Sublime

Imagine if the CEO of a major Fortune 500 company declared a zero-tolerance policy on microaggressive behaviors that created toxic environments for marginalized employees. These

When people organize into a team, a company, or any kind of group with a mission they also create two competing forces—two forms of incentives. We can think of the two competing incentives, loosely, as stake and rank. When groups are small, for example, everyone’s stake in the outcome of the group project is high. At a small biotech, if the drug wo

giving more latitude to teams and people farther down the hierarchy.

Every role people take on is a commitment they make to their peers. They are not accountable to one boss; every one of their peers is a boss in respect to the commitments they made.

Green Organizations retain the meritocratic hierarchical structure of Orange, but push a majority of decisions down to frontline workers who can make far-reaching decisions without management approval.

Recognize that the size of the organization can pose a threat to meaningful relationships.

And he rewarded teamwork rather than individual genius. For years, GE, like Enron, had rewarded the single originator of an idea, but