Organizational life is fraught with problems: turf wars, conflict between departments, lack of vision, poor executionthese so-called people problems are knotty and often incomprehensible and claim a startlingly large portion of our energy. Its not the numbers or the vicissitudes of the market that leads to sleepless nights, but the political, cultural and people issues that worry leaders most. The peculiar thing about these habitually dysfunctional ways of working is that while everyone involved is vaguely aware that something is broken, they cant pinpoint exactly what lies behind the dysfunction. In The Courage to Choose, consultant Chatham Sullivan reveals that beneath these messy people issues is, in fact, a basic business problem: the organization hasnt formed a clear answer to the most fundamental question, What business are we in? The purpose and identity of the organization itself is in crisis. Are we an innovation business or an execution business? Are we des