The Case of the Temperamental Talent
The Case of the
Temperamental Talent by Lawrence R. Rothstein
Harvard Business Review
No. 92608
Harvard Business Review
NOVEMBER-DECEMBER 1992
Reprint Number
CHARLES HANDY BALANCING CORPORATE POWER:
A NEW FEDERALIST PAPER
92604
JERROLD T. LUNDQUIST SHRINKING FAST AND SMART IN THE
DEFENSE INDUSTRY
92606
NANCY A. NICHOLS PROFITS WITH A PURPOSE:
AN INTERVIEW WITH TOM CHAPMAN
92602
RAVI VENKATESAN STRATEGIC SOURC1NG:
TO MAKE OR NOT TO MAKE
92610
AMAR BHIDE BOOTSTRAP FINANCE:
THE ART OF START-UPS
92601
WILLIAM G. PAGONIS THE WORK OF THE LEADER 92607
LAWRENCE R. ROTHSTEIN
HBR CASE STUDY
THE CASE OF THE TEMPERAMENTAL TALENT 92608
DAVID H. FREEDMAN
IN QUESTION
IS MANAGEMENT STILL A SCIENCE? 92603
KEN VEIT
FIRST PERSON
THE RELUCTANT ENTREPRENEUR 92609
ANDREW HILTON
FOUR CORNERS
MYTHOLOGY, MARKETS, AND THE
EMERGING EUROPE
92605
HBR Case Study
What happens when a company's most valuable employee is also its most destructive!-
The Case of the
Temperamental
Talent by Lawrence R. Rothstein
As Bob Salinger, _CEO of Tidewater
Corporation, a manufacturer of luxury power boats, surveyed the damage, the words of Morns Redstone,
Tidewater's reorganization leader, rang in his head: "You better come down here immediately, Bob.
Ken Vaughn's gone nuts. He's broken a computer and trashed his office.
It looks like a wild bull just stormed through."
Morris was right. Ken had thrown a chair at his C A D / C A M monitor, overturned his desk, and swept everything off his office bookshelves.
"Something really must have set him off this time," Bob sighed. All
Morris had said on the phone was that he and Ken were meeting on the reorganization plans. Those meetings had become a weekly ritual and, from all reports, an increasingly stormy one. But this time Ken had gone way too far.
Copyright Ф 1992 by the President and Fellows or Harvard College. All rights reserved.
Bob picked up the broken model of
Ken's latest boat design
Temperamental Talent by Lawrence R. Rothstein
Harvard Business Review
No. 92608
Harvard Business Review
NOVEMBER-DECEMBER 1992
Reprint Number
CHARLES HANDY BALANCING CORPORATE POWER:
A NEW FEDERALIST PAPER
92604
JERROLD T. LUNDQUIST SHRINKING FAST AND SMART IN THE
DEFENSE INDUSTRY
92606
NANCY A. NICHOLS PROFITS WITH A PURPOSE:
AN INTERVIEW WITH TOM CHAPMAN
92602
RAVI VENKATESAN STRATEGIC SOURC1NG:
TO MAKE OR NOT TO MAKE
92610
AMAR BHIDE BOOTSTRAP FINANCE:
THE ART OF START-UPS
92601
WILLIAM G. PAGONIS THE WORK OF THE LEADER 92607
LAWRENCE R. ROTHSTEIN
HBR CASE STUDY
THE CASE OF THE TEMPERAMENTAL TALENT 92608
DAVID H. FREEDMAN
IN QUESTION
IS MANAGEMENT STILL A SCIENCE? 92603
KEN VEIT
FIRST PERSON
THE RELUCTANT ENTREPRENEUR 92609
ANDREW HILTON
FOUR CORNERS
MYTHOLOGY, MARKETS, AND THE
EMERGING EUROPE
92605
HBR Case Study
What happens when a company's most valuable employee is also its most destructive!-
The Case of the
Temperamental
Talent by Lawrence R. Rothstein
As Bob Salinger, _CEO of Tidewater
Corporation, a manufacturer of luxury power boats, surveyed the damage, the words of Morns Redstone,
Tidewater's reorganization leader, rang in his head: "You better come down here immediately, Bob.
Ken Vaughn's gone nuts. He's broken a computer and trashed his office.
It looks like a wild bull just stormed through."
Morris was right. Ken had thrown a chair at his C A D / C A M monitor, overturned his desk, and swept everything off his office bookshelves.
"Something really must have set him off this time," Bob sighed. All
Morris had said on the phone was that he and Ken were meeting on the reorganization plans. Those meetings had become a weekly ritual and, from all reports, an increasingly stormy one. But this time Ken had gone way too far.
Copyright Ф 1992 by the President and Fellows or Harvard College. All rights reserved.
Bob picked up the broken model of
Ken's latest boat design