“The Challenge of Freedom of Expression in Businesses

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In today’s world, businesses constantly encourage employees to speak up, fully aware of the many benefits—from early problem detection to increased innovation. Yet what is often overlooked is that speaking up requires courage, and such courage does not easily emerge in rigid, hierarchical workplaces.

🔹 In most organizations, there is no clear mechanism for expressing criticism or suggestions; and even when such mechanisms exist, trust in them is low. The result? People prefer to stay silent, or at best, share their thoughts anonymously and quietly. This means we are still far from achieving genuine freedom of expression within organizations.

🔹 Many managers fail to realize that freedom of expression is not just a slogan or a public‑relations tool; it is a real competitive advantage. An organization that listens to diverse perspectives and does not fear disagreement can identify challenges earlier and act more creatively.

🔹 But when this environment is absent, concerns are not voiced through official channels; instead, they spill over into social media and public platforms—places where neither crises can be controlled nor trust easily rebuilt. Silence inside the organization amplifies the noise outside.

This phenomenon can be observed at three levels:

◽️ Ideal Level A space where employees share their views with psychological safety, and innovation thrives.

◽️ Minimal Level Tools like suggestion boxes exist, but mainly to reduce legal risks rather than to foster a culture of dialogue.

◽️ Critical Level Public whistleblowing due to complete distrust in internal organizational processes.

🔹 What threatens businesses today is not only corruption or discrimination, but also indifference toward social and environmental responsibilities—issues that often create deep dissatisfaction among employees and directly lead to protest and whistleblowing.

💭 The solution? Transparency, genuine listening, explaining decisions, and creating a safe environment for dialogue. When employees feel that their perspectives are heard and understood, they not only become more motivated but also more committed to the company’s values.

📕 Adapted from Higher Ground by Alison Taylor

Persuasion through storytelling

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💎 Kevin Hogan, in his book 53 Principles of Persuasion, writes: Using stories is one of the most powerful tools for influencing an audience. Storytelling as a means of persuasion requires applying various techniques, some of which include:

◽️ 1. Never tell a story without a purpose Before telling a story, ask yourself: What is my intention? What is the main message? Am I telling this story just to entertain, or do I have a specific goal? How does the story help me achieve my objective in the conversation? Remember, some people tell stories simply to be liked, which is not a good goal and has little impact.

◽️ 2. Pay attention to audience feedback Unfortunately, many people get so caught up in talking that they fail to notice when the listener’s attention has drifted. Always watch for verbal and non‑verbal feedback, and be careful not to bore or tire your audience with overly long stories.

◽️ 3. What you say is not always what the audience hears People interpret stories based on their own beliefs, values, and interests. It is very possible that their understanding of the story does not match your intended meaning. Therefore, before telling any story, consider the listener’s perspective and ensure the story will lead to the outcome you want.

◽️ 4. A good story is neither too short nor too long An effective story usually lasts about four minutes, and you can tell one roughly every half hour. In small groups, keep your story more concise, but in larger groups you can extend it to six or seven minutes.

“Do not involve everyone in goal‑setting

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💎 Stephen Robbins, in his book 53 Principles of Managing People, writes: Modern managers, during their university studies, become familiar with the concept of “involving others in goal‑setting.” For example, Peter Drucker considered involving others in determining organizational goals essential, calling it management by objectives.

🔹 As a result, over the past 40 years, unilateral and authoritarian management has declined, giving way to participative management.

🔹 Yet, when faced with research findings in this area, you may be surprised. These studies show that there is little difference between goals set by a manager alone and goals set with employee participation.

🔹 In fact, research indicates that participative goal‑setting has only a minor impact on employee performance, commitment, and motivation.

🔹 Therefore, in some situations, goals set collaboratively are executed better, while in other situations, goals set solely by the manager and communicated to employees yield better results.

🔹 This raises the question: why don’t people try harder to achieve goals when they are involved in setting them?

🔹 The answer lies in certain conditions that are essential for participative management to be effective. For participative management to work, sufficient time must be allocated to the process.

🔹 Moreover, the issues in which employees’ opinions are sought must align with their interests and benefits.

🔹 In addition, the employees themselves must possess adequate intellectual, academic, experiential, and skill levels.

🔹 The reality is that these conditions are absent in many workplaces. That is why many employees prefer their share in the organization to be doing the work rather than participating in setting goals.

The global economy is becoming increasingly feminine day by day

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💎 Michael J. Silverstein, in his article “The Female Economy,” writes: Women worldwide spend $20 trillion annually, and this figure will rise to $28 trillion in the next five years.

🔹 During the same period, their total annual income will grow from $13 trillion to $18 trillion—larger than the economy of many countries, such as India.

🔹 Given these numbers, it is foolish for markets to ignore or underestimate female consumer products and services. Yet unfortunately, many companies—even those with excellent products and services—still overlook this market when it comes to women.

🔹 Therefore, the time has come to expand our knowledge about the female economy. For example, the Boston Consulting Group recently conducted a comprehensive study of the female economy, analyzing the consumption behavior of more than 12,000 women across 40 countries.

