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05/20/2015

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This is an important issue central to all scientific research. Analytical models are usually established to predict what is conventionally known. How can you predict the unknown or the unexpected? GIGO frequently applies.

Many tremendously successful CEOs actually operated by gut feel while publicly hiding behind false-front operations research departments or citing acquisition/merger studies. Ordinal counts don't automatically align with concept importance or outcome priories. Outliers tend to be excluded rather than embraced. You can't command innovation. Pressure inhibits creativity while imagination thrives in unstructured situations where freewheeling crazy ideas are encouraged and nurtured. Just some sample goofy thoughts... not inspired by promised rewards, created under duress or committeeized (another new innovative word).

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