Présentation de l'éditeur
Communication is essential in a healthy organization. But all too often when we interact with people—especially those who report to us—we simply tell them what we think they need to know. This shuts them down. To generate bold new ideas, to avoid disastrous mistakes, to develop agility and flexibility, we need to practice Humble Inquiry.
Ed Schein defines Humble Inquiry as “the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person.” In this seminal work, Schein contrasts Humble Inquiry with other kinds of inquiry, shows the benefits Humble Inquiry provides in many different settings, and offers advice on overcoming the cultural, organizational, and psychological barriers that keep us from practicing it.
Biographie de l'auteur
is the Society of Sloan Fellows Professor of Management Emeritus and a Professor Emeritus at the MIT Sloan School of Management. He is the author of many articles and books, including Helping, Process Consultation Revisited, The Corporate Culture Survival Guide, DEC Is Dead Long Live DEC Organizational Culture and Leadership, and Career Anchors. He has defined the field of organizational culture and has consulted with many organizations in the United States and overseas on organizational culture, organization development, process consultation, and career dynamics. What has distinguished Schein's work is his combination of sociology, anthropology, and social psychology.