First, cognitive blind areas and blind areas will lead to irrational goals for customers. The generation of blind spots stems from the potential driving consciousness of customers.

To explore the motivation of goal formation, we first need to define the process of goal formation. We believe that the fundamental reason for the formation of goals is the demand for existence, and the demands form the goal under the drive and influence of the driving consciousness.

Demand: the fundamental motive for the strategic behavior of a customer, the strategic objective is the carrier of its reality, and the most perfect result of strategy implementation is to satisfy all demands.

Driving consciousness: the driving force of promoting the demands to form goals, including the logical foundation and influencing factors of the whole forming process.

Generally speaking, the possible reasons for the formation of irrational goals include:

1. customers clearly demand, but the lack of awareness of resources, subjective speculation, arrogance.

2. customers clearly understand the current situation of resources and target demands, but the industry or enterprises themselves must adopt a more radical strategy rather than die.

3. the customer is clear about the current situation of resources, but does not really understand the objectives. The demands are distorted by the customers' potential driving consciousness in the process of forming the goals, resulting in the logical relationship of the process being fragmented and confused, and the goal has been unable to accurately define demands.

The first 2 situations are to treat customers as a rational person, which implies 2 hypotheses:

Customers know what they want and can accurately define demands.

Customers can accurately define the driving consciousness, so the deductive process from requirement to goal is logical and consistent, and the goal can reflect the true idea of the customer.

The assumption is often only applicable to large probability events. When the assumption is not established, the customer is in third situations: there is a blind area of thinking. The demand is driven by the distortion of the consciousness, resulting in a logical obstacle, which leads to the final goal deviating from the original demand. This deviation will cause confusion to the customers, and the customers will not recognize the goal in subconscious way based on the difference between demands and goals. But because the target has been defined as the carrier of the demand by the customer, all the strategic implementation will revolve around the target. This kind of "heart" and "body" will cause confusion to the customers, but at the same time, the real cause of the deviating reason driving consciousness has not been recognized, so all the problem solutions are only short term coordination, and the customers are everywhere to save the fire. At this time, there is a blind area for customers. Only the inadequacy of information will cause the distortion of the target.

Two. Irrational thinking is more common in domestic enterprises because of the blind area, and it has stronger influence in the operation of enterprises.

For the more mature enterprises in Europe and the United States, the situation in the third part basically does not exist. Relatively standardized business environment and open business culture make the organization play an important role in the company's success. Of course, it also plays an important role in the decision-making mechanism of the company. First, the introduction of a decision must first be unified within the management level, and then there must be a lot of communication with the board of directors, Wall Street and members of the organization.

The changing political and economic environment in the country has led to the success of an enterprise that relies more on leaders' agile and agile business sense and resolute spirit of adventure and highly centralized leadership management. Success is based on leaders' individual and all links in enterprises are headed by leadership. Under such circumstances, enterprises show more people's perceptual rather than organizational rationality, irrational goals are not only easy to generate, but also more easily executed, so that irrational behaviors exist in a large number of company's task structures. Leaders (rather than organizations) are the main driving forces for achieving goals, and the motivation of leaders' internal demands and driving consciousness is the main driving force of target implementation.

Three. Exploring the real demands and driving consciousness behind irrational goals helps to form a more suitable consultation scheme for customers.

　　和許多研究工作一樣,咨詢工作本身是在追尋管理領(lǐng)域的大概率事件,為客戶構(gòu)建成功概率相對(duì)較大的工作模式.這種咨詢模式的好處在于可以通過(guò)對(duì)企業(yè)或行業(yè)中共性因素的分析總結(jié),實(shí)現(xiàn)成功模式的借鑒,減少企業(yè)在管理實(shí)踐探索中的彎路和陷阱;但局限性在于容易忽視小概率事件或是簡(jiǎn)單地將其定性為錯(cuò)誤,減少了管理創(chuàng)新或獨(dú)特管理模式的發(fā)揮空間.以形成非理性目標(biāo)的驅(qū)動(dòng)意識(shí)為例,驅(qū)動(dòng)意識(shí)可能包括正面的因素如客戶的商業(yè)直覺(jué)或獨(dú)特的組織運(yùn)作能力,也可能包括負(fù)面的因素,如客戶過(guò)往人生經(jīng)歷所產(chǎn)生的錯(cuò)誤的慣性思維或行為模式.兩者都是小概率事件,都可能被咨詢思維忽略,但對(duì)于國(guó)內(nèi)民營(yíng)企業(yè)而言,兩者都會(huì)對(duì)企業(yè)的實(shí)際運(yùn)作產(chǎn)生著巨大的影響力.如果是前者,可能導(dǎo)致最終的咨詢方案讓客戶喪失了一次出奇兵致勝的機(jī)會(huì);如果是后者,則可能導(dǎo)致最終咨詢方案沒(méi)