I'm not disagreeing with what you say, but I am having trouble connecting your comment to mine - did you mean to reply to someone else?
> Put yourself in their shoes, and think about what they care about, what they value, and then whatever you want to do, express it to them with reference to their perspective.
Agreed, but applies equally to managers as it does to employees.
> Most fighting and animosity in the world is caused by people talking past each other, not engaging in actual constructive dialogue.
The challenge in doing this is that there is often a great deal of information asymmetry between employees and management. It's quite common for managers not to be completely transparent (and at times, they're not allowed to when it comes to things like compensation). This automatically (and in my opinion, fairly) results in employees withholding information (personal motives, etc) as well. When there is either a power or information asymmetry, you'll find that usually the one who has the more power/information has to put in more effort to win the trust of the other.
> Put yourself in their shoes, and think about what they care about, what they value, and then whatever you want to do, express it to them with reference to their perspective.
Agreed, but applies equally to managers as it does to employees.
> Most fighting and animosity in the world is caused by people talking past each other, not engaging in actual constructive dialogue.
The challenge in doing this is that there is often a great deal of information asymmetry between employees and management. It's quite common for managers not to be completely transparent (and at times, they're not allowed to when it comes to things like compensation). This automatically (and in my opinion, fairly) results in employees withholding information (personal motives, etc) as well. When there is either a power or information asymmetry, you'll find that usually the one who has the more power/information has to put in more effort to win the trust of the other.