CM2014230 Art. To know what not to do: Analyzing manager's life stories to develop a new know-how…

Abstract

This article is about observing and interpreting Managers' multiple rationalities on the basis of their life stories. Using the falsification theory (Popper), we have established a method to validate or refute local decisions processes, thus creating an operational know-how in local management. The research described here below has brought a 'Risk Chart' of actions to the fore, enabling those managers being in training acquire a new managerial knowhow - to know what not to do, to know what is legitimate from what is not, to know what solves a problem and what creates additional ones.

Key-words: Decision, Life Story, Favouritism, Refutation, Justifiability, Plural Status