The Problem with Management Pragmatism

12manage is looking for students / contributors...

Root Cause Analysis > Forum Log in

The Problem with Management Pragmatism
A. Achour, Member
Managers often hide behind the magic word "pragmatism" to justify their wrong quick-fix approach in handling issues.
Throughout my career to today, I find management hardly ever allocate enough time to implement a really good working solution but rather foolishly they opt for quick solutions and following that are happy to spend 10 times the effort fixing various problems triggered by the quick and dirty solution.
Why do they refuse to invest enough time to get it right first time?
I understand if a problem needs to be fixed here and now because there are penalties attached or other good reasons, but routinely fire-fighting daily problems because there are not enough resources to analyse root causes and come up with a workable solution, doesn't make sense to me as the cost are much higher.
If they have enough time, resources and money to fix new problems generated by quick and dirty solutions, why don't they invest a fraction of that right from the start?

Reasons for 'Short-sighted Management'
Bill Wilson, SIG Leader
I'm not a manager, but indeed I've also seen this (from below) many times during my career. I will offer a couple of possible explanations for the phenomenon.
1. PENNY-WISE, POUND-FOOLISH: It is far easier to get funding, resources, and support to respond to problems than it is to make proactive improvements... Even if those proactive improvements are the result of a root cause analysis performed for an earlier problem. Thus, the originally recommended solution is watered down, respecified, or replaced with a soft solution... All cheaper options.
2. NO EXCITEMENT, NO NOTICE: A reputation for being a "problem solver" looks great when it's time for promotions. If a manager implements a good solution, they are rewarded at first... But then as they continue to experience smooth, trouble free operation, they are forgotten by upper levels of management. They lose their aura of competence. They are seen not as effective, but rather as being stuck. They get passed over for promotion. (Seen this too many times.).



  Do you wish to study further? You can learn more from the summary, forum, discussions, lessons, courses, training, instructions, expert tips, best practices and education sources. Register.  

Special Interest Group Leader
Bill Wilson

More on Root Cause Analysis
Best Practices

Expert Tips


About 12manage | Advertising | Link to us / Cite us | Privacy | Suggestions | Terms of Service
2018 12manage - The Executive Fast Track. V14.1 - Last updated: 19-8-2018. All names of their owners.