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What the cases don't tell us

Author: Corbett, Charles ; Overmeer, W. J. A. M. ; Van Wassenhove, Luk N.INSEAD Area: Technology and Operations Management Series: Working Paper ; 95/76/TM Publisher: Fontainebleau : INSEAD, 1995.Language: EnglishDescription: 32 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: We will argue in this chapter that successful practitioners do a lot more than they write about, and much of what they do not write about is in fact critical for their practice. Some issues may remain undiscussed because the practitioner is simply not aware of them. Very often, though, their omission seems due more to a pervasive form of what looks like a collective self-censorship, leading to cases that represent OR practice as a linear progression of activities invariably leading to a successful outcome. As a result, the ropes of practice remain hidden behind a streamlined simplicity suggested by many cases, rendering the learning process for others, particularly the unitiated such as students, novices, and clients, unnecessarily difficult
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We will argue in this chapter that successful practitioners do a lot more than they write about, and much of what they do not write about is in fact critical for their practice. Some issues may remain undiscussed because the practitioner is simply not aware of them. Very often, though, their omission seems due more to a pervasive form of what looks like a collective self-censorship, leading to cases that represent OR practice as a linear progression of activities invariably leading to a successful outcome. As a result, the ropes of practice remain hidden behind a streamlined simplicity suggested by many cases, rendering the learning process for others, particularly the unitiated such as students, novices, and clients, unnecessarily difficult

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