The envelope, please…

In their book, Why Change Doesn’t Work, Harvey Robbins and Michael Finley define metamoron as “the inability to countenance necessary change.” It’s the opposite of a metaphile, “a person or organization that seeks out and welcomes opportunities for positive change.” But just defining their terms wasn’t enough for Robbins and Finley, co-directors of The Why Things Don’t Work Institute, a not-for-profit organization dedicated to exposing organizational self-destructiveness: they wanted to provide examples. “The Top Ten Business Metamoron Awards” are awarded annually to those corporations and individuals whose behavior best illustrates the kind of counterproductive leadership that causes pain to investors and employees alike.
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