Moving from Penalties to Benefits

Olivier d’Herbemont and Bruno César

Chapter 13 in Managing Sensitive Projects, 1998, pp 139-141 from Palgrave Macmillan

Abstract: Abstract The last important aspect to understand about a lateral project is its content in terms of sanctions. Unlike ordinary projects, sensitive projects are characterised by their appeal to morals. There is talk of honesty and dishonesty, faults, responsibility, courage, duplicity and, of course, penalties. When those who have initiated a project are suddenly stopped in their tracks, the first instinct is to use power. The concept of punishment is ever present. For example: a developer decides not to support a local charity’s fund-raising day, because one of the committee members spoke out against the project; or a sales director decides to give lower pay rises to those members of the team who resisted the introduction of computerisation.

Keywords: Committee Member; Lateral Project; Sales Director; Local Councillor; Planning Committee (search for similar items in EconPapers)
Date: 1998
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DOI: 10.1007/978-1-349-14842-4_13

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