
xx • Prologue
In Chapter 1, I exemplify this inherent contradiction in what I call the
Chennai Paradox, a term I coined aer doing some work in Chennai,
India. e Chennai Paradox represents the essential conict confronting
management; exposing versus hiding of problems, in all their rawness.
And, once exposed, the root cause needs to be determined, eliminated,
and prevented from recurring. For the contemporary manager who is
under pressure to perform, to create results now, this problem solving is a
time-consuming, expensive, resource-draining activity. Allocating assets
to permanently prevent recurrences requires redirecting scarce resource ...