As
stated by Dev Frohman, the founder of Intel in Israel “should be to maximise
resistance – in the sense of encouraging disagreement and dissent. When an
organisation is in crises, lack of resistance can itself be a big problem. It
can mean that the change you are trying to create is not radical enough…or that
the opposition has gone underground. If you are not aware that people in the
organisation disagree with you, then you are in trouble.”
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