Ignorance management Sydney March 2011

Smart People, Stupid Organisation: Dealing with the Social Production of Ignorance Patrick Lambe

Agenda ,[object Object],[object Object],[object Object]

Ignorance defined ,[object Object],[object Object],[object Object]

Collective Ignorance ,[object Object],[object Object]

Ignorance Management ,[object Object],[object Object],[object Object],[object Object],[object Object]

Coordination Learning Remembering Establishing & repairing Common Ground Aligning objectives Maintaining situational awareness Making good decisions Knowledge reuse Maintaining common identity Maintaining continuity & surviving departures Maintaining consistency Bringing people up to speed Acquiring & spreading the right expertise Responding effectively to the environment Improvement

Secrecy Inattention Forgetfulness Misunderstandings, conflicts, disagreements Groups pulling in different directions Mistakes, slow response to mistakes Poor decisions, exposure to risk Cost of reinventing the same wheel, solving the same problems Knowledge secrecy, silos, key info hard to find Key knowledge lost when key people leave or contracts end Not able to recover past decisions, agreements, policies, rationales New hires poorly supported, take a long time to reach effective performance Competencies and skills do not keep up with demands of the job Organisation is seen as reactive, slow to respond to needs or environment Mistakes are repeated, climate discourages improvement or transfer of better practices Giving mixed signals to external parties

Producing Ignorance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],COLLECTIVE STUPIDITY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ Social imitation of mental defects” Robert Musil

Collective Ignorance ,[object Object],[object Object],[object Object],[object Object]

Three Mechanisms for Collective Cognition

Culture ,[object Object],[object Object],[object Object],[object Object],Culture is “a machine for thinking and decision-making on their behalf.” Mary Douglas How Institutions Think (1986)

Infrastructure ,[object Object],[object Object],[object Object],Alfred North Whitehead An Introduction to Mathematics (1911)

Mutual Ignorance ,[object Object],[object Object],Jerry B. Harvey The Abilene Paradox (1988)

Five Tyrannies of the Collective

Tyrannies of the Collective ,[object Object],[object Object],[object Object],[object Object],[object Object]

Tyranny of Role ,[object Object]

Tyranny of the Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],Authors of the plan at Bagram would later explain that it was unreasonable to expect wholesale changes because writing the plan had been such a painful process of compromise and negotiation that nobody could face the prospect of tearing it up – or even significantly modifying it at the eleventh hour simply because the enemy might not be where they were supposed to be.” Pete Blaber, The Mission, the Men and Me (2008)

Tyranny of Infrastructure ,[object Object],[object Object],[object Object]

Tyranny of Culture ,[object Object],[object Object],[object Object]

Tyranny of the Feast ,[object Object],[object Object],[object Object],[object Object],“ One group of senior Chase bankers was pursuing profitable credit and derivatives deals with Mr. Madoff and his big feeder-fund investors, the hedge funds that invested their clients money exclusively with him. Another group was arguing against doing any more big-ticket “ t r ust me” deals with a man whose business was too opaque and whose investment returns were too implausible.” New York Times Feb 3 2011

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Ignorance management Sydney March 2011

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Ignorance management Sydney March 2011