By William Seidman We love it when we can help good organizations utilize their positive deviants – their best performers – to develop fresh best practices. Inevitably the new program is exciting and inspirational to prospective users. What’s frustrating is to then to watch someone higher in the organization use their power to undermine the work — most often because it’s so far from the corporatespeak with which they’ve grown so comfortable. Why does this happen and why does it happen so frequently?]]>

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