"We have found that firms are surprised by significant events from outside of the firm at twice the rate of surprises from inside, such as fraud, discrimination, bribery or reckless behaviour. Large firms with a global reach report they are surprised by outside events more than twice per year. These are only measures of the frequency of surprises — not the magnitude of the impact of the surprise.
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Deconstructing the frequency and type of past surprises is a good place to start a productive conversation about the allocation of a team’s collective attention to each of the four cells of the Myopia Matrix
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Each cell in the matrix is prone to attentional misfires that might have been avoided if closer attention had been paid. The key is to examine a representative sample of cases and treat each as an informative historical ‘stress test’. The challenge is to look inside those cases that will best surface deeper systemic weakness.
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TUNNEL VISION is a common consequence of a narrow definition of the market served and an overemphasis on current operations.
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WILLFUL BLINDNESS happens when we become aware of something that we would rather not know and therefore ignore or unconsciously suppress.
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MISSED CHANCES can occur when the organization’s internal attention is focused narrowly without sufficient slack to explore opportunities at the periphery."
Trechos retirados de "Managing Your Most Precious Resource: Organizational Attention" de Paul J.H. Schoemaker e George S. Day.
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