This book examines what happens when, as organizations become more complex, leaders lose focus and find themselves managing Organizational ADD (O-ADD) and adversarial behaviors among colleagues. The research upon which this book is based suggests a strong link between O-ADD and accidental adversaries dynamics, wherein people who should collaborate instead compete and engage in conflict. While O-ADD creates fertile conditions for the dynamic to take root, it can quickly take on a life of its own, fracturing work relationships needed for innovation and growth. When ignored, these dysfunctions can harm a company more swiftly and effectively than the most cunning external competitor. Using interview-based narrative research, the book builds the business case story of CT, Inc., a once-growing information technology (IT) company that emerged with great technical promise from a major industry-wide disruption only to fall victim to these limiting internal dynamics. The good news is that...