🔹 The results remind us that we cannot benefit from the female economy with our current products and services, which are mostly male‑oriented and controlled by male‑dominated businesses.

🔹 According to this study, four female markets have the greatest growth potential: food, fitness, beauty, and apparel. Women also openly expressed dissatisfaction with two male‑dominated markets: financial services and healthcare.

Why Is Disagreement in the Workplace the Key to Success?

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Disagreement is an unavoidable, natural, and healthy part of building relationships with others. There is no workplace without conflict or differing opinions. You may dream of working in a peaceful utopia, but such an environment is neither good for the organization nor beneficial for you and your work. In fact, when managed well, opposing viewpoints can lead to many positive outcomes. Here are a few examples:

▪️ Better results When you and your colleagues challenge each other and constantly ask, “Is there a better solution?”, these constructive disagreements can lead to new and innovative ideas.

▪️ Opportunities for learning and growth Although having your ideas challenged can feel uncomfortable, it creates valuable learning opportunities. By listening and receiving feedback, you gain experience, face new issues, and evolve as a manager.

▪️ Improved relationships Working through conflict helps you feel closer to the people around you. You gain a deeper understanding of what matters to them and how they prefer to work.

▪️ Higher job satisfaction When you are not afraid of constructive disagreement at work, you are more likely to enjoy going to work. You feel more satisfied with what you do and enjoy your relationships with colleagues.

▪️ A more inclusive workplace If you want diversity and inclusion in your organization, you must be open to disagreement. While homogeneous groups may feel more predictable, diverse teams often perform better.

🔹 If you are someone who avoids conflict, this may sound discouraging—but fortunately, there are techniques that can help you become more comfortable with disagreement. Here are a few:

▪️ Let go of the need to be liked Most people want to be liked—it’s natural. Instead of trying to increase your popularity, focus on respect (both giving and receiving it). When you become comfortable with the idea that respect matters more than being liked, you set an example for your team that disagreement is acceptable, creating a more open space for sharing ideas.

▪️ Focus on the bigger picture Disagreement becomes difficult when you take it personally. But workplace conflicts usually stem from differences in goals or processes. Think about what the business needs.

▪️ Don’t equate disagreement with unkindness Most people are open to hearing different viewpoints if you express them thoughtfully and respectfully.

▪️ Find a role model and imitate them There is usually at least one person in your life—perhaps a colleague, relative, or friend—who excels at being direct and honest without creating unnecessary tension. Observe them. Notice what they do, and try to model their behavior.

🔹 Whatever tactic you choose, start small. Practice being direct in low‑risk conversations and see how it goes. You’ll likely find that it goes better than expected—and if not, you can learn from the experience and try again. Sometimes disagreement is exactly what the other person expects from you, as long as it is expressed with respect and empathy.

“5 Famous Unwritten Rules of the World That Can Change the Way You See Life and Work Forever

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In life, we all encounter unwritten principles that sometimes operate more powerfully than the laws of physics. These rules influence not only science and engineering but also our daily lives, decision‑making, relationships, and even our professional success. The laws discussed below are widely applied in psychology, life philosophy, personal productivity, and time management. Many successful managers, strategic planners, and entrepreneurs follow these principles—often without knowing their names. Understanding them can profoundly reshape the way you think about responsibility, fear, money, decision‑making, and problem‑solving.

◽️ 1. Murphy’s Law The core idea of this law is: “The more you fear something will happen, the more likely it becomes.” Fear heightens our focus on negative outcomes, and the subconscious mind begins searching for signs of disaster. By understanding this law, we can replace excessive worry with preparation. When you accept uncertainty and prepare for different scenarios, the impact of Murphy’s Law diminishes. It is a reminder to embrace unpredictability rather than fear it.

◽️ 2. Kidlin’s Law “If you can clearly and precisely write down a problem, you have already solved half of it.” This law highlights the power of writing to clarify the mind. Problems that seem large and complicated in our heads often become structured and manageable once written down. For example, someone who feels they lack time for tasks will quickly discover the root cause once they list exactly what consumes their time.

◽️ 3. Gilbert’s Law “When you take on a task, finding the best way to achieve the result is always your responsibility.” This law emphasizes commitment and accountability for outcomes—not just effort. If you are responsible for delivering a project, it doesn’t matter what tools you had or what obstacles you faced; the result must still be delivered. For instance, if someone promises to write an article, they must find a way to complete it even if the internet goes down or their laptop breaks. Gilbert’s Law shifts us from excuse‑driven to result‑driven thinking.

◽️ 4. Wilson’s Law “If you prioritize knowledge and intelligence, money will follow naturally.” Many successful people first invested in learning, skills, and awareness—and only afterward achieved significant financial gains. Personal development leads to stable income and long‑term career growth. This law is especially valuable for teenagers, entrepreneurs, and anyone seeking genuine success.

◽️ 5. Falkland’s Law “If you don’t truly need to make a decision, then don’t make one.” Falkland’s Law teaches that sometimes the best decision is not deciding at all. Many of us rush to find solutions due to anxiety or external pressure. But this law suggests that as long as ambiguity remains or no real need exists, a decision should be postponed. Sometimes patience—not action—is the wisest choice. Time itself can reveal the answer.