September 2010
Intermediate to advanced
388 pages
12h 9m
English
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2.3.2 Paranoid vs Trusting Culture
The paranoid culture results from a style based on suspicion. The suspicious manager feels persecuted by others and does not trust many people. The manager's behaviour is, therefore, guarded and secretive, believing that subordinates are lazy, incompetent, and secretly wish to “get” him. He feels hostile towards others, particularly peers and subordinates, and acts aggressively towards them.
In paranoid cultures, there is a strong sense of distrust and suspicion. The top managers in paranoid firms are not proactive. Members of such a culture do not easily share important information with others for fear that it would be to their cost. In paranoid cultures, the members tend to act passively and do not actively ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
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