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19 Mar 2011
School
Course
Decision Making
- First, executives may fail to see or seek out key information needed to make a sound
decision
- Second, they may fail to use the information that they do see because they arent aware of
its relevance
- Finally, executives may fail to share information with others, thereby bounding the
organizations awareness
Failure to See Information
- The ability to focus on one task is undoubtedly useful, but focus also limits awareness
- People overlook more than just the information they DUHQ¶W expecting
- Another area of perceptual blindness has to do with gradual change
Failure to Seek Information
- Seeking disconfirming information is a powerful problem solving approach, but it is
rarely a part of our intuitive strategies
- Generating contradictory evidence should be part of everyones job. But one way to
integrate this form of thinking is to assign a ³devils inquisitor´ role to a member of the
group
Failure to Use Information
- Success can create bounds that prevent executives from using readily available
information
- Decision makers may succeed at focusing on how well they can perform a task but tend
to ignore how well the competition can do the same task
- Individuals are much more likely to compete on easy tasks, even when facing a great deal
of competition, than to compete on harder tasks, despite the fact that it will also be harder
for the competition
- Executives can take steps to gain access to similarly critical information. One method is
to ³unpack´ a situation, or make the full context of the relevant information clear
- People tend to take more credit than they deserve for a groups accomplishments
Breaking Through Your Bounds
- You can learn to locate useful information outside your bounds of awareness by asking a
simple question: Why not?
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Document Summary

First, executives may fail to see or seek out key information needed to make a sound decision. Second, they may fail to use the information that they do see because they arent aware of its relevance. Finally, executives may fail to share information with others, thereby bounding the organizations awareness. The ability to focus on one task is undoubtedly useful, but focus also limits awareness. People overlook more than just the information they ,7039 expecting. Another area of perceptual blindness has to do with gradual change. Seeking disconfirming information is a powerful problem solving approach, but it is rarely a part of our intuitive strategies. Generating contradictory evidence should be part of everyones job. But one way to integrate this form of thinking is to assign a devils inquisitor role to a member of the group. Success can create bounds that prevent executives from using readily available information.

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