A Larger Silence
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But Seeber and his team have shown that people wearing cochlear implants struggle to make out these differences in a noisy environment.
To overcome this problem, the group has been developing a new algorithm to convert incoming sound into the electrical signals sent to the brain. The algorithm shapes the signals so that they have a sharper leading edge preceded by a slight delay, allowing the brain to pick up the difference in timing. The researchers have successfully tested the algorithm on people with normal hearing and on a small number of patients with implants; they are now preparing for a larger study.
In fact, the next trend may combine hearing aids and cochlear implants. Building on skills honed over the centuries, western Switzerland has become a world leader in biotech. A new generation of technologies can slow the process. Engineering Health Innovation Neuroscience. Algorithms in cochlear implants For all their wizardry, hearing aids have real limitations if neurons and receptor cells are already dead.
Tags Engineering Health Innovation Neuroscience. Directory of sites. United States. Kylie MacLellan. At least Linda tried to speak up.
Often in these instances, employees use silence as a strategy to get ahead. If you start raising uncomfortable questions and being holier-than-thou, you may be absolutely right, but you shoot yourself in the foot. What the managing director says goes.
Even when a difference should be addressed, there is the question of timing. It may be fruitless, for example, to raise a tough issue with your boss when you face an impending deadline—unless speaking up is important for the task at hand and there really is enough time to work through the issue. Waiting until the deadline has passed and people can focus on what you have to say may be the best option. But if you defer a difficult conversation, make sure you do not postpone it indefinitely. Otherwise, the unresolved differences will come back to haunt you.
The Art of 'Silence'
You must rely on your best judgment. Bosses also may feel uncomfortable expressing their differences with subordinates.
It is frequently difficult for managers, for instance, to give negative performance feedback to subordinates—especially in organizations that place a high value on being polite and avoiding confrontation. After meeting with Linda, Robert simply forgot about their discussion.
Five Questions With Michael Tyburski (THE SOUND OF SILENCE) — Nantucket Film Festival
As a senior partner, he thought his view was a no-brainer, and he assumed that the issue would just go away. Linda, for her part, was acutely aware that she had been forced into silence, but, given that Robert was the boss, she thought the best course was to say nothing further to him. Still, she was profoundly angry. In an attempt to release her negative feelings, she complained bitterly to her peers about what Robert had said and how he had shut her down.
Linda, in choosing to respond to Robert with silence, caused herself great damage as well, far more in fact than she may have realized.
Every time we keep silent about our differences, we swell with negative emotions like anxiety, anger, and resentment. Of course, we can go on for a long time pretending to ourselves and others that nothing is wrong. But as long as the conflict is not resolved, our repressed feelings remain potent and color the way we relate to other people.
We begin to feel a sense of disconnection in our relationships, which in turn causes us to become increasingly self-protective. It can, for example, push us to find more efficient, less bureaucratic ways of working. But it also makes us even more likely to keep silent. When we perpetually silence ourselves in the short-sighted belief that we are getting our tasks done as expeditiously as possible, we may interfere with creativity, learning, and decision making. If our work depends on divergent thinking, these less-effective processes may in turn result in problems that take time and attention to resolve.
Then, in addition to all the work we are rushing to complete, we will also have to address these new problems. That can lead to a vicious cycle that makes us feel the need to go even faster. A little fable about a farmer with a wagon full of apples helps illustrate the point.
The farmer stopped a man on the side of the road and asked how far it was to market. The farmer would then be in all the greater hurry to get to market. The pressure to go fast ends up feeding on itself, perpetuating an internally generated and self-destructive, ever-increasing need for speed. Overstretched workers become more overstretched; managers already focused on crises become all the more so. In our daily lives, many of us face pressure to go fast, and we end up silencing our differences in response. In the end, whether our primary concern is to preserve our relationships or to get our tasks done as expeditiously as possible, we must speak up rather than withhold our differences.
Otherwise, we risk undermining both our relationships and our ability to complete our work. For a more detailed discussion of how speed relates to silencing, see Leslie A. Perlow, Gerardo A. Okhuysen, and Nelson P. When we feel defensive in this way, we become all the more fearful that if we speak up we will be embarrassed or rejected. Our sense of insecurity grows. In relationships we care about preserving, more acts of silence follow, which only bring more defensiveness and more distrust. Caught up in just such a spiral was Maria, a project manager we interviewed at a management consulting firm.
At the beginning of her first project, her boss, Max, suggested to Maria ways her team should make its initial presentation to the client. But Max was the partner, so Maria kept her concerns to herself. Later, when Max discovered that the team had failed to collect some of the data he wanted, he lost his temper and ordered Maria to push the team harder.
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But, inwardly clenching her fists and gritting her teeth, she deferred to her superior. A few days later, Maria and her team received a lukewarm response when they presented their findings to the client. Maria later met with Max to discuss the next steps. Again she stifled her resistance and opted to do as Max said. Ultimately, her desire and ability to work with Max were destroyed.