I've observed that engineer-driven conversations are very, very fast and dynamic, whereas business and managing conversations are quite slow.
My guess is that the key here is empaty. Engineers discuss ideas, where managers usually evaluate people. Of course, ideas belong to people (at least when they're conceived), but that quickly dilutes.
In order to evaluate people, you need a lot of empaty and some time. My manager is an excellent evaluator, and his tactic is quite simple: he lets people talk. They talk, talk and talk, until they have to shut up because they said something stupid and realize that themselves. He has the ability to make people self-conscious about their own mistakes with the least effort, as he does nothing but listen.
However, when it's time for him to talk, he talks little and observes the reactions. This gives him an aura of being very, very wise, which is absolutely correct (I work in research and he's a big fish)
Sorry, I'm moving away from the article's point, let's get back to the track. Splurting and dismissing ideas is good for brainstorms, but not for regular meetings. As an engineer, this is hard to percieve, but it's true. About a year ago I started copying my manager's tactics and it has worked very well; people percieve me less of an asshole and more of a smart guy who thinks before talking.
It all comes down to the Family Guy conversation between Brian and Peter: "Peter, do you think before you talk?"
The wisest people I have ever known spoke very little however they always asked great questions that cut through the crap once they had all of the facts.
Ideas, seem to rather exist within people, but saying they belong to people, isn't quite as obvious. This of course, strengthens the rest of your point.
My guess is that the key here is empaty. Engineers discuss ideas, where managers usually evaluate people. Of course, ideas belong to people (at least when they're conceived), but that quickly dilutes.
In order to evaluate people, you need a lot of empaty and some time. My manager is an excellent evaluator, and his tactic is quite simple: he lets people talk. They talk, talk and talk, until they have to shut up because they said something stupid and realize that themselves. He has the ability to make people self-conscious about their own mistakes with the least effort, as he does nothing but listen.
However, when it's time for him to talk, he talks little and observes the reactions. This gives him an aura of being very, very wise, which is absolutely correct (I work in research and he's a big fish)
Sorry, I'm moving away from the article's point, let's get back to the track. Splurting and dismissing ideas is good for brainstorms, but not for regular meetings. As an engineer, this is hard to percieve, but it's true. About a year ago I started copying my manager's tactics and it has worked very well; people percieve me less of an asshole and more of a smart guy who thinks before talking.
It all comes down to the Family Guy conversation between Brian and Peter: "Peter, do you think before you talk?"