ABSTRACT
In companies, culture can be like an invisible electric fence. Culture describes the pattern of shared assumptions and behaviors that a group adopts, usually over time and often without intention. Common behaviors in a culture at one point in time may make sense in terms of achieving the goals of a group. When a corporate culture is focused on individual behaviour, as this one was, managers do not look at things systemically. Leaders often talk about the need to change the attitudes of people in their organization. Most people, most of the time, espouse attitudes that are consistent with their experience, environment, and their behaviour. The phenomenon of overconfidence and its role in decision making is well documented by psychologists and explored in experiments by behavioural economists. A leader who has the courage to let go and allow people the autonomy to do their jobs creates an attractive environment.
