THE SET-UP-TO-FAIL SYNDROME: How Good Managers Cause Great People to Fail

In this thoughtful examination of the downward spirals that employers and employees can fall into, management experts Manzoni and Barsoux consider some of the problems that cause a work relationship to end badly. The duo encourages bosses to look inward and examine their own behavior and its effect on subordinates, highlighting the stress of subtly creating a dynamic in which employees "start living down to expectations," among other negative situations. While work relationships are often highly complex and nuanced, the authors point out that in some instances, difficulties result from misunderstood behavior that becomes "self-fulfilling" and "self-reinforcing," a dangerous circle. Manzoni and Barsoux show that highly successful workers generally belong to the "in-group," which boosts self-confidence and provides access to resources not available to those trapped in the "out-group." It comes as no surprise that many morale-lowering problems are avoidable and in some ways predictable, involving basic issues such as fairness, freedom and choice, and the difference between a boss asking rather than telling. And while the road to long-lasting behavioral change is long, it is a type of business investment that has "become a condition for survival in an increasingly demanding world." HR departments and bosses alike would be wise to consult this guide in an effort to build better work relationships, as its nitty-gritty explanations of the "set-up-to-fail syndrome" will raise crucial self-awareness, a useful tool for everyone, regardless of position in the work food-chain. (Oct. 7)

Forecast:The 1998 Harvard Business Review article this book is based on was well received, and those who were impressed by it will surely want to learn more.