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It isn’t what we know that determines the outcome; it’s what we do with what we know.
Example 1
Prior to “Operation Market Garden” in September 1944 the senior Allied commanders knew that the 9th and 10th SS Panzer Divisions were located on the corridor that the Allies planned to use for their narrow-front thrust. This made achieving the objective highly unlikely.
More than 16,800 Allied troops were killed, wounded or captured in a fruitless effort that was essentially targeted at assuaging a bruised ego.
Example 2
In December of the same year the Germans launched a tactically brilliant offensive through the Ardennes, inflicting heavy losses on inexperienced Allied troops.
Just like Market Garden 'It was not intelligence (evaluated information of the enemy) that failed. The failure was the commanders and certain G-2's, who did not act on the intelligence they had,' according to one of Patton's subordinates.
Although both of these failures to listen came close together, they are by no means unique. Similar failures had preceded them in earlier times and others have followed in later times.
Example 3
The North Vietnamese Easter Offensive of 1972 was similar and as one author has pointed out "Though the location, numbers and types of forces were not the same, the command assumptions, the weather and the use and misuse of intelligence had almost the same catastrophic effects in both clashes.... "
Example 4
Ten years later, in the South Atlantic, the Falklands war may have been avoidable. In any event it was undoubtedly made more costly and riskier by the intelligence failure that preceded it. British officials were unresponsive to warnings that diplomacy had failed and invasion was imminent.
Example 5
In 2003 it was Iraq. As the White House has acknowledged, intelligence on Iraqi weapons programs did not drive its decision to go to war.
The intelligence on Iraq was there. It did not get things wrong and thereby mislead policymakers. Once again the leaders were insensitive to information that suggested that the course of action on which they were embarked was likely to lead to disaster.
These examples are drawn from the military sphere simply because mistakes there tend to more visible and better documented than failures in business. But similar failures in business abound. Failures where the enterprise does not give sufficient weight either to facts within its purview, or relevant facts easily revealed.
Many people, let alone businesses, are uneasy acknowledging that many of the conventions and principles they operate on are unwritten, unspoken and unconscious. Psychologists estimate that 95% of the things we say and do each day are done on “autopilot”, that is automatically, unthinkingly and routinely.
And the very familiarity of such actions mean they go unrecognised and unquestioned long after they cease to be either safe or appropriate. Thus it is that we wake up one day to find ourselves in an awful mess without realising quite how we got there.
The tragedy is that working with either a business coach, or an NLP Practitioner for even a short period of time will begin to raise awareness of the subconscious paradigms we are running and what the implications might be.
Make just one New Year’s Resolution – start working on raising your awareness of yourself and your business so that you can improve your chances of recognising the warning signs before it is too late.
It isn’t what we know that determines the outcome; it’s what we do with what we know.
Example 1
Prior to “Operation Market Garden” in September 1944 the senior Allied commanders knew that the 9th and 10th SS Panzer Divisions were located on the corridor that the Allies planned to use for their narrow-front thrust. This made achieving the objective highly unlikely.
More than 16,800 Allied troops were killed, wounded or captured in a fruitless effort that was essentially targeted at assuaging a bruised ego.
Example 2
In December of the same year the Germans launched a tactically brilliant offensive through the Ardennes, inflicting heavy losses on inexperienced Allied troops.
Just like Market Garden 'It was not intelligence (evaluated information of the enemy) that failed. The failure was the commanders and certain G-2's, who did not act on the intelligence they had,' according to one of Patton's subordinates.
Although both of these failures to listen came close together, they are by no means unique. Similar failures had preceded them in earlier times and others have followed in later times.
Example 3
The North Vietnamese Easter Offensive of 1972 was similar and as one author has pointed out "Though the location, numbers and types of forces were not the same, the command assumptions, the weather and the use and misuse of intelligence had almost the same catastrophic effects in both clashes.... "
Example 4
Ten years later, in the South Atlantic, the Falklands war may have been avoidable. In any event it was undoubtedly made more costly and riskier by the intelligence failure that preceded it. British officials were unresponsive to warnings that diplomacy had failed and invasion was imminent.
Example 5
In 2003 it was Iraq. As the White House has acknowledged, intelligence on Iraqi weapons programs did not drive its decision to go to war.
The intelligence on Iraq was there. It did not get things wrong and thereby mislead policymakers. Once again the leaders were insensitive to information that suggested that the course of action on which they were embarked was likely to lead to disaster.
These examples are drawn from the military sphere simply because mistakes there tend to more visible and better documented than failures in business. But similar failures in business abound. Failures where the enterprise does not give sufficient weight either to facts within its purview, or relevant facts easily revealed.
Many people, let alone businesses, are uneasy acknowledging that many of the conventions and principles they operate on are unwritten, unspoken and unconscious. Psychologists estimate that 95% of the things we say and do each day are done on “autopilot”, that is automatically, unthinkingly and routinely.
And the very familiarity of such actions mean they go unrecognised and unquestioned long after they cease to be either safe or appropriate. Thus it is that we wake up one day to find ourselves in an awful mess without realising quite how we got there.
The tragedy is that working with either a business coach, or an NLP Practitioner for even a short period of time will begin to raise awareness of the subconscious paradigms we are running and what the implications might be.
Make just one New Year’s Resolution – start working on raising your awareness of yourself and your business so that you can improve your chances of recognising the warning signs before it is too late.
1 comment:
Interesting and knowledgeable article and I will say that carry on your good work!
Business Coaching Expert
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