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When bad decisions come from missing information
When a decision proves wrong, we usually look for fault in the person. More often, the cause is different: the picture of reality was incomplete.
The necessary knowledge often already exists somewhere in the organisation, but does not reach the decision-maker. Three barriers stand between the person who knows and the person who decides: a signal that goes unrecognised, a recipient who is missing and a route that is unsafe.
Initiative is unlikely to emerge where there is no process for receiving it. And openness is unlikely to emerge where bad news is punished.
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