Downplay the problems or try to cover are the two most common defensive posture to deal with irresistible forces. You can always find someone to convince you that there really is no problem even when there is one. And as the bearers of bad news are often afraid of censure or punishment, they prefer to keep silent about the problems. Anyway, you’re left with your head in the sand and your flanks exposed vulnerable. Intel has learned this lesson to his dismay. A version of its microprocessors contained an error which, in some cases cause calculation errors. Outraged customers immediately asked to have their chips replaced. Intel initially played down the problem by providing customers with whom they would never completely wrong answers at least some kind of calculation was done with great frequency. Few people have thought about doing these calculations on several occasions that time. The outrage grew when he heard this information. Customers expecting a perfect product for the calculations, regardless of whether they needed that perfection or not. After a few days, Intel has capitulated and announced it would replace all the chips. On the way, however, the company lost an important opportunity to build trust between those who used the company’s products. Understanding the irresistible force of having more and more demanding customers and users is something that few companies can choose to ignore. Perhaps that is one reason that many buyers of personal computers began to migrate to less expensive microprocessors produced by Intel’s competitors in the 1990s. Similarly, in the numerous scandals uncovered in the 1990s (such as Sumitomo and Barings Bank) involving substantial losses for unauthorized transactions in securities and goods by individuals in large companies, the people involved always managed to hide their mistakes for years. They have consistently used the technique just a statement of the business model to show a wonderful benefit. A reason for being able to create an unauthorized “license to lose” seems to be their superiors of these companies had little incentive to learn more about how the results have been good business generated. Superiors often depends the continuation of these false profits in order to get their bonuses and promotions, as well as maintain their employment. In fact, after such false profits have been booked, many companies do not seek to recover the financial rewards previously paid to senior officials. The brokers who handled these transactions often knew or had reasonable grounds to suspect that the client’s internal rules have been broken. Similarly, brokerage firms had little reason to whistle, because they would lose a valuable account. These guns “cowardly” traders continued to make even more gigantic and tragic mistakes in trying to conceal what had happened on. Added billion went to the sewer.