Ever-present digital distractions, multitasking as the new workplace norm, constant exposure to information overload, and the use of multidiscipline teams are but a few of the newly emerging risk factors. ![]() Much has changed since then and now more than ever we run the risk and associated consequences of ineffective listening. In their now classic article, "Listening to People," which appeared in a 1957 issue of Harvard Business Review (HBR), authors Ralph Nichols and Leonard Stevens could not have been more direct in asserting that, "It can be stated, with practically no qualification, that people in general do not know how to listen." (1) "The art of conversation lies in listening." ![]() So why, then, does there continue to be such a disconnect? Does it really matter all that much for physician leaders and what, if anything, should be done about it? Management notables such as Peter Drucker (The Effective Executive, 1966), Stephen Covey (Seven Habits of Highly Effective People, 1997), and Daniel Goleman (Primal Leadership, 2002), along with a host of other experts, clearly have demonstrated the importance of being a good listener. One has been the emphasis on understanding the difference between hearing and listening (often mistakenly used interchangeably) and the second being the repeated evidence that most of us are, in fact, poor listeners (averaging only about 25 percent efficiency). OVER THE PAST SEVERAL YEARS, TWO THINGS have appeared with regularity in the management literature that haven't made much sense. ![]() "One of the greatest gifts you can give another is the purity of your attention." Discover the differences between hearing and listening, and learn how to improve your listening skills.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |