Often in business we take decisions based on how we interpret the situation, not being sure of whether the call we have taken will work or not. When it works, we are often taken by surprise. But the world at large demands an explanation. We are expected to prove that our decisions were strategic, not simply a fluke. To say that a certain victory was a fluke makes us nervous. Corporations reject this. Once the numbers come, the manager has to spend hours creating a story rationalizing his action so that everything looks as if it were part of a pre-conceived plan.
