ABSTRACT
As a manager, you are often expected to have all the answers. Afterall, you have a certain pedigree, education, or experience level, or expertise that others look up to; however, there are times when answers can be illusive. This principle discusses the drivers of participative management: asking others for their input; listening carefully, weighing options, and making sure that your workplace is a “safe to say” environment. A decision-making framework is also highlighted. Particular attention is given to the subject of when to intervene in conflict situations, when NOT to intervene, and how the skill of improvisation can be a great tool for managers to diffuse tense situations.
