ABSTRACT
In the scope of this book, the focus in the described case studies was merely on critical incidents, as suggested by Schein (1985) and Sanders (1995) in their research on business cultures and organizations. This approach has proven to be a useful one, as negative moments are often useful examples to learn from, especially based on the assumption that human behaviour during such moments in general cannot hide itself, because human nature obviously has a kind of built-in mechanism to defend oneself against negative situations, thus implying that the real behaviour will be exposed especially during such negative moments.
