My WebLink
|
Help
|
About
|
Sign Out
Home
Browse
Search
WSP11884
CWCB
>
Water Supply Protection
>
Backfile
>
11000-11999
>
WSP11884
Metadata
Thumbnails
Annotations
Entry Properties
Last modified
1/26/2010 3:19:11 PM
Creation date
10/12/2006 5:15:23 AM
Metadata
Fields
Template:
Water Supply Protection
File Number
8210.110.60
Description
Colorado River Water Users Association
Basin
Colorado Mainstem
Date
12/9/1954
Author
CRWUA
Title
Proceedings of the 11th Annual Conference
Water Supply Pro - Doc Type
Annual Report
There are no annotations on this page.
Document management portal powered by Laserfiche WebLink 9 © 1998-2015
Laserfiche.
All rights reserved.
/
45
PDF
Print
Pages to print
Enter page numbers and/or page ranges separated by commas. For example, 1,3,5-12.
After downloading, print the document using a PDF reader (e.g. Adobe Reader).
Show annotations
View images
View plain text
<br />concrete than generalities. If we take the pains to think our and elaborate <br />our thoughts and our plan in clear consistency, we are likely to reap a <br />reward beyond our hopes. <br /> <br />Communication of Ideas: <br /> <br />To deal with people requires the communication of ideas. This <br />is a two-way street. The business man cannot possibly put across his <br />ideas unless he knows what ideas are already in the minds of others with <br />whom he is dealing---ideas which may clarify or confuse, help or hinder. <br />Workers must understand what management is trying to do before they <br />can be counted on for enthusiastic support. <br /> <br /> <br />. <br /> <br />This means that management must have crystal-clear in its own <br />mind just what is to be attempted, 01:" the result will be confusion and <br />frustration. Napoleon wrote to his General Murat: "You will so manage <br />that the Spaniards may not suspect the course I intend to pursue. This <br />will not be difficult, for I have not fixed upon it myself. " <br /> <br />Time is needed to communicate ideas to others and cultivate their <br />growth. In view of the complex conditions to which we human beings must <br />accommodate ourselves and the number of conflicting ideas from which <br />we are compelled to choose, it is no wonder that an effort to rush us into <br />decisions should antagonize us and rouse our opposition. The miracle is <br />that so many leaders by taking time and trouble, succeed in having their <br />ideas accepted. <br /> <br />The man who allows himself to appear in a hurry gives himself a <br />needless handicap. The onlooker is likely to think that the hurrying man <br />has found his responsibilities too big for him and to decide that he for <br />his part, is not going to be rushed into a decision reached in surroundings <br />of excitement. <br /> <br />None of us likes to feel that he is being told to do something; we <br />prefer to feel that we are acting on OUr own ideas, or that we are <br />thoughtfully agreeing with the ideas of someone else. The man who is <br />adroit in working with people has mastered the method of giving <br />instructions proving a point, or winning agreement in such a way that <br />those to whom he conveys his ideas feel they are their own. <br /> <br />The purpose of all but little men ;is not to dominate but to inspire, <br />not to strike fear into men but to enlist their goodwill, not to gain a <br />point by fighting but to win support by making people want to get behind the <br />plan. <br /> <br />There comes, in every man's life, a time to fight, but it must <br />be tested by asking: "Is the cause worthy: Cannot I persuade rather <br />than compel? If I do win my point by force, will the response be <br /> <br />- 14 - <br />
The URL can be used to link to this page
Your browser does not support the video tag.