????科佩爾曼認(rèn)為，結(jié)果是高排名大學(xué)的院長可能會流露出主導(dǎo)感，在其他人看來就是缺乏合作精神。

????《組織行為研究》(Research in Organizational Behavior)2009年刊登的一篇文章《在恐懼中沉默：恐懼的性質(zhì)、來源和后果》(Silenced by fear: The nature, sources and consequences of fear at work)指出，我們對主導(dǎo)感做出這樣的反應(yīng)可能是出于本能。但報告稱，對主導(dǎo)成員的暗示心領(lǐng)神會的人相比其他人更有優(yōu)勢。而且，現(xiàn)代人從小就生活在等級制度中：家里要聽父母親，學(xué)校里聽老師。等到進(jìn)入職場，大多數(shù)人都要按指令行事。

????希望能最大程度挖掘員工潛力的經(jīng)理們必須克服這些情況。

????“必須降低直言的風(fēng)險，增加直言的回報，提高沉默的成本?！钡咸卣f。“換言之，得成為這樣一家公司，在這里人們會說，絕不要成為一個唯唯諾諾的人，”因為如果員工有權(quán)力說“不”，公司就會變得更加強(qiáng)大。

????The upshot, Kopelman suggests, is that highly ranked people might exude dominance, which others can interpret as a lack of cooperation.

????We are probably hard-wired to respond to dominance this way, suggests a 2009 paper published in Research in Organizational Behavior titled "Silenced by fear: The nature, sources and consequences of fear at work." Humans who could pick up cues from dominant group members had an advantage over those who couldn't, the report suggests. And modern humans are raised in hierarchies: parents have more power in families, and teachers in schools. By the time we enter the workforce, most of us are conditioned to do what we are told.

????Managers aiming to get the best out of their workers have to combat all of this.

????"You have to decrease the perceived risk of speaking up, you have to increase the perceived rewards of speaking up, and you have to increase the cost of silence," Detert says. "In other words, you have to be a company where people would say that the worst thing you could be is be a 'yes man,' " because companies are stronger when employees have the power to say "no."