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Most managers make the mistake of using absolutes as signals [#permalink]
05 Jan 2005, 18:39
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Most managers make the mistake of using absolutes as signals of trouble or its absence. A quality problem emerges - that means trouble; a test is passed - we have no problems. For most organizations, there are always going to be such signals of trouble or success, but they are not very meaningful. Many times everything looks good, but the roof is about to cave in because something no one thought about and for which there is no rule, procedure, or test has been neglected. The specifics of such problems cannot be predicted, but they are often signaled in advance by changes in the organizational system:
Managers spend less time on the project; minor problems proliferate; friction in the relationships between adjacent work groups or departments increases; verbal progress reports become overly glib, or overly reticent; changes occur in the rate at which certain events happen, not in whether or not they happen; or projects are. And they are monitored by random probes into the organization - seeing how things are going, rather than through a set schedule of deliverables.
According to the above paragraph:
A) managers do not spend enough time managing
B) managers have a tendency to become overly glib when writing reports
C) managers should be aware that problems that exist in the organization may not exhibit predictable signals of trouble
D) managers should attempt to alleviate friction in the relationship between adjacent work groups by monitoring random probes into the organization's problems
E) Managers have no way of predicting when unexpected problems will arise
'E' is not mentioned in the paragraph only 'C' is mentioned - "Many times everything looks good, but the roof is about to cave in because something no one thought about and for which there is no rule, procedure, or test has been neglected"