Obtaining Information And Evaluating People

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Team 2. Executive Summary OB4: Job Attitudes & G4: Obtaining information and Evaluating people Obtaining information and Evaluating people The skill of obtaining information can help us to: Better grasp organizational capabilities, deal with project management issues, and visualize market opportunities; nevertheless we have to be very aware of the cultural comparisons that could block the flow of information. In general, concerns about sharing information directly are more pronounced in hierarchical, group oriented cultures where enduring relationships are key personal asset. More country-specific factors can influence the flow of information as well. Recommendations for obtaining information are among others: To see really what is there through the attitudes and perceptions, asking via a third party, and that could be by the form of triangulating, even changing the setting, because the degree of openness in communication is often based on the context, other option is to explain background and context or to add background to your requests, showing genuine interest and demonstrating very clearly the level of you interest or depth of your concern to be taken seriously, showing precedent because the past is as important in the future for many countries, probing politely but persistently your experience or the experience of others, never underestimate the persistent repetition of a question or similar type of questions, sometimes even rephrase the request, in order to really know whether you are getting your request made, and clarify and confirm, sending a follow up confirmation in writing will always help you certify that there’s an agreement. In evaluating people you can find hazards from the local perspective such as: Sharing information about individual performance is limited or distorted by people in key roles, poor business results are attributed to the
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