Navigating the Iceberg of Ignorance
I’m ignorant. And so are you. Frankly, we’re all ignorant. It’s not an insult. It’s just an acknowledgment that none of us can be all-knowing.
I recently learned about the concept of the Iceberg of Ignorance, a term popularized by a 1989 study by Sidney Yoshida. Yoshida’s research revealed a startling disparity in awareness of problems within organizations: frontline workers were aware of 100% of the floor problems, supervisors were aware of only 74%, middle managers knew about 9%, and senior executives were aware of a mere 4% of the issues.
While this concept was initially targeted at executives, it’s a universal truth. Any small group, or even individuals, experiences this iceberg effect. The notion that senior executives are the most ignorant of the problems is striking, but let’s be honest: ignorance permeates all levels. Supervisors don’t know everything frontline workers know, corporate managers don’t fully grasp field leader challenges, and even frontline workers don’t everything going in their environments.
We could turn the iceberg like a dial throughout the org chart and we’ll see it continuing to apply. At every level, from the top to the front lines, the Iceberg of Ignorance persists. And it’s not just in the org hierarchy. It’s also true cross-functionally. We’re all floating in a sea of unknowns, with just the tip of our knowledge peeking above the surface.
But what can we do about it?
1. Seek More Knowledge
Be humble about what we don’t know. Be conscious where we’re making assumptions. Walk around the office. Visit stores and go beyond the sales floor into the back of house. Answer phones in the call center. Pack boxes in the distribution center. And let’s not just focus on the frontline. We need to actively spend time with all other teams with whom we work, and ask about their challenges. Ask how we can help. The more we immerse ourselves, the more of the iceberg we’ll reveal.
2. Spread Knowledge
Communicate clearly. Share the “why” behind key decisions and include the “why not” to clarify what was considered and decided against. Transparency in communication acts just like a swimmer’s mask to let us see more of the iceberg below the murky water. I know that’s a super cheesy metaphor, but it works!
3. Follow Up
Check in on how our communications and decisions are landing. Be open to changing course quickly if it’s clear something isn’t working. If we choose to stay the course, explain our reasoning. Clarifying the "why" behind our thinking helps in maintaining transparency and trust.
Ignorance is a shared human condition. Acknowledging it is the first step toward overcoming it. By seeking more knowledge, spreading that knowledge, and continuously following up, we can chip away at our collective icebergs. Let’s embrace our ignorance and transform it into a journey of discovery and improvement.
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This post is an excerpt from my upcoming book, a practical handbook for executing strategy from an operator’s point of view. Drawing on decades of real-world experience, it’s designed to help leaders turn strategy into action through clear, actionable steps. Stay tuned for more insights and updates as we get closer to launch!
