He facilitated the kind of human interaction that creates a great bonding between people, and he was heavily criticized for taking the time to do it because it wasnāt āefficient.
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I have seen the consequences of attempting to shortcut this natural process of growth often in the business world, where executives attempt to ābuyā a new culture of improved productivity, quality, morale, and customer service with strong speeches, smile training, and external interventions, or through mergers, acquisitions, and friendly or unfriendly takeovers. But they ignore the low-trust climate produced by such manipulations. When these methods donāt work, they look for other Personality Ethic techniques that willāall the time ignoring and violating the natural principles and processes on which a high-trust culture is based.
Iāve seen labor management disputes where people spend tremendous amounts of time and energy trying to create legislation that would force people to act as though the foundation of trust were really there.
(Covey, āThe 7 Habits of Highly Effective Peopleā, p.151)
(Covey, āThe 7 Habits of Highly Effective Peopleā, p.168)
But defensive minds are neither creative nor cooperative.