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As aspas abaixo são de um ex vice-presidente da empresa

Internal competition is common at great companies. It can be wisely encouraged to force ideas to compete. The problem comes when the competition becomes uncontrolled and destructive. At Microsoft, it has created a dysfunctional corporate culture in which the big established groups are allowed to prey upon emerging teams, belittle their efforts, compete unfairly against them for resources, and over time hector them out of existence

O excelente Cheap Talk complementa:

Suppose two players are competing for promotion and one is more senior than the other. Then, the senior guy has the incentive to denigrate the work of the junior guy because the only way the junior guy can leapfrog him in the career race is if he has a successful project. So, the senior guy tries to squash the junior guys ideas. But the junior guy has the reverse incentives, to exaggerate the quality of his own work. It turns out that this incentive is easier to deal with than the denigration incentive. This is because exaggeration carries a risk: if your idea is tried out and is a huge failure, your career is in ruins. This reduces your incentive to exaggerate bad ideas. But denigration kills ideas so you never find out if the denigrator was lying. So our conclusion is that well designed self-assessment is better than peer review.

E de quebram ainda lincam um PDF sobre o assunto.

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