How to Ensure the (Managerial) Perception of Some Issue is Correct?
The first stage in attribution (theory) is PERCEPTION.
Usually, we are confident that our perception about some specific situation being examined is complete and accurate. So, when we attempt to change such a situation for the better, we expect that the outcome of our actions will yield the expected results. Don't we?
However, most of the time our change projects take longer than expected, require more resources than originally planned and fall short of the expected outcomes. Why? Do we really have a good start with a complete characterization of the situation that we intend to improve? I respectfully doubt it.
Let me invite you to share those intellectual tools that will prevent our fellow managers from solving the wrong problem, i.e. those intellectual tools that we usually apply for a full characterization of a problem before we attempt to solve it.
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