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Additional info for Fatal illusions: shredding a dozen unrealities that can keep your organization from success
Sample text
But by how much? A lot? Or has it been a long, slow decline? And has the drop-off increased dramatically since the turbulent, tradition-busting 1960s? The reality? " It's a cheap explanation that soothes but doesn't solve. These "phases" can turn out to be entrenched personality traits. Our children do change as they grow, but rotten behavior is still rotten behavior, and it's giving us a clue. Stalin went through phases as a child, and it was too bad for the world that his parents didn't stop him.
75, 297299, 306307. 7. M. Scott Peck, The Road Less Traveled (New York: Simon & Schuster, 1978), pp. 16, 44. Page 19 2 Why We "Buy In" to Illusions Truth above all, even when it upsets and overwhelms us! Henri Frederic Amiel, Journal Joan's strong personality had carried her far. She had become president of her multimillion-dollar company in her early thirties. She had hired a talented, high-energy staff. Building her ideas on the autocratic methods of former ITT CEO Harold Geneen, a micromanager, she had turned the business into a tightly controlled, well-oiled machine.
Illusions are extremely unhelpful in the long term, but they are astonishingly appealing in the short term because they have a soothing, painkilling effect. They keep us from having to face ugly organizational realities. A dentist who injected anesthetic as a substitute for a root canal or tooth extraction would be offering the same kind of solution that we sometimes seek to relieve organizational pain. A lot of organizations, for example, inject short-term goals as a substitute for development of a compelling vision.