Abstract
Christoph was in charge of strategic planning while he worked as assistant to the CEO of a multinational corporation. He would sometimes attend board meetings. In his first meeting strategic issues were on the agenda: positioning on the world market, financing new projects, the future of hundreds of jobs. Christoph was expecting bright conversations that would deal with world-shattering issues. The company was operating globally after all.
The ability to get along with others is always an asset, right? Wrong. By adeptly avoiding conflict with coworkers, some executives eventually wreak organizational havoc.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Argyris C (1986) Skilled incompetence. Harv Bus Rev 64:74–79
Argyris C (1991) Teaching smart people how to learn. Harv Bus Rev 69:99–109
Argyris C (1990) Overcoming organizational defenses. Prentice Hall, New York
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2013 The Author(s)
About this chapter
Cite this chapter
Mandl, C., Hauser, M., Mandl, H. (2013). Dysfunctional Meeting Culture. In: The Co-creative Meeting. SpringerBriefs in Business. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-34231-8_3
Download citation
DOI: https://doi.org/10.1007/978-3-642-34231-8_3
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-34230-1
Online ISBN: 978-3-642-34231-8
eBook Packages: Business and EconomicsBusiness and Management (R0)