So why do so few managers get things right the second or third time?Let's consider one reason for failure - placing too much trust in the people who are running the successful operation,the 'experts' shall we say.Managers who want to apply existing knowledge typically start off by going to an expert - such as the person who designed and is running a successful department store - and picking their brains.Now,this approach can be used if you want to gain a rough understanding of a particular system,or understand smaller,isolated problems.The trouble is,even the expert doesn't fully grasp the whole thing because when it comes to complex systems,the individual components of the process are interwoven with one another.The expert never has complete access to the necessary information.And the situation's complicated even further by the fact that experts are usually not aware of their own ignorance.The ignorance can take various forms.For instance,a lot of details of the system are invisible to managers.Some may be difficult to describe - learned on the job and well known by workers perhaps,but impossible to describe in a way that's helpful.And there are some things that people know or do that they're not even aware of.
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