Poor listening leads to massive costs

- This is an audio course. Thank you for listening. - [Instructor] We're talking, listening, and, and I want to sort off start off with a, a real strong why. Could you give us sort of like, the case or a study or an example that reveals really what's at stake when, when we listen well and what can be possible. And, and when we don't listen well, and how we're suffering. - [Interviewee] 30th of December Wuhan, China, Dr. Li, has said to a group of his medical professionals. He's an ophthalmologist, that he's worried that the patients he's seeing at the moment have SARS like symptoms showing, but it's worse. And he publishes that on the local social media app that they use. And that gets seen by the Chinese government. And the next day he's visited by the Chinese government officials and told to recount what he said and everything he said is wrong. And everybody ignored him. Nobody was listening to him. And as a result we have the coronavirus that's completely changed the world in 2020. That's one of the costs of not listening. So the costs of not listening can be quite significant. And in a lot of workplaces Peter, people whose opinions are different who may be seen as far out or different they're ignored whether it was on the Deepwater Horizons oil rig in into 2012, where a whole bunch of people, 11 got killed, because engineers weren't listened to, but also the global financial crisis, Dr. Rajan was presenting a paper at Jackson hole, Wyoming in 2005, and actually predict the way the global financial crisis would play out. But again, he was ignored. He wasn't listened to, millions of jobs, billions of dollars of savings, that all evaporated. And they're some of the big costs of not listening in our workplaces. It creates confusion. It creates chaos, it creates conflict. It creates projects that go over time. It creates lost customers and it creates great employees who leave because their managers don't pay attention to them. So they're just a couple of costs of not listening.