I’m finishing up People’s Tycoon, a biography on Henry Ford.  The book details the story of three motor companies Ford helped start, the last being the only one we remember.  What struck me about all three attempts was that in each instance, Ford found himself at odds with his key business partners, the guys with the money.  The genesis of the conflict, at least regarding the business, was that Ford’s vision to provide mobility to the masses conflicted with his partners’ vision of selling higher margin luxury or performance cars (to be fair, Ford also seemed to lack some focus in the early years). The problem wasn’t that Ford’s vision was good and the others’ vision was bad.  The problem was that they didn’t share the same vision or measure for success.  If the people who run or own your organization have the same problem, debilitating conflict is inevitable.  The…