I came across this Charlie rose interview with Daniel Kahneman about what he calls Fast and Slow thinking. He makes the case for me that organizations that adopt a more rational architecture for thinking can be more successful in the long term. He also explained for me, why industry and political leadership are slow to adopt more rational systems of thinking.
Near the end of the interview, he highlights the types of benefits given to what he calls Slow thinking and I have called Exact thinking. The entire interview highlights the difference between intuition (that he calls Fast thinking) and more exact and calculated thinking. As you watch think about how it relates to CEM that I have posted about previously.
Daniel Kahneman on why organizations have trouble implementing systems that would make decisions more rational:
Kahneman: … there is actually enormous resistance, I think, within organizations to implementing programs that would improve the rationality of their decisions.
Charlie Rose: Why?
Kahneman: Well because it creates difficulty for the leadership. The moment you have a system that is a more structured system – then that system can be used to second guess the decisions of people. And people don’t like to be second guessed. So there is a lot of interest in ways to improve rationality but … when it comes to implementation enthusiasm wanes distinctly. … because you are naked and this is a real problem.