If you can’t see the solution, you don’t understand the
problem but if you can see the solution, you may still not understand the
problem! Moral of the story - Don’t jump to conclusions, even if those
conclusions seem to be obvious.
The problem is that, this tends to happen quite often. Many
decisions that are taken are made without the required information to make them
decisions as opposed to essentially arbitrary guesses.
In fact, it happens so often that in most Enterprises there
is implicit acceptance, an almost apathetic resignation that this is the way
things are done with the resulting abdication of Accountability when it all
goes wrong (further down the road).
“Analysis Paralysis” is a phrase often used when people who
want to jump to conclusions or to repress others who may be more wary. Of
course this does not mean that “analysis paralysis” cannot happen. It just
means that when people use that phrase, it should set off warning bells and
make people think are we really over analysing something that looks so simple
or are there hidden dangers lurking below the waterline?
This missing information, when potentially exposed later,
could be (or should have been) quite obvious (if only the time was spent to see
them) prompting questions like “Surely you knew that at the time you made the
decision?”. These are “difficult” questions that cause cognitive dissonance
(described earlier - or later depending on how you are reading this!) which
people will tend to resolve by changing their perceptions to preserve the
“correctness” of their decision. Although it wasn’t the decision that was wrong
it was the decision not to expose more information to inform the decision that
Do people in your Enterprise
jump to conclusions?
Can you think of examples
where this has happened in the past?
Who were they? What was the
impact? Why do you think they acted in this way?
What needs to change to reduce
the likelihood of it happening in the future?
Who needs to drive that