This link has been bookmarked by 1 people . It was first bookmarked on 13 Oct 2008, by Levy Rivers.
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13 Oct 08
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Leaders are people, the response goes, and groups are what they act on. Besides, the critics say, piling on, people have characteristics, not gatherings of them; and it’s at least pointless, maybe even dangerous, to impute human characteristics to groups.
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In very important ways, these are inwardly-oriented phenomena which help us interact with each other in collectively acceptable ways.
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There can be general types of cultures that appear to be broadly typical of certain industries or regions – Silicon Valley and automobile manufacturers are perhaps two obviously contrasting examples.
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There’s another aspect of this that bears mentioning: group cultures are primarily, but not exclusively, inwardly focused. Groups have their own way – expressed by their members – of viewing the outside world, interpreting the various opportunities and threats it presents them, and even of evaluating individuals of other group cultures – evaluations upon which they act. Cultures – even group or corporate cultures – can be very powerful indeed. Perhaps even more so than we.
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