Abstract
Why are so many highly experienced and competent leaders caught out and taken by surprise by unexpected events for which they are unprepared, with the consequence that they then do things that seriously damage their organizations and themselves? Why do they fail to notice the alarm signals that are so often shown to have been sounding long before the specific event that did them so much harm actually occurred? What was it that during 2008 caused the leaders of many of the world’s long-established and highly respected financial institutions to lead these institutions to self-destruction, dragging the global economy down with them?
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Notes
David K. Hurst, Crisis and renewal: meeting the challenge of organizational change, Harvard Business School Press, Boston, 1995
David M. Noer, Healing the wounds: overcoming the trauma of layoffs and revitalizing downsized organizations, Jossey-Bass, San Francisco, 1993.
Chris Argyris has been a prolific author for many years. Graham has been particularly influenced by two seminal books written by Professor Argyris over 30 years ago: Chris Argyris, Increasing leadership effectiveness, John Wiley & Sons, New York, 1976
Chris Argyris and Donald A. Schön, Theory in practice: increasing professional effectiveness, Jossey-Bass, San Francisco, 1974.
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© 2009 Graham Robinson & John Harris
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Robinson, G., Harris, J. (2009). The Core Issue — the Unexpected is Inevitable. In: Unsecured Ladders. Palgrave Macmillan, London. https://doi.org/10.1057/9780230249158_2
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DOI: https://doi.org/10.1057/9780230249158_2
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-30784-5
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