James Surowiecki has another typically excellent article on the need for trust in making good corporate decisions. Trust among colleagues allows for vigorous debate without the participants feeling like they are being personally attacked or put at risk for airing their views. As we know - but don't see often enough in the corporate world - open, unfettered discussion of alternatives leads to the best decisions.
By all accounts, the HP board was not a model of decision-making prowess to begin with. However, as Surowiecki points out, the HP leaks, overshadowed as they might be by a bungled and overreaching investigation, further diminished that capacity.