CHAPTER 8FACE 7Letting Go versus Holding On
There are many theories about why the Titanic sank, but most agree that Bruce Ismay, managing director of White Star Lines, played a part in the disaster. Unable to let go of his need for success at all costs, he urged Captain Smith to continue at high speed—even at night, when icebergs were known to be in the area.
Holding on to attitudes, values, and beliefs beyond their usefulness can cloud your perceptions and have a profoundly negative effect on your decision making and the performance of the entire organization. Although, at times, it is necessary and even admirable for leaders to stick to their ...
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