From A Bias for Action (4)
Success comes from purposeful action versus busyness or active nonaction. Managers tend to "get lost in their own stream of activities" and spend time "making the inevitable happen" ignoring or postponing dealing with the organizations most critical issues. Tendency is to engage in poorly reflected, activity-obsessed behaviors that are coupled with a lack of goal orientation, a reduced use of information and a superficial or diminished planning of activities.
Must move beyond motivation to willpower. To do so, must create a "productive zone" that fosters real vs superficial commitment.
Real commitment comes from a "bottom-up" approach where purposeful action occurs with projects and tasks that are clearly articulated, regulated, etc.
Willpower requires a need to regulate flow of emotions, etc.
Watch out for: Superficial harmony and the conspiracy of silent disharmony AND inauthentic consensus.