Organizational life is fraught with problems: turf wars, conflict between departments, lack of vision, poor execution—these people problems are knotty, often incomprehensible and claim a startlingly large portion of our energy. It's not the vicissitudes of the market that lead 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 can't pinpoint exactly what underlies the dysfunction. In The Courage to Choose, consultant Chatham Sullivan reveals that behind messy people issues is a basic business problem: the organization hasn't clearly answered the most fundamental question, “What business are we in?” The purpose and identity of the organization is in crisis.” Are we an innovation business or an execution business?” “Are we designed to play this role in the market or that one?” “Do we compete on this capability or that?” When the purpose of the business has been obscured, leaders must restore clarity. Taking a stand isn't simply a cognitive move. The work demands an incisive understanding of the business, but more critically, an abiding sense of responsibility for the organization and the courage to make a move toward clarity in the face of difficult strategic choices fraught with complex political, personal and cultural dynamics. In this groundbreaking book that bridges the gap between strategy and leadership, Sullivan shows that—rather than avoiding the underlying anxiety around business identity—the mature leader positions it in the foreground. He describes the ubiquitous problem of identity crisis, explains how to identify it where it occurs, and offer a path that enables leaders to take a decisive stand.