OUR PARTNERS SHARE UNIQUE INSIGHTS INTO HOW ORGANIZATIONS FUNCTION GAINED FROM EXTENSIVE EXPERIENCE WORKING WITH EXECUTIVE TEAMS.
At the height of World War II, the CIA’s predecessor, the OSS, issued a classified document: the Simple Sabotage Field Manual. Within its pages were eight methods for sabotage designed to thwart the internal processes of organizations, with tips for wasting time and bringing efficiency to a halt. Decades later, these eight sabotage methods still lurk in our workplaces. Masked as “good” behaviors, they slow down your group’s – and your – best efforts. Simple Sabotage exposes these often unintentional but highly corrosive behaviors and provides countermeasures to protect against each one. Find out how other firms evaluated their own organizations regarding these behaviors.
At the top of every organization chart lies a myth—that the boss and the senior management team make all the critical decisions together. In reality, most decisions are actually made by the boss and an inner circle of confidants—a “team with no name” that exists outside formal processes. Our book, Who’s in the Room, discusses the gap between the myth and reality of decision-making.
Have you ever wondered why some meetings just don’t seem to work? Harvard Business Review featured 7 articles authored by our Managing Partner, Bob Frisch, and Partner, Cary Greene, throughout their collection of 27 articles on how to improve the productivity of meetings.
Harvard Business Review included our article When Teams Can’t Decide in its must-read collection on teams, citing that “the ideas are critical to the success of every manager and aspiring leader, meeting our high standards for must-read status.” If you read nothing else on building better teams, read these 10 articles from Harvard Business Review.
