Falcon managers documented that the company’s communications is an open kind of communication, but why did they always hold a meeting with an executive panel. Quality was said to be the most important of all, in a sense that they delivered damaged-free computers to customers; in contrast, two out of four defective computers were used in one of their trainings.
Despite the fact that the employees, like Peter Richards, knows about the inconsistency between their values and behavior, they choose to behave. Because normally when we talk of our values, these are the things that we strongly feel about. These are the things we are either for or against. And it’s often easier to think of what we are for rather than what we are against.
This is because we feel positive energy when we are working on what we are for. Even if our values are negative, we can be stronger and more focused by expressing it positively. The way Falcon values formulated is a technique involving the advocacy of a behavior that is opposite to the one existing with the expectation that this approach will encourage the employees of the persuasion to believe that they are working in an ideal environment against the existing reality.
With this, executives possibly would like to hide the flaws of the company. They would want the employees to be positively motivated by satisfying themselves to a blind belief that there are no problems at all. And when the company closed, the employee will just have thought that this is something they have seen before and have not done anything because of the hope that a positive change might happen in between.