advertisementadvertisementBy Ian White advertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisement…advertisementadvertisementBy Ian White advertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementadvertisementWW…

advertisementadvertisementBy Beth Jensen Competition is usually considered a healthy business practice, but leaders who encourage it within an organization risk creating serious dysfunction that can torpedo success.advertisementadvertisementThat’s the message from Stanford Graduate School of Business’ , the Thomas M. Siebel Professor of Business Leadership, Strategy, and Organizations, who also serves as the faculty director of the Stanford Executive Program.“Though we’d love it if competition always had positive consequences, it often has very negative consequences, both for the human...…advertisementadvertisementBy Beth Jensen Competition is usually considered a healthy business practice, but leaders who encourage it within an organization risk creating serious dysfunction that can torpedo success.advertisementadvertisementThat’s the message from Stanford Graduate School of Business’ , the Thomas M. Siebel Professor of Business Leadership, Strategy, and Organizations, who also serves as the faculty director of the Stanford Executive Program.“Though we’d love it if competition always had positive consequences, it often has very negative consequences, both for the human...WW…