Chapter 6


Lifting Organisational Performance through a New Deference Dynamic

The drag on organisational performance previously discussed is even more significant than it may first appear. Rhona Flin, the author of Sitting in the Hot Seat, talks about decision-making in critical scenarios such as fires, oil explosions, police incidents and so on.1 A particular view she offers in relation to the situations faced by fighter jet pilots, for example, is that owing to the speed at which fighter jets travel by the time a problem is detected it is usually too late to respond. And while modern business doesn’t travel at wholly comparable speeds, the fact remains that the slushy external environment combined with the extent of competition ...

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