The Blind Spot
If someone knows something, considers something as true, considers something desirable, he will not necessarily also occupy himself with how and in which respect this makes him blind. Quite the opposite, the usual assumption of every-day thinking is that the more one knows, the smaller will be the area of not knowing. But exactly this must be questioned. For, in order to look at something, research it, examine it, I cannot and must not occupy myself with the question of what I, therefore, can no longer see.
One uses a controlling system which aggregates the numbers from the past, and no longer deals with the question of whether, therefore, decisions for a significantly different future can be justified.
One creates a hierarchy and occupies oneself with the question of improving management, but no longer with the question of whether there are alternatives to a hierarchy.
One distinguishes between right and wrong in order to do the right thing, but maybe becomes blind to the fact that there is something wrong in all right things and vice versa.
This is no criticism but a description: knowledge always makes one blind (as well) to that, which cannot be grasped with the chosen procedure (= distinctions). Therefore, one needs reflection about what the system has made invisible to itself, through its own self-understood nature, particularly when the environmental conditions change. This is the function of consultancy that strives for change, not the optimisation of the existing.