1) How does the organization’s culture support this sort of behavior? What pressures does the manager face? What pressures does the subordinate face?
2) Discuss the statement, “If you don’t take my estimates seriously, I’m not going to give you serious estimates!”  How does this apply in this example?

This short case is based on a true and common practice in which the culture of the organization encourages an “inauthentic” relationship to develop between project managers and those who serve on their teams. Authenticity is signaled by the relationship that develops between the leaders and the followers as they develop either a cooperative or combative working relationship. The project manager sets the tone; when she creates an atmosphere of distrust, it is much safer for team members to protect themselves by fudging their work estimates.