Ignorance
Ignorance is commonly undervalued. In a world which becomes ever more complex, where all knowledge is easily obtainable, and systems are overrun with information, ignoring becomes more and more important. Organisations, teams and people are quickly overburdened when they lack ignorance competence. This is inefficient and ineffective. He who ignores something, must be able to handle criticism easily or otherwise he will, as a person, react with feelings of guilt (actually I ought to have…!”) Ignorance, as a position, protects from the hubris of knowing and taking all relevant facts into account.
Particularly in the guiding processes handling the past and networking, organisations decide who can or must (!) ignore what, where and when (“This department is not concerned with this!”)! In situations, where the networking with as many environments as possible is important, one ought to, therefore, wherever one can, always work with computers, not with personnel. Distraction-free time is, in turn, indispensable for personnel when it is desired that that, which people are particularly good at (and better than machines), should be used in future as a resource in organisations.