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	<title>Comments on: Make believe world</title>
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	<link>http://managingleadership.com/blog/2008/11/05/make-believe-world/</link>
	<description>The strategic role of the senior executive</description>
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		<title>By: Book Review: The Halo Effect &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2008/11/05/make-believe-world/comment-page-1/#comment-8221</link>
		<dc:creator>Book Review: The Halo Effect &#124; Managing Leadership</dc:creator>
		<pubDate>Fri, 09 Jan 2009 14:44:25 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/?p=1155#comment-8221</guid>
		<description>[...] value and viability. Henry Mintzberg, Sumantra Ghosal, and Jeffrey Pfeffer are known for their critical examinations of the worth of business education. They have included in their critiques concerns about the [...]</description>
		<content:encoded><![CDATA[<p>[...] value and viability. Henry Mintzberg, Sumantra Ghosal, and Jeffrey Pfeffer are known for their critical examinations of the worth of business education. They have included in their critiques concerns about the [...]</p>
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		<title>By: Why some good ideas still become management fads &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2008/11/05/make-believe-world/comment-page-1/#comment-8026</link>
		<dc:creator>Why some good ideas still become management fads &#124; Managing Leadership</dc:creator>
		<pubDate>Tue, 18 Nov 2008 21:40:19 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/?p=1155#comment-8026</guid>
		<description>[...] weeks ago, we discussed the question of management fads, their causes and effects (academics, consultants, management). Author and consultant Ravi Tangri pointed out in a comment that some of [...]</description>
		<content:encoded><![CDATA[<p>[...] weeks ago, we discussed the question of management fads, their causes and effects (academics, consultants, management). Author and consultant Ravi Tangri pointed out in a comment that some of [...]</p>
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		<title>By: Management responsibility for management fads &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2008/11/05/make-believe-world/comment-page-1/#comment-7997</link>
		<dc:creator>Management responsibility for management fads &#124; Managing Leadership</dc:creator>
		<pubDate>Wed, 12 Nov 2008 16:35:42 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/?p=1155#comment-7997</guid>
		<description>[...] discussed, last week, the contributions of academics and consultants to the unfortunate waves of management fads that have made a repeated mockery of so [...]</description>
		<content:encoded><![CDATA[<p>[...] discussed, last week, the contributions of academics and consultants to the unfortunate waves of management fads that have made a repeated mockery of so [...]</p>
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	<item>
		<title>By: Jim Stroup</title>
		<link>http://managingleadership.com/blog/2008/11/05/make-believe-world/comment-page-1/#comment-7990</link>
		<dc:creator>Jim Stroup</dc:creator>
		<pubDate>Sat, 08 Nov 2008 23:41:09 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/?p=1155#comment-7990</guid>
		<description>I certainly agree - credentials point to the potential presence of ability or, at least of the basic knowledge on which to build and the discipline to develop it. But they too often are mistaken for the presence of these things.

They are, however, something quickly and easily identified by prospective employers or promoting authorities. As a result, people tend not to look past them; nor do they undertake the much more difficult work of identifying ability or potential from other sorts of evidence.

Thanks for stopping by with this!</description>
		<content:encoded><![CDATA[<p>I certainly agree &#8211; credentials point to the potential presence of ability or, at least of the basic knowledge on which to build and the discipline to develop it. But they too often are mistaken for the presence of these things.</p>
<p>They are, however, something quickly and easily identified by prospective employers or promoting authorities. As a result, people tend not to look past them; nor do they undertake the much more difficult work of identifying ability or potential from other sorts of evidence.</p>
<p>Thanks for stopping by with this!</p>
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	<item>
		<title>By: learner</title>
		<link>http://managingleadership.com/blog/2008/11/05/make-believe-world/comment-page-1/#comment-7987</link>
		<dc:creator>learner</dc:creator>
		<pubDate>Fri, 07 Nov 2008 11:39:42 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/?p=1155#comment-7987</guid>
		<description>MBA is only an academic matter. company needs an experienced manager, even he&#039;s not MBA degree. 
i think, MBA become a trend in the world of carreer.</description>
		<content:encoded><![CDATA[<p>MBA is only an academic matter. company needs an experienced manager, even he&#8217;s not MBA degree.<br />
i think, MBA become a trend in the world of carreer.</p>
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	<item>
		<title>By: The consulting industry and management fads &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2008/11/05/make-believe-world/comment-page-1/#comment-7985</link>
		<dc:creator>The consulting industry and management fads &#124; Managing Leadership</dc:creator>
		<pubDate>Thu, 06 Nov 2008 14:44:34 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/?p=1155#comment-7985</guid>
		<description>[...] Yesterday we looked at a perhaps unexpected source of what some of its own members claim is not merely empty – but even harmful – management theory. But that is hardly the most active producer of such problematic thinking. The consulting industry is a far more prolific generator of some of the more inane ideas that have swept the field in recent decades. [...]</description>
		<content:encoded><![CDATA[<p>[...] Yesterday we looked at a perhaps unexpected source of what some of its own members claim is not merely empty – but even harmful – management theory. But that is hardly the most active producer of such problematic thinking. The consulting industry is a far more prolific generator of some of the more inane ideas that have swept the field in recent decades. [...]</p>
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