Much is said about audience apathy that if an outsider (ie the audience) is hesitant to act in action during a situation that clearly calls occurs been written. But what if the individual is called to action an Insider? This article explains that insiders (ie, player or organizational actors) show similar passive behavior, but not because they are apathetic. Players who expect inside the organization and are often responsible for the result to act. Rather w … Read more »

Much is said about audience apathy that if an outsider (ie the audience) is hesitant to act in action during a situation that clearly calls occurs been written. But what if the individual is called to action an Insider? This article explains that insiders (ie, player or organizational actors) show similar passive behavior, but not because they are apathetic. Players who expect inside the organization and are often responsible for the result to act. Rather, they are ambiguous situations, communication, time pressure and confusion obscures puzzles, players are often confused. This article surveys two such cases. First, the recent case of Joe Paterno, the famous and beloved Penn State football coach of 62 years, the otherwise remarkable career was tainted by his failure adequately to an allegation of child abuse act of an employee. Second is the case of the Vancouver Olympic Committee and the death of a young athlete on their newly built toboggan run. The leaders failed to act when the risk of lane extreme speeds were well known. The article compares the two cases, and concludes with the proposal to mitigate remedy for inaction.
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Sally J.F. Baron
Source: Business Horizons
11 pages.
Release Date: 15, May 2013. Prod #: BH530-PDF-ENG
Inaction Speaks Louder Than Words: The problems of passivity HBR case solution