Emotional inteligence
302/661nothing I can do about it." Skeeter quit on the spot; sheis black.If that had been an isolated incident, this moment ofblatant prejudice might have passed unnoted. But SylviaSkeeter was one of hundreds of people who came forwardto testify to a widespread pattern of antiblack prejudicethroughout the Denny's restaurant chain, a patternthat resulted in a $54 million settlement of a classactionsuit on behalf of thousands of black customerswho had suffered such indignities.The plaintiffs included a detail of seven African-AmericanSecret Service agents who sat waiting for an hourfor their breakfast while their white colleagues at thenext table were served promptly—as they were all ontheir way to provide security for a visit by PresidentClinton to the United States Naval Academy at Annapolis.They also included a black girl with paralyzed legs inTampa, Florida, who sat in her wheelchair for two hourswaiting for her food late one night after a prom. The patternof discrimination, the class-action suit held, wasdue to the widespread assumption throughout theDenny's chain—particularly at the level of district andbranch manager—that black customers were bad forbusiness. Today, largely as a result of the suit and publicitysurrounding it, the Denny's chain is making amendsto the black community. And every employee, especially
303/661managers, must attend sessions on the advantages of amultiracial clientele.Such seminars have become a staple of in-house trainingin companies throughout America, with the growingrealization by managers that even if people bring prejudicesto work with them, they must learn to act asthough they have none. The reasons, over and above humandecency, are pragmatic. One is the shifting face ofthe workforce, as white males, who used to be the dominantgroup, are becoming a minority. A survey of severalhundred American companies found that more thanthree quarters of new employees were nonwhite—ademographic shift that is also reflected to a large extentin the changing pool of customers. 8 Another reason isthe increasing need for international companies to haveemployees who not only put any bias aside to appreciatepeople from diverse cultures (and markets) but also turnthat appreciation to competitive advantage. A third motivationis the potential fruit of diversity, in terms ofheightened collective creativity and entrepreneurialenergy.All this means the culture of an organization mustchange to foster tolerance, even if individual biases remain.But how can a company do this? The sad fact isthat the panoply of one-day, one-video, or single-weekend"diversity training" courses do not really seem to
- Page 252 and 253: 252/661staggering 67 percent! 1 If
- Page 254 and 255: 254/661hers. The roots of these emo
- Page 256 and 257: 256/661When girls play together, th
- Page 258 and 259: 258/661couple has "good communicati
- Page 260 and 261: about how to disagree is key to mar
- Page 262 and 263: 262/661An early warning signal that
- Page 264 and 265: 264/661hurtful is the body language
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- Page 268 and 269: 268/661that he is an innocent victi
- Page 270 and 271: laughing with the same attractive m
- Page 272 and 273: 272/661one or another spouse feels
- Page 274 and 275: 274/661Husbands are prone to floodi
- Page 276 and 277: 276/661specific advice for men and
- Page 278 and 279: 278/661watching the game in the den
- Page 280 and 281: though we may have sworn that we wo
- Page 282 and 283: Because flooding is triggered by ne
- Page 284 and 285: 284/661attention to be paid. Then i
- Page 286 and 287: yourself. Another is to take respon
- Page 288 and 289: 10Managing with HeartMelburn McBroo
- Page 290 and 291: 290/661"hard" decisions that busine
- Page 292 and 293: 292/661of work by his team to the c
- Page 294 and 295: in terms of what is expected of the
- Page 296 and 297: 296/661reinforces such thoughts. An
- Page 298 and 299: 298/661Consider the alternative.An
- Page 300 and 301: 300/661Otherwise it leaves the reci
- Page 304 and 305: budge the biases of those employees
- Page 306 and 307: themselves that he's just unusual,
- Page 308 and 309: 308/661way; respect for the individ
- Page 310 and 311: Still, since prejudices are a varie
- Page 312 and 313: 312/661that the explicit hierarchy
- Page 314 and 315: 314/661But harmony allows a group t
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- Page 318 and 319: 318/661self-motivated enough to tak
- Page 320 and 321: 320/661was irrelevant at that momen
- Page 322 and 323: 322/661by a medical model that dism
- Page 324 and 325: 324/661travel in the bloodstream th
- Page 326 and 327: 326/661cells are stored or made—a
- Page 328 and 329: 328/661bleeding is one of the most
- Page 330 and 331: 330/661percent or greater—a range
- Page 332 and 333: 332/661Once heart disease develops,
- Page 334 and 335: 334/661help them soften the attitud
- Page 336 and 337: 336/661that are conjured by the min
- Page 338 and 339: 338/661the most stressful lives, 47
- Page 340 and 341: stress, their ATP levels rose sharp
- Page 342 and 343: 342/661One complication in treating
- Page 344 and 345: 344/661walk again. But depressed wo
- Page 346 and 347: 346/661Like its near cousin optimis
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- Page 350 and 351: relationships take their own toll.
302/661
nothing I can do about it." Skeeter quit on the spot; she
is black.
If that had been an isolated incident, this moment of
blatant prejudice might have passed unnoted. But Sylvia
Skeeter was one of hundreds of people who came forward
to testify to a widespread pattern of antiblack prejudice
throughout the Denny's restaurant chain, a pattern
that resulted in a $54 million settlement of a classaction
suit on behalf of thousands of black customers
who had suffered such indignities.
The plaintiffs included a detail of seven African-American
Secret Service agents who sat waiting for an hour
for their breakfast while their white colleagues at the
next table were served promptly—as they were all on
their way to provide security for a visit by President
Clinton to the United States Naval Academy at Annapolis.
They also included a black girl with paralyzed legs in
Tampa, Florida, who sat in her wheelchair for two hours
waiting for her food late one night after a prom. The pattern
of discrimination, the class-action suit held, was
due to the widespread assumption throughout the
Denny's chain—particularly at the level of district and
branch manager—that black customers were bad for
business. Today, largely as a result of the suit and publicity
surrounding it, the Denny's chain is making amends
to the black community. And every employee, especially