When many people start a new job, they think of themselves as a ball of light that’s just waiting to be corrupted by the new and maybe strange environment. This is where strives can be made with the most beneficial impact. A boss is responsible bound to consistently support “the encouragement of differing views” in the work place setting. This is where collective minded concepts such as “groupthink” and “teamthink,” pg. 24 come in to help things along. The goals of these types of things are quite simple, become a better well oiled machine through active communication, but they take a lot of work and commitment to function properly as they are made up of a bunch of smaller parts, i. e. the employee within a larger organization. “Collective efforts to rationalize,” “awareness of limitations and threats,” and “recognition of ethical and moral consequences of decisions.” (pg. 24) When something happens such as when one is introduced to new rules, procedures or co-workers, it really becomes no wonder that people often approach new jobs with skepticism. This often remains until the very last day when they leave and no longer require its interdependence. So from day one, negative personal behaviors can be quite detrimental whether they are obvious or not.

When you try to impose your ideals on others, regardless of intention, you are hurting the very important interdependence that a great team should strive for. Some people forget all too easily that although there is no I in team, good approaches towards a particular team should start with I. For instance, “I feel.” (TBTK pg. 54) It’s also easy not to see the value generally inherent in teamwork. When this becomes a regular belief, active listening shuts down and communication becomes a one-way street, or as seen by many, simply non-communication. From this perspective we may start to shape an understanding of how