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This iswhathappenswheneverpeopleonateam decide not to trust: everyone will geardown their effort until they're doing just enough to get by. Theywant,subconsciously, toenrolleveryoneelse in their cycle of disappointment. They'll be too smart to mess up enough to be singled out, but their subtle withholding of effortmay eventually be enough to bring about a systemwide failure.
The Winner Within
Pat Riley
That’s especially true of the high-flying tech companies that dominate attention and investment today. We’ve seen disturbing parallels between their actions, especially on disclosure and accountability, and what we faced with GE. It’s human nature: any company that thinks it’s special, that the ordinary rules don’t apply, will eventually stop doing the exceptional work that brought about its initial success. The distractions of success and celebrity can be overwhelming.
Lessons From the Titans
Scott Davis, Carter Copeland, and Rob Wertheimer
Upon reflection, Commodore Kenny was providing great leadership. He presented me with a specific goal—have Santa Fe ready for deployment in every way—but did not tell me how to do it. The other thing he was telling me was that the people and resources available to the ship would be the same as they were before and the same as they were to any other submarine. Consequently, the only thing we could change was how we acted and interacted. This would be my focus.
Turn the Ship Around!
L. David Marquet and Stephen R. Covey
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