http://www.economist.com/node/21017743
Academic view: The difficulty of thinking simply
It is right that MBA students learn how to distil complex business problems into their basic components, says Markus Reitzig, a strategy professor at London Business School. But, as the Fukushima disaster tragically illustrates, there is a downside: the danger of "overconfident oversimplification"
Academic view: The difficulty of thinking simply
It is right that MBA students learn how to distil complex business problems into their basic components, says Markus Reitzig, a strategy professor at London Business School. But, as the Fukushima disaster tragically illustrates, there is a downside: the danger of "overconfident oversimplification"