The leaders explained their action: "Look, I really do not know where I should get this bus to.  But one thing I know for sure: if we get the right people on board, if we put them on the right positions for them, and if we drop those considered improper for our journey, there's no way we cannot reach to a great place. "

The sociologist – Professor Lord R.Dahrendorf - suggests the most common reasons for the emergence of conflicts are a result of: organizational and management structure, personal misconceptions, company's technical development, working environment, salaries and bonuses allocation

Timely and effective resolution is essential to improving the microclimate and achieving better results.

Unfortunately, innovations in corporate and social structures are very small.  Neither in government structures, nor in corporate structures can we find innovations equivalent in importance to those in the technology world.  Probable reason for this imbalance is

Effectiveness is doing "the right" things, i.e. setting right targets to achieve an overall goal (the effect).  In his book “The Effective Manager” Peter Drucker claims that effectiveness is a very important discipline which “can be learned and must be learned.”

"I'm very curious - how many of you are afraid of the change?" - Nobody answers.  Only one raised his hand.  "Well, there is at least one honest man among us.  And how many of you think that the other people are afraid of the change?" - All raised their hands. And then suddenly they broke into laughter.  "It turns out that we all are afraid, but we do not dare to admit it."