It's all too easy to fall into a yes-man culture, especially when workers feel insecure about their jobs. To create an environment of open communication, leaders must reward and publicize new ideas, encourage dissent from staff and even challenge employees when everyone seems too agreeable.
公司很容易陷入一种“应声虫式”的企业文化，尤其是当员工感觉工作缺乏安全感的时候。为了形成一种开放沟通的氛围，企业领导者必须奖励和公布新的点子，鼓励员工提出异议，甚至当所有人都太过顺从的时候，要对员工提出质疑。

"The company and the CEO and the chairman have to set the right tone," says Peter Handal, president of Dale Carnegie Training. "The worst, fatal flaw in the leadership of companies is the 'not invented here' mentality: 'If it's not my idea, I don't want to hear it.'"
戴尔•卡耐基培训（Dale Carnegie Training）的董事长彼得•韩铎表示：“公司以及首席执行官和董事长都必须设定正确的基调。公司领导层最糟糕的，也是最致命的弱点，就是‘非我发明’的心态：‘如果不是我的主意，那就别讲给我听。’”

Employees will work harder and more efficiently because they feel listened to and invested in the venture, he says. "It really does help the morale and the spirit and the dedication of the people in the company because they feel like they're part of it; they've given their input," Handal says.
如果员工感觉他们的意见得到倾听，并对公司充满了希望，他们会更努力地工作，效率也会更高。韩铎表示：“这确实会鼓舞员工的士气和奉献精神，因为他们会感觉自己是公司的一份子；他们为公司付出了自己的努力。”