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#33-strategies-of-war #Part-II-Organizational-Warfare #introduction #robert-green #strategy

5 AVOID THE SNARES OF GROUPTHINK: THE COMMAND-AND-CONTROL STRATEGY

The problem in leading any group is that people inevitably have their own agendas. You have to create a chain of command in which they do not feel constrained by your influence yet follow your lead. Create a sense of participation, but do not fall into groupthink—the irrationality of collective decision making.

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PART II ORGANIZATIONAL (TEAM) WARFARE
rposes. The following three chapters will help you focus on this critical issue and give you strategic options—possible organizational models to follow, as well as disastrous mistakes to avoid. <span>5 AVOID THE SNARES OF GROUPTHINK: THE COMMAND-AND-CONTROL STRATEGY The problem in leading any group is that people inevitably have their own agendas. You have to create a chain of command in which they do not feel constrained by your influence yet follow your lead. Create a sense of participation, but do not fall into groupthink—the irrationality of collective decision making. 6 SEGMENT YOUR FORCES: THE CONTROLLED-CHAOS STRATEGY The critical elements in war are speed and adaptability—the ability to move and make decisions faster than the enemy. Break your for


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