Zusatztext Schein helps us understand the importance of transcending hierarchy and authority to build authentic relationships predicated on trust and respect. Humble Inquiry is a powerful approach to building safe environments for our people and, ultimately, our patients. Gary S. Kaplan MD, Chairman and CEO, Virginia Mason Health System Quiet wisdom from an expert, enlivened by personal examples. Insightful and easy to read, it made me look again at my own behavior in my relationships, both at work and in the home. Charles Handy Humble Inquiry is an elegant treatment of how to go about building and sustaining solid, trusting relationships in or out of the workplace. A masterful take on a critical human skill too infrequently practiced. John Van Maanen, Erwin Schell Professor of Management and Professor of Organization Studies, MIT An invaluable guide for a consultant trying to understand and untangle system and interpersonal knots. Written with a beguiling simplicity and clarity, it is laden with wisdom and practicality. Irvin Yalom, MD, Professor Emeritus of Psychiatry, Stanford University The lessons contained in this deceptively simple book reach beyond the author's experience gained from a lifetime of consultation to organizations of all sizes and shapes. It provides life lessons for us all. If, as a result of reading this book, you begin to practice the art of humble asking, you will have taken an important step toward living wisely. Samuel Jay Keyser, Peter de Florez Professor Emeritus, MIT This book seriously challenges leaders to re-examine the emphasis on task orientation and 'telling' subordinates how best to do their jobs. Humble Inquiry increases organizational capacity to learn more from cross-cultural teamwork, reduces stress, and increases organizational engagement and productivity. Jyotsna Sanzgiri, MBA, PhD, Professor, California School of Professional Psychology, Alliant International University This book is particularly important for leaders who in these complex times need advice and tools for building trust in their relationships with subordinates individually or in teams. Danica Purg, President, IEDC-Bled School of Management, Bled, Slovenia This book is an exercise in inquiry by a recognized master of humble insight. Art Kleiner, Editor-in-Chief, Booz & Company/ strategy+business Ed Schein has provided a new and thoughtful reframing of interpersonal dynamics through the notion of Humble Inquiry. This short book is packed with insights as Schein rigorously explores the impact of his ideas in his usually clear and readable style. Michael Brimm, Professor of Organizational Behavior, INSEAD Europe A fast read and full of insight! Schein uses stories from his personal life and his successful career as a process consultant that pointedly ask, 'How willing are you to cast aside hierarchy? How personal are you willing to be?' Considering the cultural, occupational, generational, and gender communication barriers we face every day, Humble Inquiry proposes a very practical, nonthreatening approach to bridging those gaps and increasing the mutual understanding that leads to operational excellence. Rosa Antonia Carrillo, MSOD, safety leadership consultant A remarkably valuable guide for anyone interested in leading more effectively and building strong relationships. Ed Schein presents vivid examples grounded in a lifetime of experience as husband, father, teacher, administrator, and consultant. Robert B. McKersie, Professor Emeritus, Sloan School of Management, MIT Ed Schein has an eye for bold yet subtle insights into the big picture and a knack for writing about them clearly. Humble Inquiry like his previous book ...

Autorentext
Edgar H. Schein is the Society of Sloan Fellows Professor of Management Emeritus at the MIT Sloan School of Management. His previous books include Helping; Process Consultation Revisited; The Corporate Culture Survival Guide; DEC Is Dead, Long Live DEC; Organizational Culture and Leadership; and Career Anchors.

Klappentext

Communication is essential in a healthy organization. But all too often when we interact with people-especially those who report to us-we simply tell them what we think they need to know. This shuts them down. To generate bold new ideas, to avoid disastrous mistakes, to develop agility and flexibility, we need to practice Humble Inquiry.

Ed Schein defines Humble Inquiry as "the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person." In this seminal work, Schein contrasts Humble Inquiry with other kinds of inquiry, shows the benefits Humble Inquiry provides in many different settings, and offers advice on overcoming the cultural, organizational, and psychological barriers that keep us from practicing it.

Zusammenfassung
This worldwide bestseller offers simple guidance for building the kind of open and trusting relationships vital for tackling global systemic challenges and developing adaptive, innovative organizations—over 200,000 copies sold and translated into seventeen languages!

We live, say Edgar and Peter Schein, in a culture of “tell.” All too often we tell others what we think they need to know or should do. But whether we are leading or following, what matters most is we get to the truth. We have to develop a commitment to sharing vital facts and identifying faulty assumptions—it can mean the difference between success and failure. This is why we need Humble Inquiry more than ever. 

The Scheins define Humble Inquiry as “the gentle art of drawing someone out, of asking questions to which you do not know the answer, of building relationships based on curiosity and interest in the other person.” It was inspired by Edgar’s twenty years of work in high-hazard industries and the health-care system, where honest communication can literally mean the difference between life and death.

In this new edition the authors look at how Humble Inquiry differs from other kinds of inquiry, offer examples of it in action, and show how to overcome the barriers that keep us telling when we should be asking. This edition offers a deepening and broadening of this concept, seeing it as not just a way of posing questions but an entire attitude that includes better listening, better responding to what others are trying to tell us, and better revealing of ourselves. Packed with case examples and a full chapter of exercises and simulations, this is a major contribution to how we see human conversational dynamics and relationships, presented in a compact, personal, and eminently practical way.