Interesting. In my experience, company leaders typically engineer discussions in order to validate what they already believe, and of course it can be a career-limiter to argue too forcefully with one's superior. I think it takes an executive with extraordinary vision to actually create a culture where dissension is encouraged and people with differing views truly engage and are fairly listened to.
I believe I've read somewhere that some high percentage of business leaders are classified as optimists, which probably creates a tendency to downplay the negatives of business situations. In an overall sense, this may be a good thing, as it leads people to attempt things that seem crazy to others, but it can obviously also lead to excessive risk-taking and sundry disasters.
I believe I've read somewhere that some high percentage of business leaders are classified as optimists, which probably creates a tendency to downplay the negatives of business situations. In an overall sense, this may be a good thing, as it leads people to attempt things that seem crazy to others, but it can obviously also lead to excessive risk-taking and sundry disasters.
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