Abstract
Marquet explains how “groupthink,” fear, and stress in the workplace can conspire to keep people from saying things that need to be said, in meetings and otherwise. Drawing on research and on his previous career as the commander of the nuclear-powered fast attack submarine USS Santa Fe, he demonstrates that people must be free of artificial constraints, especially if leadership is to become a distributed attribute. It's better to have a well-prepared culture of empowerment. He writes, “We found that even in emergencies it was better not to have to tell people what to do. Telling people what to do means they can't figure out what to do on their own.”
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