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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 more pressing 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.



Examples
Included below are some examples of longsightedness:
  • Focusing too much energy on an $8M dollar project that is forecast for the year 2045, when there is a $1M project in 2014 that urgently needs logistical and financial planning
  • Undue stress and concern in the community about a big project looming way down the horizon which causes the owners to give up home and lose interest in managing the more pressing needs of the community.

Management Principles
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.
Long-sighted thinking that places too much emphasis on certain big events at the expense of more pressing near term events.
Fig. Long-sighted thinking that places too much emphasis on certain big events at the expense of more pressing near term events.


Using a road as an analogy to illustrate the concept of a view down planning horizon.
Fig. Using a road as an analogy to illustrate the concept of a view down planning horizon.

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