Leigh Buchanan

Joan Mungo simpatizou com o conteúdo de seu compactador de lixo. A multidão no Parque do Centro Cívico de Denver estava tão lotada que, se ela desmaiasse — “e se ficar mais quente, eu desmaiarei”, Joan silenciosamente ameaçou os deuses do clima — não havia lugar para cair. “Eu verificaria a hora”, disse ela à amiga Maria, que estava presa ao lado dela na grama, “mas não consigo levantar o braço o suficiente para ler meu relógio”.

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Reprint: R0410A 

The Denver office of the Clarion Company, a $30 million full-service marketing firm, has always been a politics-free zone. Nonwork conversations revolve around families, romances, and the state of the powder at Aspen. If the office sometimes seems detached from the wider world, no one cares.
But that changes with the arrival of Marcus Lippman. A senior project manager hired away from a rival firm in Chicago, Marcus is both charming and aggressive about meeting his new colleagues. During morning encounters in the mail room or kitchenette, he often alludes to the day&#8217;s headlines. In particular, Marcus follows the presidential campaign with an avidity his colleagues reserve for the fate of contestants on American Idol. Those informed enough to respond generally do so. Over time, others join in.
Politics soon enters the office bloodstream. Employees sense a new energy, a feeling of engagement that intensifies as the campaign season progresses. Many employees make contacts in the business community as they pursue extracurricular political activities. But there are downsides as well. Out-of-control e-mail debates sap productivity. Feelings get hurt. And general manager Joan Mungo discovers that political views play an important part in determining who rises to power in the company. As tensions mount, Joan wonders: Should she do something to stanch political debate, and if so, what?
Commenting on this fictional case study are Brian Flynn, the CEO of Schlossberg:Flynn, a business-development consulting firm; Frank Furedi, a professor of sociology at the University of Kent in England; Paula Brantner, the program director at Workplace Fairness, a nonprofit organization; and James E. Rogers, the CEO of Cinergy, a diversified energy company.

Civics and Civility

Reimpressão: R0410A O escritório de Denver da Clarion Company, uma empresa de marketing com serviços completos de 30 milhões de dólares, sempre foi uma zona livre de política. As conversas fora do trabalho giram em torno de famílias, romances e o estado da pólvora em Aspen. Se o escritório às vezes parece separado do resto do mundo, ninguém se importa. Mas isso muda com a chegada de Marcus Lippman. Gerente sênior de projetos contratado por uma empresa rival em Chicago, Marcus é ao mesmo tempo charmoso e agressivo ao conhecer seus novos colegas. Durante os encontros matinais na sala de correspondência ou na cozinha, ele costuma aludir às manchetes do dia. Em particular, Marcus acompanha a campanha presidencial com uma avidez que seus colegas reservam pelo destino dos concorrentes emÍdolo americano. Aqueles informados o suficiente para responder geralmente o fazem. Com o tempo, outros se juntam. A política logo entra na corrente sanguínea do escritório. Os funcionários sentem uma nova energia, um sentimento de engajamento que se intensifica à medida que a temporada de campanhas avança. Muitos funcionários fazem contatos na comunidade empresarial enquanto realizam atividades políticas extracurriculares. Mas também há desvantagens. Debates por e-mail fora de controle prejudicam a produtividade. Os sentimentos se machucam. E a gerente geral Joan Mungo descobre que as visões políticas desempenham um papel importante na determinação de quem chega ao poder na empresa. À medida que as tensões aumentam, Joan se pergunta: ela deveria fazer algo para estancar o debate político e, em caso afirmativo, o que? Comentando esse estudo de caso fictício estão Brian Flynn, CEO da Schlossberg: Flynn, uma empresa de consultoria de desenvolvimento de negócios; Frank Furedi, professor de sociologia na Universidade de Kent, na Inglaterra; Paula Brantner, diretora do programa da Workplace Fairness, uma organização sem fins lucrativos; e James E. Rogers, CEO da Cinergy, uma empresa diversificada de energia.

Educa&ccedil;&atilde;o c&iacute;vica e civilidade

Reprint: R0410A The Denver office of the Clarion Company, a $30 million full-service marketing firm, has always been a politics-free zone. Nonwork conversations revolve around families, romances, and the state of the powder at Aspen. If the office sometimes seems detached from the wider world, no one cares. But that changes with the arrival of Marcus Lippman. A senior project manager hired away from a rival firm in Chicago, Marcus is both charming and aggressive about meeting his new colleagues. During morning encounters in the mail room or kitchenette, he often alludes to the day’s headlines. In particular, Marcus follows the presidential campaign with an avidity his colleagues reserve for the fate of contestants on American Idol . Those informed enough to respond generally do so. Over time, others join in. Politics soon enters the office bloodstream. Employees sense a new energy, a feeling of engagement that intensifies as the campaign season progresses. Many employees make contacts in the business community as they pursue extracurricular political activities. But there are downsides as well. Out-of-control e-mail debates sap productivity. Feelings get hurt. And general manager Joan Mungo discovers that political views play an important part in determining who rises to power in the company. As tensions mount, Joan wonders: Should she do something to stanch political debate, and if so, what? Commenting on this fictional case study are Brian Flynn, the CEO of Schlossberg:Flynn, a business-development consulting firm; Frank Furedi, a professor of sociology at the University of Kent in England; Paula Brantner, the program director at Workplace Fairness, a nonprofit organization; and James E. Rogers, the CEO of Cinergy, a diversified energy company.

Educação cívica e civilidade

Resumo.

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