CHAPTER 4COMPETE FOR ATTENTION
All the other advice we offer about creating and communicating clear and credible expectations presumes that your people are actually paying attention to what you’re communicating. But truth be told, that’s something not to take for granted, especially in larger, complex organizations.
Suppose that you need your employees to line up behind you in support of some new program, initiative, or strategy. And they just don’t seem to be getting it—even though you’ve communicated repeatedly. Are they stupid?
Maybe not. The problem might be rational ignorance. This is what economists call it when consumers determine that the value of becoming informed about something isn’t worth the time and energy costs involved. From this ...