The ability to get along with others, always an asset, Right ?

 
WRONG!
By skillfully avoiding conflict with co-workers, some executives eventually cause organizational
havoc. Sometimes it's their skill that’s the problem.

Did Ever hear the term “Skilled Incompetence”.

 
SKILL + INCOMPETENCE  - a strange combination, isn’t it? But really not rare!
 
You have the skill yet you are incompetent, or, is it that you are using your skill to be incompetent.
Many of us use practiced routine behavior (skill) to produce what we do not intend to
(incompetence).

We can see this happening when we talk to each other in ways that are seemingly candid and
straightforward. What we don't see is how our skill can become institutionalized and create
disastrous side effects in the organization. Consider this familiar situation:

“The entrepreneur-CEO of a fast-growing medium-sized company brought together his bright,

dedicated, hardworking top managers to devise a new strategic plan. The company had grown at
about 45% per year, but fearing that it was heading into a deep administrative trouble, the CEO
had started to rethink his strategy.

His immediate subordinates agreed that they must develop a vision and make some strategic
decisions. They held several long meetings to do this. Although the meetings were pleasant
enough and no one seemed to be making life difficult for anyone else, they concluded with no
agreements or decisions. They ended up compiling lists of issues but not decisions”. 

This is a group of executives who are at the top, who respect each other, who are highly
committed and who agree that developing a vision and strategy is critical. Yet whenever
they meet, they fail to create the vision and the strategy they desire. What is going on
here? Are the managers really that incompetent?
 
Companies and Scholars have spent immense amount of money, time and effort to research in
this area and come up with solutions to problems like these that are so subtle yet strong enough
to bring the organization down.