It’s ultimately the actions of the manager that speak louder than the words they speak.
You now have a better understanding of the psychological contract. We have explored the traditional employment relationship (them and us) in Chapter 2 and the new employment relationship (collaborative) in Chapter 3. You can appreciate that the tallest hurdle in enabling proactive behavior is the traditional contract. The kind of relationship necessary for fostering independent judgment and encouraging initiative is worlds apart from the them and us relationship.
I defined the proactive paradox in Chapter 1. So, now I want to break the paradox down as a process and consider the three key stages and their impact on stifling ...
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