Rensis Likert, who developed the System 1–4 approach, said that when he asked managers to describe the best organization with which they had ever been associated, they invariably described a System 4 design;

when asked to describe the worst, they described System 1. Yet when he asked, “What would you do if you took over a company in trouble?” they all described actions that characterize System 1 more than System 4.

What reasons can you give for this? How could you prevent it?