Learning When to Stop Momentum Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

"Dysfunctional momentum" occurs when people continue to work towards the initial goal, not stopping to recalibrate or revise their processes, even in the signals that suggest that they should change course. The study authors fire team as a metaphor for business organizations, where there is a dysfunctional momentum daily, they discovered that he has at least five possible reasons: (1) excessive focus on the actions and determination, which often prevents meaningful assessment on the way , (2) an assessment of people, processes and results with the plans, not the plans themselves reassessment (3) the cumulative effects of small changes that can ripple and grow throughout the organization, and (4) the tendency to ignore or refute the evidence and to co-opt (5) Respect to power, even if the leaders are not particularly aware of. To overcome dysfunctional momentum, the authors come to the conclusion we need to create breaks, the point at which we can ask: What's the story now? It is the same story as before? If not, how has it changed? And how, if at all, we have to adjust our actions? The people in charge need to stop and reconsider what is happening around them. Two interrelated factors are usually instrumental, say the authors. First, people must recognize their inability to fully understand and predict the unfolding situation on their own, they have to develop, "located humility." Second, they must actively seek to create or damaging information they need to take breaks, so that people can review the history they support in their minds. "Hide
by Michelle A. Barton, Kathleen M. Sutcliffe Source: MIT Sloan Management Review 10 pages. Publication Date: April 1, 2010. Prod. #: SMR350-PDF-ENG