Dysfunctional decision making and organizational pathology
Author: Kets de Vries, Manfred F. R. INSEAD Area: Entrepreneurship and Family EnterpriseIn: Strategic management by Christian Scholtz and Joachim Zentes; Poeschel, 1994 Language: EnglishDescription: p. 1-16.Type of document: INSEAD ChapterNote: Please ask us for this itemAbstract: The year 1993 will remain a memorable one for Jacques Attali, who had been then the "wunderkind" of the French political establishment. Not only did Nobel prize Eli Wiesel accuse him of plagiarism ..., it was also the year in which he was forced to resign from his post of president of the European Bank for Reconstruction and Development. His imperious and secretive behavior stimulated political infighting among his subordinates, created a corporate culture of fear and paranoia, and led to faulty decision making. The bank's board of governors ... eventually forced Attali to resign. What went wrong in the case of Attali? To what extend was he reponsible for the organizational pathology that led to faulty decision making? Is Attali an isolated case, or is this pattern of behavior regularly found among other executives? What can be said about the peculiar nature of the leader-organization interface in these situations? Are there certain forms of pressure to which leaders are particularly susceptible?| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Digital Library | Available | BC000614 |
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The year 1993 will remain a memorable one for Jacques Attali, who had been then the "wunderkind" of the French political establishment. Not only did Nobel prize Eli Wiesel accuse him of plagiarism ..., it was also the year in which he was forced to resign from his post of president of the European Bank for Reconstruction and Development. His imperious and secretive behavior stimulated political infighting among his subordinates, created a corporate culture of fear and paranoia, and led to faulty decision making. The bank's board of governors ... eventually forced Attali to resign. What went wrong in the case of Attali? To what extend was he reponsible for the organizational pathology that led to faulty decision making? Is Attali an isolated case, or is this pattern of behavior regularly found among other executives? What can be said about the peculiar nature of the leader-organization interface in these situations? Are there certain forms of pressure to which leaders are particularly susceptible?
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