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62 lines
3.1 KiB
62 lines
3.1 KiB
4 years ago
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title = "Safe Enough to Soar - Fred Miller, Judith Kat"
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date = 2021-03-29
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[taxonomies]
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tags = ["reviews", "books", "books:2021", "team building", "communication",
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"stars:1", "fred miller", "judith kat"]
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[GoodReads Summary](https://www.goodreads.com/book/show/38508128-safe-enough-to-soar):
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Some organizations pay a great deal of attention to ensuring the physical
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safety of their team members, but do the team members feel safe enough to speak
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up and raise tough concerns or share bold and still-in-formation ideas? In this
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book, bestselling authors and inclusion experts Frederick A. Miller and Judith
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H. Katz introduce the concept of "interaction safety" and demonstrate how it
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can help create a work environment of trust, inclusion, and collaboration.
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{{ stars(stars=1) }}
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Don't get me wrong, I do understand where the book is aiming for -- giving
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people a voice, no matter what -- but I believe it aged badly, mostly due the
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way culture changed. Also, the analogies/anecdotes are a bit too far fetched,
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which actually hide the real purpose of "interaction safety".
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So, what it is this about: This is, basically, "give everyone a voice, and let
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them exercise it". All good, I totally agree with this, and a good leadership
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should always worry about it.
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But what isn't specified -- and what I meant by the way the culture change --
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is that it misses the point that people will talk to each other more things
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that just work. How do you give a voice to someone that denies the holocaust?
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Should you give a chance to someone that keeps bringing "election fraud" in
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every possible instance? Those are part of a culture shift, in which we started
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to being more stuff into work. Sure, it makes totally sense to get new input on
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work subjects, but that would require a good culture inside the company to
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leave controversial statements *outside work* outside, and the book doesn't
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cover that (and I'm all in for controversial statements about work itself).
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Also, it lacks some conflict resolution: What if I give a voice to someone,
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explain the problem with their idea, but they can't concede that it doesn't
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make sense? Would that person feel fine with it? How do you disarm the possible
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bomb when constant suggestions are dropped for one reason or the other?
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The analogies are also a bad point of the book. Since the authors describe four
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levels of "interaction safety" in the book, they put a little story for the
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level. And, obviously, the first level is pretty bad, while the fourth one is
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all marvelous and people love their work for that. And it gets tiring very
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early seeing "interaction safety" instead of "conversations" or something like
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it.
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Another problem: The lack of concrete points on how to act. Sure, there are
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lists like "A company in X level would have this" which you can infer some
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actions, but a list of "start writing X down", "when you realize comments that
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sound racist, call the person to explain why they shouldn't say it, instead of
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calling them out in public" -- which **is** a real thing people should do
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to provide safety to the group -- would be a lot more helpful than anything.
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Again, I'm not against the aim of the book, I just dislike the way it is
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presented.
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