One example is the CEO keeps on harping on a particular group of employees on almost everytime on whatever they do (even though sometimes their performances can be considered as adequate) as ‘below par’ because of his belief and bias towards that particular group of employees. He will find ‘faults’ with that particular group (when I asked him, he is adamant that as long as being ‘abrasive’ works, he should keep on doing it to that particular group of employees).

The phenomenon is that we would expect the group of employees to ‘retaliate’ and their performances will deteriorate. However, the surprise is that this group of employees became ‘compliant’ and began to accept that kind of management style as ‘acceptable’ and keeping them on the toes. In fact, over the years, these group of employees became more ‘accountable’ & ‘responsible’. Perhaps, it is the cultural inclinations of certain group of Asians because of their backgrounds or environmental upbringings. I do not know the answer.

If I have interpreted ‘abrasive’ differently, kindly fill me in with what exactly ‘abrasive’ emcompasses.

Billy C H Teoh
Malaysia.

Thank you,

Laura

Is this a phenomenon or is it that non-abrasiveness will guarantee good performances?

About ‘state management’ and ‘calibrating’ and shifting behavioural patterns via neurosciences techniques including Neurosemantics, NLP, Ericksonian hypnosis, languaging, body-mind-emotion methods, therapeutical interventions, transpersonal psychology methods, etc.(although these do work to a certain extent); the statistical rates of successes are still not readily available. Anyone knows of existence of such statistics?

Billy C H Teoh
Malaysia.