The executive in organization is in an entirely different position. In his situation there are four major realities over which he has essentially no control. Every one of them is built into organization and into the executive’s day and work. He has no choice but to “cooperate with the inevitable.” But every one of these realities exerts pressure toward nonresults and nonperformance.

1. The executive’s time tends to belong to everybody else. If one attempted to define an “executive” operationally (that is, through his activities) one would have to define him as a captive of the organization. Everybody can move in on his time, and everybody does…

1. Executives are forced to keep on “operating” unless they take positive action to change the reality in which they live and work… The fundamental problem is the reality around the executive. Unless he changes it by deliberate action, the flow of events will determine what he is concerned with and what he does…

But events rarely tell the executive anything, let alone the real problem… If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.” He may be an excellent man. But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved…

1. The third reality pushing the executive toward ineffectiveness is that he is within an organization. This means that he is effective only if and when other people make use of what he contributes…

1. Finally, the executive is within an organization. Every executive, whether his organization is a business or a research laboratory, a government agency, a large university, or the air force, sees the inside—the organization—as close and immediate reality. He sees the outside only through thick and distorting lenses, if at all. What goes on outside is usually not even known firsthand. It is received through an organizational filter of reports, that is, in an already predigested and highly abstract form that imposes organizational criteria of relevance on the outside reality.

But it is the inside of the organization that is most visible to the executive. It is the inside that has immediacy for him. Its relations and contacts, its problems and challenges, its crosscurrents and gossip reach him and touch him at every point. Unless he makes special efforts to gain direct access to outside reality, he will become increasingly inside-focused. The higher up in the organization he goes, the more will his attention be drawn to problems and challenges of the inside rather than to events on the outside.

Executives may become blind to everything that is perception (i.e., event) rather than fact (i.e., after the event). The tremendous amount of computer information may thus shut out access to reality.

The executive in organization is in an entirely different position. In his situation there are four major realities over which he has essentially no control. Every one of them is built into organization and into the executive’s day and work. He has no choice but to “cooperate with the inevitable.” But every one of these realities exerts pressure toward nonresults and nonperformance.

1. The executive’s time tends to belong to everybody else. If one attempted to define an “executive” operationally (that is, through his activities) one would have to define him as a captive of the organization. Everybody can move in on his time, and everybody does…

1. Executives are forced to keep on “operating” unless they take positive action to change the reality in which they live and work… The fundamental problem is the reality around the executive. Unless he changes it by deliberate action, the flow of events will determine what he is concerned with and what he does…

But events rarely tell the executive anything, let alone the real problem… If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.” He may be an excellent man. But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved…

1. The third reality pushing the executive toward ineffectiveness is that he is within an organization. This means that he is effective only if and when other people make use of what he contributes…

1. Finally, the executive is within an organization. Every executive, whether his organization is a business or a research laboratory, a government agency, a large university, or the air force, sees the inside—the organization—as close and immediate reality. He sees the outside only through thick and distorting lenses, if at all. What goes on outside is usually not even known firsthand. It is received through an organizational filter of reports, that is, in an already predigested and highly abstract form that imposes organizational criteria of relevance on the outside reality.

But it is the inside of the organization that is most visible to the executive. It is the inside that has immediacy for him. Its relations and contacts, its problems and challenges, its crosscurrents and gossip reach him and touch him at every point. Unless he makes special efforts to gain direct access to outside reality, he will become increasingly inside-focused. The higher up in the organization he goes, the more will his attention be drawn to problems and challenges of the inside rather than to events on the outside.