They can be selfish, exploitative, and manipulative.
They focus on strengthening their own positions while implementing a climate of fear.
When a dark triad leader calls in external experts to speak to the team, it's usually a ploy to push for groupthink.

These methods discourage groupthink from taking hold.
The dark triad leader, in particular, loves it.
Dark triad leaders are focused on their own power and status.

This cuts out the loyalty/status incentive to conform.
Instead, the trust is tasked solely with offering creative input and advice.
Nobody pulls any punches to be polite.
This works because all the participants have come to trust and respect one another.
They know it's far better to learn about problems from colleagues when there's still time to fix them than from the audience after it's too late.

Komori focused on finding new uses for the technology Fujifilm owned.
He encouraged the company's scientists to think outside the box and consider no idea too wild or crazy.
Pixar, for instance, established its Creative Brain Trust.
This is a committee of creative leaders in the company that directors and producers can access to help solve problems.

Eastman Kodak invented the first digital camera back in 1975, yet held back from investing in digital photography for fear of hurting Kodak's lucrative film business.
Analysts have blamed Kodak's stodgy, inflexible managers and their aversion to change for the company's failure to adapt and innovate