xxxx) Faking

Be careful of faking, ie when managers and staff believe that the organisation's statement of purpose does not

- accurately reflect reality

- significantly influence day-to-day decisions

In other words, when people are faced with contradictions they are unable to resolve themselves but still want to do their job properly without overtly violating unrealistic requirements or principles, they believe that faking is a reasonable behaviour

(source: Herve Larouche, 2004)

. Linked with faking is false or perceived authenticity, ie people try to hide their true feelings and present an attitude which does not represent how they really feel. However, the effort of putting on a brave face and speaking platitudes - while stewing underneath - is easy to identify. This is called "surface acting". It can create stress and dissatisfaction that leads to burn-out, and is mostly ineffective. A more effective way is to "deep act", ie people empathise with the emotions of others by looking into their memories to induce the appropriate emotional response. For example, at Delta Air Lines staff have been trained to regard difficult customers as children or as first time flyers.

(source: Fiona Smith, 2008h)


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