Managers' Forum: Readers Talk Back

Although I agree with your response [Nov. 28], I have an additional suggestion. Applying the principles outlined in Six Thinking Hats by Edward de Bono (Back Bay Books, 1999) is a nonconfrontational method of quickly regaining control over the direction of brainstorming sessions and meetings. When there are negative disruptions, participants can be reminded that they are wearing "black hats," when brainstorming requires "green-hat" thinking. An additional benefit is that most people begin to realize they are predominately one "hat" or another and can work toward shifting their overall outlook and approach to things. -- PDR

Regarding the two lifers you call curmudgeons: Did you ever for a femtosecond even think that they could be right and that the manager could be totally wrong? How about giving them the challenge to come up with options that may work? -- DR

Sure, I think it's highly likely that two long-term, experienced employees can be right about what won't work. But when two people feed off each other and complain that everything is impossible, I think it's unlikely that they are right about that. They are just being negative.

Managers should always presume that long-term employees have lots of valuable input and ask them to use their skills to help make the business better. But when their input is exclusively negative, their value is limited.