ABSTRACT
People who are normally law-abiding citizens - including the directors of the company, but more often employees - might suggest that tyres should be slashed, phones bugged, malicious rumours should be spread or someone should be sacked. This is the level of exasperation that this type of situation generates. This tendency to enter into hostilities poses several problems. The escalation of hostilities has a second fault. It favours, in the opposition camp, those for direct action, and proves wrong those who are ready to negotiate. Often this creates an opposition group, when before the conflict there were only a few scattered individuals. In sensitive projects, true courage consists in resisting the magpie syndrome, in avoiding street-fighting or wild outbursts at management meetings. The difficulty is to hear the synergy emitted by the player, even when this synergy is hidden by a very visible hostility.
