Beware Those Who Ask for Feedback: And Other Organizational Constants

by Richard A. Moran

For the more than 100,000 readers who benefitted from Never Confuse a Memo with Reality, this sequel continues to provide simple but immensely important insights for success in the corporate world.... This description may be from another edition of this product.

• Format: Paperback
• Language: English
• ISBN: 0887307108
• ISBN13: 9780887307102
• Release Date: January 1994
• Publisher: HarperCollins Publishers
• Length: 1 Pages
• Weight: 0.45 lbs.
• Dimensions: 0.5" x 6.0" x 4.5"

Customer Reviews

A Leader For Organization Change Offers Advice To Management

Author Richard A. Moran, Ph.D.,is the National Director of Organization Change for Price Waterhouse. His biography in this book says "He has worked in all types of organizations worldwide, from Apple Computer to Zurich Insurance. Moran helps organizations implement their strategies by keeping management focused and by getting lots of help from employees. He is the author of NEVER CONFUSE A MEMO WITH REALITY. In addition he is co-author of the 1993 landmark studey, POSTCARDS FROM EMPLOYEES, which captured the perceptions of over 50,000 employees regarding their organizations and management as well as customer service and other work-related areas." The author says his "continuing source of material are those thousands of employees, at all levels of all organizations, who tell me the truth and make me aware of what a struggle it can be to thrive in today's complex organizations." The author describes this second collection of business related aphorisms as "a book of business bread and butter." He says he has continued his attempt, begun in his first book NEVER CONFUSE A MEMO WITH REALITY "to capture the conventional wisdom that people in business should know--but either ignore or never learned in the first place." He sees several advantage to his writing style: "First, it represents what many people know is the truth about life in today's organizations. Second, it is accessible: It features no complex models or theories that make anyone feel guilty or inadequate for not understanding. Third the lessons from the book apply. No matter what their level, industry, or position, people understand. Fourth, there is humor in the book that makes people chuckle about their own situations. And, lastly, the price is right." As in his first book, the advice offered is simply expressed and sometimes overgeneralized. But inevitably, what is familiar for one person will be a new insight for another. Once again, the author presents a checklist. A reader may wish to reject any individual item on it as in appropriate for his or her particular situation, but it is a valuable guide to both self-appraisal and organizational appraisal. There are 371 aphorisms or collections of aphorisms in this book. From my experience of more than 40 years in the workforce, the 40 most valueable are as follows: #1. Always tell the truth to employees and your boss. It's easier to remember what you said. #3. "Just because you're a supervisor doesn't mean you have a license to be a jerk." #7. "Beware those who ask for feedback. They are really asking for validation. #20. "Be more results-driven than methodology driven." #23. "Trust your instincts. There is a reason why people value your experience. You should as well." #29. "In your written work, say something meaningful in the first sentence." #31. "Too much resistance to a new system or change probably means there's something wrong with it. Employees will usually act in the organization's best interest. List

A Good Reference / Reminder Catalogue

The common-sense advice in this Life's-Little-Instruction-Book spinoff is useful; it doesn't hurt to keep a copy at your office and thumb through it for a few seconds every morning, just to help you focus. The showcase saying, "Beware those who ask for feedback. They are really asking for validation." is eminently correct. You NEVER tell a corporate boss the truth, if the truth reflects poorly upon that boss. To do so is to paint a bull's eye on your forehead, and ensure you will be targeted with some unpleasant consequence in the future. This is the voice of experience. I am now a sycophantic fawning toady lickspittle apple-polishing lapdog yes-man at the office, and I have not gotten into trouble for several years. Being wary of those who ask for feedback has served me well indeed.