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Short-Sighted / Near-Sighted
A myopic focus on only the short-term, immediate needs of a building without due consideration for long-range issues and future events over the strategic planning horizon.

A lack of foresight
on the part of the owners and/or managers.

One of the trade-offs that results in a manifestation of the culture of the organization.


Examples
Included below are some examples of shortsightedness:
  • Failing to set aside an appropriate and reasonable amount of funds each fiscal year to prepare for a large capital expenditure that is forecast down the road.
  • Depleting all the funds in the reserve account to pay for a project in the current year without any consideration for the funding requirements of projects over the next three years.
  • Redecorating the hallways one year prior to a major repiping project that causes collateral damage to the hallway finishes and requires the redecorating project to be done again.

Management Principles
A problem of longsightedness is addressed through mixed scanning and the urgency-importance matrix.

Short sighted thinking is associated with following:

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 the planning horizon.


Short-sighted thinking that ignores future events, or downplays their significance, in the planning horizon.

Fig. Short-sighted thinking that ignores future events, or downplays their significance, in the planning horizon.

See also:
Compare with:

I. Care is reconciling the conflicting opinions and interests of the different owners and stakeholders, including reactive vs. proactive; optimistic vs. pessimistic
Fig. I. Care is reconciling the conflicting opinions and interests of the different owners and stakeholders, including positions that are dichotomized as: reactive vs. proactive; optimistic vs. pessimistic; short-sighted vs. long-sighted; etc
.

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