摘要: |
In last month's column I introduced the concept of the "10th man rule," which states that if nine people in a group of 10 agree on an issue, the 10th must take the opposite position and and argue for that position. The rule can help prevent serious mistakes or disasters that we often plan and execute our way into, typically at the managerial or organizational level, because of the cognitive blind spots humans are inherently plagued with. Those blind spots can be very costly in the short and long term. But what about at the actual operational level we work at? Is there a way to adapt and incorporate the 10th man principles, in some form, into the decision-making process on board your vessel? The potential exists to do it, but it's a tall order for most of us. |