ABOUT THE BOOK
Corporate Stupidity :-O
- Have you ever received news and thought, “What the heck are they thinking? That’s a bad business decision.”
- Perhaps you thought to yourself; “that’s a stupid idea”, but you didn’t do anything to influence the business decision.
- Or, maybe you looked back at a business decision of your own and justified it by saying, “Well, it seemed like a good idea at the time.”
If you have, then you understand what drove the research for this book. The term “Corporate Stupidity” is not intended to say that people inside corporations have a low level of intelligence. Instead, it refers to the case that every human on this planet is capable of making bad business decisions, and we can all empathize that the amount of stress present in modern corporations doesn’t help us make better decisions. Corporate Stupidity refers to business decisions that:
- Destroy value to the corporation
- Could have reasonably been avoided!
The problem is that humans are not naturally aware of their internal decision-making processes.
Mind Bugs @:->
As humans, we are hard-wired for survival. As a result, our “survival mechanisms” influence our business decisions. But most of us are not conscious of the internal processes that occur in the 5-inch space between our ears. Consequently, our decisions are often not as rational as we believe, OR are based on a non-conscious, defective analysis of our options. The result is that our judgments and business decisions often suffer in ways that could have been avoided. Bugs don’t just inhabit our operating systems, software applications, cell phones, pacemakers, power plants, and medical equipment—they exist in human beings as well. Mind-bugs are a pervasive part of human nature; they are hard-wired in our brain and highly resistant to feedback. Mind-Bugs can cause anyone in the company to make bad decisions, and here are a few examples of Mind-Bugs:
- We see patterns in random data where none existed AND use the data to recommend a project.
- We take assumptions for granted AND use the assumptions for a business case or investments.
- We fail to encourage effective critics to challenge our thinking AND miss important options to consider.
- We present a favorable picture of something that isn’t true AND fail to solve a problem.
Mind-bugs can influence us to make faulty business decisions – harming careers, losing customers, increasing costs, and creating job loss. Some of these bad decisions could be avoided if we stop to think about our faulty thoughts.
What Now? Do Something!
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