In the early 1950s, the Karnaphuli pulp and paper mill, one of the earliest large-scale industrial enterprises in the recently established country of Pakistan, commenced operations. For raw material, the plant drew almost exclusively upon the vast bamboo forests along the upper reaches of the Karnaphuli River in East Pakistan. The suppliers of the bamboo and residents of the region, in addition to the venture’s founders, had high hopes for the project.
During the start-up phase, the business had its fair share of managerial difficulties and other troubles, but by the end of the decade it had begun to prosper. Then disaster struck. The bamboo began to flower.
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We generally feel more comfortable around those who share our beliefs and outlook on life, who think the way we do. The naysayers, gadflies and critics in our ranks can be such a bother. They often challenge our perspective and compel us to rethink our opinions. Even when they do it politely and diplomatically, it can be unsettling.
Leaders likewise do not like dissenters. This is especially true with religious organizations, which are hierarchal in nature and believe their authority originates with God, thus shielding their actions and decisions from questioning. But heads of organizations of all stripes, in moments of frustration, often throw up their hands and say: “Why is it so hard for you to do what we ask, to simply conform?”
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