Epilogue: The Way Forward
As I write these words to close what is essentially the first of many chapters on the cognitive science of culture and all it promises leaders, change agents, and practitioners, I am reminded yet again of the latest “culture” scandal. This one involves Boeing and the 737 Max tragedies and the damning revelations by employees that the airplane was “designed by clowns who are in turn supervised by monkeys”, and that “a presentation the company gave to the F.A.A. was so complicated that, for the agency officials … ‘it was like dogs watching TV’”.1 Here again is another in an almost daily stream of news laying blame for employee malfeasance and poor judgment at the altar of culture. As said at the beginning, we assume culture ...
