what passed for useful information sharing within an organization was really just bureaucratic phatic of people protecting their position, looking for praise, projecting criticism, setting up positions of non-responsibility for upcoming failures and calamities, that were both entirely predictable, but seemingly completely unavoidable and telling each other what they all already knew. The trick was to be able to reengage quickly and seamlessly without allowing anyone to know that you stopped listening properly, shortly after the speaker had first opened their mouth.
The text highlights how information sharing in organizations often devolves into a meaningless exchange of pleasantries and superficial communication. Rather than fostering genuine understanding or collaboration, individuals frequently engage in discussions that serve to protect their own interests, seek validation, and shift blame for future failures. This dynamic creates an environment where predictable issues are ignored, and everyone ends up discussing things they all already understand.
Additionally, there's an emphasis on the skills needed to navigate such discussions, where it's crucial to project engagement without truly paying attention. This illustrates a troubling aspect of organizational culture, where the focus is more on maintaining one's image and avoiding accountability than on fostering real communication and solving problems effectively.