This is a long one! You may wish to go get a cup of coffee before reading. Better yet, bring the whole coffee pot! Recently, a friend and I sat talking at a café. We talked about Science-Fiction, Fantasy, a bit of geology, and eventually, we began talking about management. Specifically, my friend asked me if I have any idea why managers so often make very bad decisions. After pushing my management rant button, my friend sat back, and watched me go off on a long lecture, waving my arms, talking a bit too loud, and much too intensely for a café environment. Luckily, we sat in a corner, so I do not believe I made too much damage to the reputation of the place. (There used to be a café in Gothenburg, Café Sirius , where passionate discussions about odd topics were part of the normal entertainment. I miss that place!) Enough rambling! This article is a somewhat consolidated, and tidied up version of my impromptu lecture. I gave six different reasons, from six different perspectives, why...
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What you call "the virtues of using multiple paradigms and strategic patterns when solving business problems and developing business strategies" is what I call Lenscraft.
I have started a Lenscraft group on Linked-In, and I should be delighted if you wished to join our discussions.