Yesterday my theme was corporate amnesia - the loss of collective organisational memory resulting from physical and psychological organisational trauma associated with change. Today my theme is the antithesis of corporate amnesia - the inability to move forwards or backwards because of hyper-analysis, which leads to decision paralysis and ultimately learned helplessness .
Hyper-analysis is the propensity to seek detailed data on almost every aspect of something before making a decision. Some people call this analysis paralysis but I don't think this term is correct - it mixes cause with effect. The result of hyper-analysis is often, but not always, decision paralysis. Hyper-analysis has its roots in any or all of the following:
