"Ben Kirk argued .. what rises to the top levels are very productive and very diligent individuals who tend not to …
reflect and are extremely efficient at deploying other people's ideas," implying that
this type of leader is not likely to understand, encourage, or recognize deep thinking in others.
Adnan Younis added the possibility that "… managers are not trained for it."
Dianne Jacobs cited the possibility that persisting assumptions borne out of success
serve as "roadblocks to act on needed change"
(proposed by those who engage in deep thinking?)", 06.06.08