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Management article
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Reference no. U9904D
Published by: Harvard Business Publishing
Published in: "Harvard Management Update", 1999
Length: 1 pages

Abstract

According to Eileen C. Shapiro, on-the-job gambling is neither an unseemly nor uncommon activity among organizations. Shapiro points out that there is power in recognizing every action as a bet, and then in seeing the range and extent of the bets made within an organization. It follows, then, that if you can help your colleagues become better bettors, you can improve the odds that your organization will achieve its goals. Shapiro argues that it is "best to build a capability in gambling that extends throughout your organization than to pretend that betting skills are useful only to card sharks in Vegas."

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Abstract

According to Eileen C. Shapiro, on-the-job gambling is neither an unseemly nor uncommon activity among organizations. Shapiro points out that there is power in recognizing every action as a bet, and then in seeing the range and extent of the bets made within an organization. It follows, then, that if you can help your colleagues become better bettors, you can improve the odds that your organization will achieve its goals. Shapiro argues that it is "best to build a capability in gambling that extends throughout your organization than to pretend that betting skills are useful only to card sharks in Vegas."

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