Business leaders need to tame their irrational tendencies, David De Cremer argues in ‘Academic View’ article in The Economist.
Three irrational tendencies can tend to trip up business executives, so they need to be managed carefully, says David De Cremer, KPMG Professor of Management Studies at Cambridge Judge Business School, in an “Academic View” article in The Economist.
Some executives rely too much on their own perspective and thus grow detached from colleagues; others exert such a strong sense of control that it disempowers other employees so they take little initiative; while some value winning arguments over making the best possible decisions.
David says it’s important to make executives aware that these irrational tendencies are not simply a “funny fact of life” but can actually shape their business careers.