I słusznie, Ewo, bo to nie jest bezpieczeństwo

Ewa Dacko (asker) Dec 14, 2012:

Nie przekonuje mnie to "bezpieczeństwo", jest za ogólne. W tym samym tekście piszę o bezpieczeństwie w sensie związanym z BHP i o poczuciu bezpieczeństwa (i tam są to zdecydowanie pozytywne koncepty), więc się boję, że użycie tego również tutaj będzie mylące. Nigdzie dalej tego nie rozwijam, więc tu muszę przetłumaczyć jak najprecyzyjniej.