A critical assessment of current management theory. The author regards cultivating and harnessing tension to be a key to successful management. He argues that the denial of conflict, contention and contradiction represents an inglorious compromise which stifles creativity in the workplace.
An exploration of why companies decline and why so few of the top 500 companies in the US 10 years ago have kept their place. Pascale approaches the question partly by looking at Japanese companies which have remained successful (particularly Honda), partly by a close look at big American companies like Ford and General Electric. His conclusions are that American and British companies tend to be run by small cliques of people who, no matter how hard they work and how determined they are, eventually run out of ideas. He sees that Japanese companies are much more democratically managed and that Honda, for example, positively encourages conflict by divisionizing.
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