CHAPTER 2

A Culture of Indignity and the Failure of Leadership

Donna Hicks

A few years ago, I received a surprising call from a business consultant who was working with a major U.S. Corporation.1 He was trying to help them resolve some intractable conflicts between the management of the company and its unions. They had exhausted many of the traditional methods of conflict resolution. None of the approaches was successful at getting to the root of the problem. While I was listening to the ­consultant describe what was going on within the organization, I couldn’t help but wonder why he was calling me. At the time, all of my work focused on international conflicts such as the Israel/Palestine, Sri Lanka, ­Colombia, Northern Ireland, Libya, ...

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