The qualities required to win a conflict Perhaps you might think that a survivor of a scandal is the “good guy”. A successful person might be expected to be pleasant and compassionate. Usually a person is assumed to possess great charisma, positivity and friendliness. We also assume that this is a law-abiding, well-educated citizen and a model, who simply found himself in a bad situation. Several cases actually prove the opposite, and this character could be exactly the opposite. This person is intelligent enough to manipulate others and protect himself from an imminent fall from grace. To persevere in the price-fixing controversy in a challenging yet cutthroat profession of art auctions and business, a person must possess three defining attributes. You must possess these three key elements; which are: tenacity, meticulousness and apathy. These characteristics mentioned above are all that former Christie's CEO Christopher Davidge had possessed to prevail over the scandal and succeed in life. When leading one of the world's top auction houses, the employees of these powerhouses should expect results whether they are good or bad. They expect loyalty and strong leadership. They put their lives in the hands of the CEO, and it is the executive's responsibility to commit wholeheartedly to the company to ensure profit, growth and stability. By obtaining a market share almost equal to that of its accomplice and competitor Sotheby's, Davidge has achieved exactly this quality. He wanted to make an example of himself and achieve greatness that his ancestors could not. Furthermore, his personal desire to dethrone the previous executive pushed him to continue his narcissistic path to glory. Christie's employees also felt uncomfortable around him. His successor Ed Dolman stated, “Chris was a remote, distant, dictatorial figure” (132), which is another example of his tenacity in his leadership position. His commitment to staying afloat when the art market collapsed demonstrated his willingness to get a problem done. In 1995, a year after the crucial meeting between the chairmen of both auction houses, Alfred Taubman and Sir Anthony Tennant, Sotheby's chief executive Dede Brooks and Davidge had agreed that there would no longer be zero commissions and they had set up a very specific non-negotiable sliding scale of percentages. Although, a year later, the art market recovered and the auction houses reaped greater benefits and profits without knowing the backroom deal.