This bias carries over to work environments. Often, we see what we want to see, based on familiarities and filters. "When we make assumptions in the workplace, we impair performance," Young writes, because perception often becomes reality.

If you think an employee offers nothing to the organization, you may tune out any good points this employee makes. Countless so-called underachievers have gone on to become successes at other organizations. Most likely, these underachievers didn't change, but their managers and management did. They found an environment that would nurture their potential.

It's the manager's job to provide an equal field, void of filters and nonverbal negative cues. This means not playing favorites. It also means providing an environment where each employee can excel-regardless of personal feeling. This approach isn't about feigning affection, according to Young. You don't have to pretend you like someone you don't, but you do have to provide the same opportunity to that person as you would to anyone else.

Why we like this book

Micromessaging provides a lexicon for understanding the nonverbal messages people can unintentionally send. By defining this common behavior, we are better equipped to defend ourselves in the face of microinequities-as well as eliminate these habits from our own routines. The book also stresses the role of cultural differences in micromessages, making it an ideal complement for those who conduct international business.

Vocabulary Focus 

stack the deck (idiom) ---to arrange something in a dishonest way in order to achieve the result you want

lip service (n. phr) ---verbal agreement made to an idea without action to support it

feign (v) ---to pretend to feel something, usually an emotion

Specialized terms

verbal cue (n. phr) ---口头提示；口语暗示a spoken signal for someone to do something

lexicon (n) ---词典；字典a collection of all the words, or communication cues, used in a language