Agree! The human element book I referenced above deals with those issues in a very practical way as does Ishikawa's TQM. One thing Schutz points out in a partic

Agree! The human element book I referenced above deals with those issues in a very practical way as does Ishikawa's TQM. One thing Schutz points out in a particularly striking way: issues of trust and openness are often the last thing to ever get dealt with in an organization. Players are a side effect of this. They work from a cynical base that a lot of office stuff is BS and as a professional --- not a naive nube --- they gotta hustle too . And that is what makes them savy; a pro who's seen it all. Instead they further erode climate. It's the office equivalent to news headlines: "The dirty secret behind ..." "What you where never told about ..." "The real truth about..." "The official ____ about ____..." The implication is clear: you are repeatedly lied to; you can't trust what you see or hear.