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15%OFFTom Rieger - Breaking the Fear Barrier: How Fear Destroys Companies From the Inside Out and What to Do About It - 9781595620545 - V9781595620545
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Breaking the Fear Barrier: How Fear Destroys Companies From the Inside Out and What to Do About It

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Description for Breaking the Fear Barrier: How Fear Destroys Companies From the Inside Out and What to Do About It Hardback. This book takes the reader through a journey of how fear of loss progressively creates barriers and bureaucracy that inevitably cause companies to fail - and what leaders need to do to overcome these seemingly impenetrable walls. Num Pages: 220 pages, black & white line drawings. BIC Classification: KJ. Category: (G) General (US: Trade). Dimension: 225 x 154 x 20. Weight in Grams: 366.
The greatest threat to an organization’s success is not always the competition. Often, it is what a company does to itself. Because of fear, companies become plagued with barriers and bureaucracy that limit success, crush employees, and infuse frustration and a sense of futility across the enterprise. It starts with a narrowing of focus, which leads to the first level of bureaucracy: parochialism. Parochialism exists when departments begin to view the world through the filter of their own little silo. As businesses grow, the second level of bureaucracy is reached: territorialism. Territorialism is about controlling those inside the silo. The ... Read more

Product Details

Publisher
Gallup Press
Format
Hardback
Publication date
2011
Condition
New
Number of Pages
160
Place of Publication
Omaha, United States
ISBN
9781595620545
SKU
V9781595620545
Shipping Time
Usually ships in 15 to 20 working days
Ref
99-15

About Tom Rieger
Tom Rieger is a former Gallup employee. He is an expert in identifying and correcting barriers to success, both for companies and societies. Rieger has built a number of frameworks that apply behavioral economic principles to a variety of complex problems, across boardrooms and battlefields. Tom received an MS in Industrial Administration from Carnegie Mellon in 1986.

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