Reference no: EM133278355

While the problem is usually easy to identify, the diagnosis is often bypassed in a rush to implement a change. The result is that managers often implement actions, which do not address the true nature of the problem. The typical manager is often content with two or three whereas further thought might well suggest a far wider range of alternatives - some of them much more creative than those selected. A manager under pressure is likely to make a decision on qualitative rather than quantitative information and on the available information rather than on perfect information. Furthermore, the analysis is often relatively superficial as opposed to an in-depth evaluation). Can anyone think of a plan that went to waste because of one bad decision? Share it with us?