KEY FINDING: This is the awakening for all consultants, coaches, accountants, or even exit planners. Executive decision makers first need To know what they don’t know. Executives Only Act On What They Know; They Don’t Act On What They Don’t Know. If executives know only 4% of the business problems, then coaches, advisors, consultants only know that same 4%. It creates a chain of ignorance. PLEASE ...diagnostics first before any of you open your mouth and you then commit the same sin of speculation.

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STUDY- THE ICEBERG OF IGNORANCE:

A little-known concept, the Iceberg of Ignorance is the study of organizations concluding that executives know only 4% of the business problems, supporting the need for deep, intensive diagnostic analysis of the entire business before replying on Executive speculation.

The "Iceberg of Ignorance" concept is often attributed to a study conducted by Sidney Yoshida in the 1980s. While there isn't a specific academic paper or research study by Yoshida on this topic, the concept has been widely cited and discussed in organizational management literature.

The idea behind the Iceberg of Ignorance is that executives at the top of an organization tend to be aware of only a small portion of the problems and issues that exist within their organization. This concept suggests that frontline employees, who are closer to the day-to-day operations, have a better understanding of the problems and challenges faced by the organization.

The term "Iceberg of Ignorance" was popularized by Steven Covey in his book "The Seven Habits of Highly Effective People," published in 1989. Covey referred to Yoshida's research and used the iceberg metaphor to illustrate how most of the problems within an organization remain hidden beneath the surface, unseen by top management.

While the exact percentage mentioned in the concept varies, with some sources citing 4% and others citing different figures, the underlying idea remains consistent: there is a significant gap between what executives perceive and what is actually happening within their organization.

This concept underscores the importance of fostering open communication channels within organizations and empowering frontline employees to voice their concerns and ideas. By tapping into the knowledge and insights of all employees, organizations can better identify and address problems, ultimately leading to improved performance and effectiveness.

Although the original research by Yoshida may not be readily available, the concept has been widely discussed and applied in organizational management literature, making it a valuable framework for understanding the dynamics of organizational behavior and decision-making.

While Sidney Yoshida's original research on the Iceberg of Ignorance may not be available in academic literature, the concept has been referenced and discussed in various management and leadership books. Here are some references where you can find discussions about the Iceberg of Ignorance:

Covey, Stephen R. (1989). The Seven Habits of Highly Effective People. Simon & Schuster. -

Senge, Peter M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday/Currency. -

Liker, Jeffrey K. (2003). The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw-Hill Education.