ABSTRACT
Amy, a young executive, shared an experience when her proposal for a new project prompted other managers to disparage her, and ultimately hurt her career. The culture at Naval Training Center, NTC rewarded status quo and punished innovation. It was the yearly meeting of the whole global senior management team for the NTC Medical Supplies Corporation. NTC was a high-tech company that produced specialty products for surgical procedures. The head of the human resources (HR) department realized that the company was on course for disaster, and was working with Bob, the Chief Executive Officer (CEO), on how to make changes in the way their company operated. Bob was aware that business was not where it should be, and he was now committed to pushing his management team to drive business growth at double-digit rates. Bob wanted them to increase NTC's stock value, but was very short on specifics, except to repeat again and again the financial goals for the year.
