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Yes, one thing I haven't seen mentioned yet in my reading (maybe covered in later chapters?) is the effect that strong mission-oriented leadership *can* create an organizational alignment that overcomes the Gervais hierarchy. It's necessary but not sufficient.
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I have never met an org of the first type where the rank-and-file actually buy the bills hit theater. I wrote this about the latter “asshole at the top” syndrome a few years after the fervais series.
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At scale, perhaps you are right and not being reductive. I think smaller (< 1 Dunbar) organizations call actually be mission aligned, but in a sense they are cults. I think it is possible to reframe the Gervais/Whyte paradigm in terms of "maintaining inter-subjective reality".
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The reason we call the top of the pyramid "sociopaths" is because they are actively exporting & driving a different set of narrative realities than what the people within the org may perceive with their own senses *but refracted through the lens of prior experience*.
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