Inspired by the Simple Sabotage Field Manual released by the Office of Strategic Services in 1944 to train European resistors, this is the essential handbook to help stamp out unintentional sabotage in any working group, from major corporations to volunteer PTA committees.
"info you won't find anywhere else"
Is your company run by a team with no name? At the top of every organization chart lies a myth - that a Senior Management Team makes a company's critical decisions. The reality is that critical decisions are typically made by the boss and a small group of confidants - a "team with no name" - outside of formal processes. Meanwhile, other members of the management team wonder why they weren't in the room or even consulted ahead of time. Dysfunction results from this gap between myth and reality.
Bob Frisch, managing partner; and Cary Greene, a partner of the strategic Offsites Group, a Boston-based consultancy, write about how to stop putting your people to sleep.
Most bosses assume that, when they directly ask for feedback, people will offer their thoughts candidly and directly. It’s great when that happens. But it often doesn’t, especially in public settings and high-stakes situations. If you get unanimous, but mostly unvoiced, support for a decision that you thought might be contentious, it should be a warning sign.