G.M.’s CEO has responded all too predictably to the Cobalt crisis by firing its senior vice president for global communications, responsible for “handling . . . the public response to the recall of nearly 2.6 million cars.” (See, The New York Times) 

Killing the messenger is not exactly the same as trying to find out what went wrong – but it still seems to be the preferred strategy when big problems are uncovered at big companies.

My last post raised the question “Is G.M. too big to fix?” This seems to be more evidence that those at the top, at least, seem to think it is. They view it as primarily a public relations problem.

Hidden Motives

A look at the hidden factors that really drive our social interactions
Ken Eisold, Ph.D.

Ken Eisold, Ph.D., is a psychoanalyst and organizational consultant whose book about the unconscious, What You Don't Know You Know, came out in January.

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