Down the Ladder on Purpose: The Executive Who Gave Up Everything to Figure Out What Was Actually Going On
In 1987, a well-compensated manufacturing executive named Daniel Creel voluntarily left his corner office to take a series of deliberately lower-status jobs inside the same industry — starting on the factory floor. What he documented over the following eight years didn't just challenge the management theories of his era; it quietly rewrote the way a generation of organizational thinkers understood the relationship between rank and knowledge.