Big Flaw of Keeping Everything in Your Head, Your Brain Hides your Blinds Spots

There are some people out there who believe if they were in charge then all things would be right as they know in their head what are the right things that need to be done.  This can occur in design, construction, operations and so many other areas.  What is really crazy is when you scale up the ideas in a person’s head the right way and underlings bow down in obedience.

I think this could explain why so many things in the data center world just don’t look right to people who objectively review what others have done.

Check out this Psychology Today article on problems on what your mind sees.

Our perception of the world is like a telegram with every other word missing. We get the gist of things, while our minds fill in the missing pieces. Sometimes our minds get it right; sometimes they are spectacularly wrong.

How many times have you run into this social situation?

For example, have you ever assumed that someone was upset with you because his or her behavior seemed cold or distant, then later discovered that their behavior had nothing to do with you?

We assign personalities to people that help us understand and predict their behavior. Cognitive psychologists call them schemas. When a person's behavior violates our schema, the mind is always at the ready with a quick and easy explanation: Uncle Marty forgot my birthday. Clearly he is angry with me.

From a mind's point of view, the most sensible explanation is the one that ensures our safety. If a mind assumes that Uncle Marty is angry, then we will feel compelled to respond, perhaps by repairing the relationship or distancing ourselves from it. ...Gosh, I better figure out why Uncle Marty is angry. Or, ...Screw Uncle Marty. I never liked him anyway.

 The good data center people know they have blind spots and they build a team that reduces the impact.  Some data center teams do the opposite and build a team that follows their vision.  I think the management consultants have blown up people’s egos too much many times to convince they need vision.

How many managers have failed because their vision had too many blind spots?