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Oracle’s Larry Ellison is flat out wrong. On Monday, he publicly declared that Hewlett-Packard made an epic blunder in releasing CEO Mark Hurd following an investigation triggered by allegations of sexual harassment.

In an impassioned e-mail to The New York Times, Ellison wrote:

"The HP board just made the worst personnel decision since the idiots on the Apple board fired Steve Jobs many years ago…In losing Mark Hurd, the HP board failed to act in the best interests of HP’s employees, shareholders, customers and partners. The HP board admits that it fully investigated the sexual harassment claims against Mark and found them to be utterly false."

After taking over as CEO in 2005, Mark Hurd revived HP, turning around its performance, making strategic acquisitions and trimming the workforce. When other technology companies and the stock market faltered in recent years, HP’s performance kept rocketing upward.

Late Friday, we read the shocking news announcing Hurd’s immediate resignation from HP as the result of a sexual harassment investigation.

While Jodie Fisher, a former HP contract worker, has charged Hurd with harassment, reports seemed to indicate that Hurd did not have an affair or sexual relationship with her. Instead, HP reported that he covered up his activities with the claimant by filing inaccurate expense reports, and may have authorized payment to her for business services she did not perform.

For Mr. Hurd, with a solid business reputation as a buttoned-up, cost-conscious and results-focused leader, this is a tragic plunge in professional fortunes and an irrevocable blot on his career. His name is now linked with the scandalous circumstances that caused him to leave HP. He will be the ridiculed on late-night television, and more facts may surface in the mainstream and tabloid media. In ways we can’t yet anticipate, it will also affect HP’s direction as it unexpectedly begins searching for a new CEO.

Take a harsh economy, add an unstable personality, mix in daily personal and workplace pressures and toss in a triggering event – small but repeated offenses or cruel indignities. Sometimes the perfect storm will lead to unfathomable tragedy.

We don't know what trigger caused Omar S. Thornton, 34, to open fire and kill nine of his co-workers in Manchester, Conn. We know from news reports that he was losing his job, but thousands lose their job every week for a wide range of reasons and they don’t lead to violence.

“We’ve completed the investigation, and the matter has been resolved.”
“Did you verify what I told you? Has he/she been disciplined? Will this stop? What happens next?”
“All I can tell you is that this has been resolved; if you have further issues, please let us know. We are required to keep our findings and actions confidential. I’m sure you understand.”

“We need your help – a doctor abused our patients. He’s gone, but this can’t happen again, ever.”

Can business culture learn a lesson from the high-priced gasoline culture?

The blatant cases of harassment and discrimination are gone, people keep telling us.