In a conversation about how, in one organization, management had known for quite some time what needed to be done, but they just didn’t do it, a professor inquired: “What purpose might it serve for an organization to be in possession of possible solutions yet choose not to implement them?”
What a great question.
Robert Sutton (2010) contended that what separates good bosses from bad ones is that good bosses find ways to link talking to doing, and that bad bosses are oblivious and often don’t even realize that they “routinely stifle and misdirect action” (p. 130).
Perhaps this is overly simplistic, but with regard to why organizations that are in possession of possible solutions but choose not to implement them, I think sometimes managers and/or organizations fall prey to “analysis paralysis” where there’s a tendency to over analyze everything and which can result in the crippling or stifling of timely actions.
The Ultimate Business Dictionary (2003) defines analysis paralysis (or paralysis by analysis) in this manner :
Paralysis by analysis is “the inability of managers to make decisions as a result of a preoccupation with attending meetings, writing reports, and collecting statistics and analyses” (p. 235).
The obsession with studying a problem and analyzing an issue to death is akin to creating a self-imposed bottleneck. The obstruction/congestion is your own doing.
Sutton, R.I. (2010). Good boss, bad boss: How to be the best…and learn from the worst. New York: Business Plus.
(2003). The Ultimate Business Dictionary: Defining the World of Work. Cambridge, MA: Perseus Publishing.