Attitudes and the Unexpected

Graham Robinson and John Harris
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Graham Robinson: University of Surrey
John Harris: Calor Group plc

Chapter Chapter 3 in Unsecured Ladders, 2009, pp 51-77 from Palgrave Macmillan

Abstract: Abstract In the previous chapter we stated that the ways in which organizations respond to unexpected events is largely determined by its prevalent mindset. An organization’s prevailing mindset, in turn, is shaped by the values, attitudes and behaviors of its leaders and reflected in the way it deals with mistakes. For example, it may result in their being perceived as a fact of life for which allowances must be made or as failures, the perpetrators of which need to be discovered, humiliated and punished. It may encourage errors to be hidden, denied and covered up. It may mean that blame is the name of the game or encourage people to freely acknowledge when they have made a mistake so that both they and the organization may learn from them. Whatever complexion an organization’s mindset may develop, its tone is significantly influenced by its leadership.

Keywords: Unexpected Event; Organizational Leader; Sales Force; Good Luck; Assessment Centre (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-24915-8_3

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DOI: 10.1057/9780230249158_3

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