Foreword

by Jack R. Buchanan, PhD. Former Professor Harvard Business School, Senior Vice President of The CUNA Mutual Group

Developing and executing strategy encompass the most important activities of management. So much energy goes into strategy, along with various implementation techniques, that successful execution in a modern company would seem relatively straightforward.

Yet, organizations are run by people, and their relationships,views of each other, and conflicts of interest are too often at the roots of business failures. Certainly there is no shortage of advice in developing strategy, business process design, and program management. Likewise, the business literature is replete in providing advice for cultural change, leadership development, and organizational design. In this groundbreaking book, Wiersma convincingly diagnoses an illusive yet critically important people problem that has not been previously addressed. More importantly, proven remedies are illustrated through the experiences of real-world people dealing with practical every-day situations.

Several years ago, William Ury introduced the phrase “win-win” — ultimately becoming an iconic term used to describe mutually beneficial arrangements amongst two parties. What Ury did for “win-win” Wiersma has done for the term “telescopic view”. Certainly we know the human tendency to define people narrowly — often prematurely rushing to judgment. Yet, despite the wise and age-old advice to avoid being judgmental (or said in a positive light; being able to depersonalize) — it’s always been a mystery knowing when you’ve successfully accomplished it. You’ll understand the difference after reading this book—seeing when you’re stuck defending an ill-advised view of someone. This is terribly significant—which is why the term “telescopic view” is destined to be an important part of the vernacular within corporate America.

I have seen far too many examples when a telescopic view of a manager dooms a project or an entire business. Often the verdict of failure is pronounced before the project even starts. Almost without exception, people are unaware that they’re stuck when holding a telescopic view — spending an astonishing amount of time and energy ensuring its validity. Certainly, personality conflicts and differences of opinion are inevitable, yet the formation of a telescopic view dooms the individual to (often unknowingly) put their own interests ahead of the organization’s. Wiersma offers concrete help for thoughtful individuals desiring to avoid these problems.

While this book is compelling in illustrating how we defend ill-advised conclusions about people—the principle plays out in many other important ways. For instance, falling in love with a new product (along with the need to be proven right about it) can be just as intoxicating as one about people. How often have we seen a well-intended colleague tenaciously hold onto their view despite evidence or experience to the contrary?

Thus, the phenomenon of defending an ill-advised conclusion plays out in a myriad of ways. Determining market strategy, product differentiation, customer segmentation, technology solutions, etc. are all candidates. The process of implementing a merger or acquisition is particularly vulnerable to telescopic views by managers whose objective participation is crucial. Given the diverse way people see things, the sheer number of decisions impacting the enterprise, and the unique personalities involved, organizations would be wise to make this book required reading at all levels of the organization.

The genius of a truly great business book is its ability to: 1) influence peoples’ thinking in highly pertinent areas with which they can personally identify, 2) make the complex simple and therefore applicable and 3) move people to action. With Bill’s interesting, yet penetrating style, this book does all three.

This book is long overdue. It’s understanding human nature at a much deeper and sophisticated level without getting all ‘wrapped around the axle’ in traditional psychological methodologies. It is little wonder that Bill has received such accolades from respected business leaders as well as from prestigious academic circles. I wish I had read it years ago, it certainly could have saved organizations I have worked with so much trouble.