Employees frequently have excellent ideas about improving the productivity of the work environment. Managers who listen to these ideas solve more problems than those who do not. These managers create...

Employees frequently have excellent ideas about improving the productivity of the work environment. Managers who listen to these ideas solve more problems than those who do not. These managers create a sense of concern for their staff while receiving better-quality information. Ranjan Das, the foreman of a large manufacturing plant, called in Krishnan, a supervisor of a production line, into his office to explain the plans for a new way to assemble machinery. Ranjan described how he thought the procedure should be changed. Krishnan’s only response was silence and a frown. The foreman, reading Krishnan’s non-verbal communication accurately, realized that something was wrong and sensed that Krishnan might have something to say. So he said, ‘Krishnan, you have been in the department longer than me. What is your reaction to my suggestion? I am listening.’ Krishnan paused and then began to speak. He realized his manager had opened the door to communication and felt comfortable offering suggestions from his years of experience. As the two employees exchanged ideas, a mutual respect and trust developed, along with a solution to the technical problems. While listening, the manager remained in complete control of the situation. He was an active, not a passive, listener.