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Many people are justifiably afraid to speak up in meetings [Youngblood, 1995].

Have you wondered why some workers dominate the conversation? Interestingly, their contributions are inversely proportional to their speech (which predictably revolves around themselves). Bravado is a substitute for what they don’t have – real achievements, and an appreciation for other people. Peers subjected to their mindless prattle feel helpless when cohorts behave like tyrants. Youngblood (2000) describes the typical format: Turn the page…