In an unpredictable environment, this approach quickly falters. [Moi ici: Imaginem ter um Estado-Maior numa sala, longe das operações no terreno, a dar ordens aos bombeiros sobre quando devem actuar e como. E comparar com o blitkrieg] The longer and more rigorously we persist with it, the more quickly and completely things will break down. The environment we are in creates gaps between plans, actions, and outcomes:
- The gap between plans and outcomes concerns knowledge: It is the difference between what we would like to know and what we actually know. It means that we cannot create perfect plans.
- The gap between plans and actions concerns alignment: It is the difference between what we would like people to do “and what they actually do. It means that even if we encourage them to switch off their brains, we cannot know enough about them to program them perfectly.
- The gap between actions and outcomes concerns effects: It is the difference between what we hope our actions will achieve and what they actually achieve. We can never fully predict how the environment will react to what we do. It means that we cannot know in advance exactly what outcomes the actions of our organization are going to create.
Although it is not common to talk about these three gaps, it is common enough to confront them. It is also common enough to react in ways that make intuitive sense. Faced with a lack of knowledge, it seems logical to seek more detailed information. Faced with a problem of alignment, it feels natural to issue more detailed instructions. And faced with disappointment in the effects being achieved, it is quite understandable to impose more detailed controls. Unfortunately, these reactions do not solve the problem. In fact, they make it worse.”
Excerto de: Bungay, Stephen. “The Art of Action: Leadership that Closes the Gaps between Plans, Actions and Results”. iBooks.
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