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|Longsighted / Farsighted
|Counterproductive thinking that places
too much emphasis on big projects
appearing far out on the strategic
planning horizon or tactical
planning horizon rather than focusing the on the
short-term needs that should be dealt with over the
next few years.
Longsightedness causes certain projects to overshadow others. There is a lack of adequate perspective for things happening over the short- and medium-term. This typically arises due to a heavy skew in the strategic plan or tactical plan.
Included below are some examples of longsightedness:
A problem of longsightedness is addressed through mixed scanning and the urgency-importance matrix.
Large capital projects at the back-end of the tactical or strategic plan are important-but-not-urgent.
Fig. Long-sighted thinking that places too much emphasis on certain big events at the expense of more pressing near term events.
Fig. Using a road as an analogy to illustrate the concept of a view down planning horizon.
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