Issues & Observations
Robert C. Ginnett
You know what the problem is with teams?” a senior executive once asked me. “You just can't make them work right. You can't order teams around. You can't make them develop and you can't make them perform.”
His statement suggested two things to me. First, he definitely liked to control things around him and he probably didn't like to be controlled much by others. This was not a great flash of psychological insight on my part. He fit the pattern of many senior executives in that regard. I'm not exactly sure why this occurs. One hypothesis is that they have to be controlling because the position they are in requires them to be that way. But I don't think much of that supposition because ...