He realized—to his amazement—that he could actually hear what they were thinking at the same time as they were speaking. What surprised him, even more than the acquisition(获得) of this strange power, was that he discovered that what people were saying was not really what they were thinking. They were not making clear their reservations. They were not supporting views which they thought might be popular. They were not contributing their new insights. They were not volunteering their new ideas.

　　Martin found it impossible not to respond to his new knowledge. So he started to make gentle interventions, based more on what he could hear his colleagues thinking than on what he could hear them saying. “So, John are you really saying…” “Susan, do you really think that？” “Tom, have you got an idea on how we could take this forward？” They looked at him, puzzled. In truth, he felt rather proud of his_newly­acquired_talent.

　　As the meeting progressed, it was clear to him that each member of the meeting was learning how to hear the thoughts of the others. The game­playing started to fall away; people started to speak more directly; views became better understood; the atmosphere became more open and trusting.

　　The meeting ended. As people left the room, Martin found that he could still hear what they were thinking. “That was the best meeting we’ve ever had.” “All meetings should be like that.” “In future, I’m going to say what I think”.

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