Bob Greene says that for emotionaland cognitive reasons we've got topace ourselves and encourage people to pace one another. In the virtual world, you can see that more readily thn when we're in person. This means there has to be breaks. And consider doing 35% of your meetings audio only because you get emotionally exhausted by seeing people's face in front of you.
Most of the work we do requires coordinating and collaborating with others. But how can we ensure the benefits of working with others, while avoiding conflict that’s inherent to communicating within groups?
In this podcast episode, Matt Abrahams speaks with Bob Sutton, Professor of Management Science and Engineering at Stanford School of Engineering and GSB Professor of Organizational Behavior (by courtesy) about maximizing productivity while minimizing what he calls “friction.” “So many organizations make the right things too hard to do and the wrong things too easy,” Sutton says. “For communication, to me, a big part of a leader's job is to be clear about where people should focus attention and where they should not focus attention.”
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