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One colleague told me about a time he’d argued with Steve but eventually backed down, even though he wasn’t convinced by Steve’s reasoning. When events subsequently proved my colleague right, Steve marched into his office and started yelling. “But this was your idea,” said my colleague. “Yes, and it was your job to convince me I was wrong,” Steve replied, “and you failed!” From then on, my colleague argued longer and more loudly, and he kept arguing until either he convinced Steve he was right or Steve convinced him he was wrong. Thus, Steve got it right by being willing to be wrong and by insisting that the people around him challenge him. There is no doubt that his style didn’t work for everyone. He hired people who were not afraid to argue with him, and then he pushed that fearlessness further.
Dans la plupart des pays, les avantages fiscaux liés aux dons favorisent de façon disproportionnée les plus aisés, dont les préférences en matière caritative, culturelle, artistique, éducative et parfois politique sont de facto subventionnées par les contribuables moyens et modestes.
Capital Et Idéologie
Thomas Piketty
“Goals may cause systematic problems for organizations due to narrowed focus, unethical behavior, increased risk taking, decreased cooperation, and decreased intrinsic motivation. Use care when applying goals in your organization.”
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