ABSTRACT
Gin plants’ low-trust culture engendered mismanagement through the pruning of top experts, a reason for the rise of “brambles.” In a contemporary automated processing plant, success is determined in the long run to a large degree by the skills and competences of specializing staff members, acquired through lengthy expert careers that differ from managerial careers. The difference causes major misunderstandings and tends to result in the pruning of best experts by covertly concealed managerial ignorance (CCMI)-Im-C–practicing managers despite their contrary intentions. As “parachuted” pe’ilim mostly practiced CCMI-Im-C and shaped low-trust cultures, often caused destructive conflicts with hired top experts as their pruning. Only where and when pe’ilim shaped high-trust cultures, nurtured hired staff, recognized its members’ capabilities and trustworthiness, and cared for their social and personal needs did no such conflicts erupt. In mismanaged, low-trust firms with CCMI-Im-C–practicing managers, such experts face obstacles formed by insiders’ defensive secrecy, abuses, and subterfuges that often frustrate their help.
