Even though they lacked the quantitative analytic skills of the HQ staffers, their intuitions should be brought into the planning process rather than kept separate. The SRI team saw that most firms’ “group dynamics” were counterproductive and inhibited open communication, especially preventing “lower level” non-professional employees from suggesting the senior people had got it wrong while their staffers, looking only at the numbers and blind to the practice, were telling them they had it right.
