To achieve another kind of world requires a deep understanding of where we are now. The awareness of fear can help us move to this point. In the same way that many organizations have had to face harsh news about waste, scrap, and rework within their production processes, there is also harsh news about fear in human interactions in the workplace. But once past the denial that is so common, the real possibilities begin to emerge. When managers accept the role of facilitator, coach, and consultant, a dramatic shift takes place. Traditional notions of controlling and telling give way to inviting and guiding. Commitment switches to the long term--to the development of quality products and services, to long-lasting, mutually satisfying relationships with customers, vendors, and employees." (p. 240)

"What makes the issue of credibility so complex, controlling, and frightening for people is that the labels are usually believed to be hidden. Many are convinced that management's subtle, derogatory conclusions about someone's credibility translate into negative consequences. But they also believe that the connection between the two will be obscured by time and false explanations. They will be dimmed by decision makers' own lack of awareness that they are using them to make critical choices. Hence the concern to avoid, as a bank employee told us, any 'slight, negative background feeling.' Better to stick with the party line. Better not to rock the boat by speaking up." (p. 44)