Imagine that you’ve just been appointed the head of operations for a five-star hotel in Manhattan. Your boss calls you in her office on your first day and says: “Our biggest problem is how slow elevators are. Everyone complains about it, and we can’t have that. Speed them up.” How would you do it? Most […]
A manager at a hotel receives an alarming number of complaints from her guests that they have to wait too long for elevators. So she requests quotes for installing an additional elevator. Turned down by the price tag of that solution, the manager seeks an alternative and decides to give her guests something to do while they wait for the elevator, by installing mirrors or televisions or providing magazines.
Solving complex problems requires, among other things, gathering information, interpreting it, and drawing conclusions. Doing so, it is easy to tend to operate on the assumption that the more information, the better. However, we would be better advised to favor quality over quantity, leaving out peripheral information to focus on the critical one.