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{{ | {{santayana}}{{def|Unknown known|/ʌnˈnəʊn nəʊn/|n|[[File:Rumsfeld.png|450px|thumb|center|I ''knew'' you were going to say that.]]}} | ||
[[File:Rumsfeld.png|450px|thumb|center|I ''knew'' you were going to say that.]] | }} | ||
The one type of [[unknowns|unknown]] that doesn’t appear in [[Rumsfeld’s taxonomy - Risk Article|Donald Rumsfeld’s taxonomy]], but which ''should'', since it is probably the source of ''more'' catastrophic events of our time than any of the others: [[unknown known]]s are the things you ''do'' know, but you don’t ''know'' you know. Things that, courtesy of that tremendous fiction the [[corporate veil]], an institution may be [[deemed]] to know, but about which none of its present representatives has the faintest clue; things which one might have once known but ''forgotten''; things which one is in total ''denial'' about, and the unpleasant realities of our modern, [[complex]] world to which one is not, presently, facing up. | The one type of [[unknowns|unknown]] that doesn’t appear in [[Rumsfeld’s taxonomy - Risk Article|Donald Rumsfeld’s taxonomy]], but which ''should'', since it is probably the source of ''more'' catastrophic events of our time than any of the others: [[unknown known]]s are the things you ''do'' know, but you don’t ''know'' you know. Things that, courtesy of that tremendous fiction the [[corporate veil]], an institution may be [[deemed]] to know, but about which none of its present representatives has the faintest clue; things which one might have once known but ''forgotten''; things which one is in total ''denial'' about, and the unpleasant realities of our modern, [[complex]] world to which one is not, presently, facing up. | ||
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Other variations include [[outsourcing]], which prioritises unit cost over organisational [[complexity]], [[Subject matter expert|skill and experience]], notwithstanding well-established principles of [[design]] and [[lean production management]], and the dear old [[360]]° [[Performance appraisal]]s which continue to not just cling to the dwindling autumnal cadence of a bad idea in its twilight years as you’d expect, but rude, fecund summer health, despite compendious research that it is ineffective,<ref>So sayeth [https://hbr.org/2019/01/why-most-performance-evaluations-are-biased-and-how-to-fix-them the Harvard Business Review].</ref> prone to abuse,<ref>So sayeth [https://boss.blogs.nytimes.com/2012/08/09/the-problem-with-performance-reviews/ the New York Times].</ref> widely resented, and as a promotion strategy suffers in comparison to ''promoting staff at random''. | Other variations include [[outsourcing]], which prioritises unit cost over organisational [[complexity]], [[Subject matter expert|skill and experience]], notwithstanding well-established principles of [[design]] and [[lean production management]], and the dear old [[360]]° [[Performance appraisal]]s which continue to not just cling to the dwindling autumnal cadence of a bad idea in its twilight years as you’d expect, but rude, fecund summer health, despite compendious research that it is ineffective,<ref>So sayeth [https://hbr.org/2019/01/why-most-performance-evaluations-are-biased-and-how-to-fix-them the Harvard Business Review].</ref> prone to abuse,<ref>So sayeth [https://boss.blogs.nytimes.com/2012/08/09/the-problem-with-performance-reviews/ the New York Times].</ref> widely resented, and as a promotion strategy suffers in comparison to ''promoting staff at random''. | ||
{{unknowns}} | |||
{{sa}} | {{sa}} | ||
*{{risk|Rumsfeld’s taxonomy}} | *{{risk|Rumsfeld’s taxonomy}} | ||