IdeaClaim Cited
Organizational ignorance
An organization becomes ignorant not only when nobody knows, but when limited attention, learned routines, interpretive frames, hierarchy, incentives, and power prevent a consequential signal from becoming safe to express, credible to authority, or effective in action. Ignorance can be an unavoidable condition to manage, an unintended result of organization, a resource for inquiry, or a strategically useful arrangement; those possibilities require different evidence and responsibility judgments.
How do organizations fail to know what their members or affected communities know—and how can they remain capable of doubt, correction, and responsible action?