It is better to do the right thing wrong…

…Than the wrong thing right.

Kahneman received his Nobel Price in economy for his work that challenges the rational model of judgement and decision making. He observed that cognitive strain is affected by both the current level of effort and the presence of unmet demand (Kahneman, 2011). Alternatively, you experiment a greater cognitive ease in perceiving a world you have seen earlier, and this is this sense of ease that gives you the impression of familiarity. If a strategic direction is perceived as familiar and spontaneously assessed as the right thing to do, is it the effect of cognitive ease? Should that be the case, shouldn’t we consider carefully? In times where many companies discuss operational excellence, I was wondering if excelling at something that is wrong is really a good strategic option to consider?