In the world of psychology and neurology, among other associated medical disciplines; the term agnosia is widely known and managed.
In a simple and direct sense, it could be said that agnosia is about the "inability to recognize things and people, despite the sensory organs working well", so it can be identified in all five senses and classified as: auditory, visual, olfactory, gustatory and tactile.
Agnosia, is one of the three cognitive syndromes, accompanied by aphasia and apraxia, in this article we will only talk about Agnosia.
Agnosia is diagnosed in some periods of early childhood education and has been traced back to adult experiences, where it is not alien, but can it be present in management?
The answer, unfortunately, is completely positive, although with some variations from the administrative point of view that differentiates it from its clinical predecessor. In this theoretical approach, only one of its management variants will be discussed.
During the work year, people are usually evaluated for their effort, dedication and seniority. The successes are remembered as legends in any of the ceremonies where it is possible to expose them as symbols of perseverance and inspiration.
The people who have been so supportive of the company's success are true icons and are often used as role models until they make a mistake, make a mistake, or suddenly stop providing the results that used to make it revered.
Suddenly, before a variation of the indicators that showed it successful, a poorly made decision or simply at the exposure of a third party that points them to something that is not appropriate for the company, everything that that person built seems to belong to a different figure and completely different, whose weight and importance ceases to be the responsibility of those who recently held it.
This is part of what I have called "managerial agnosia".
As in clinical agnosia, the sensory organs of those who have forgotten everything valuable that the individual has done for the company continue to work perfectly, but are still "unable" to remember and recognize that they are the same person that days back it was exposed as an example to follow.
No matter how serious or laughable the error is, in some cases it is only presumed, its possible “consequences” are simply highlighted and everything that has been done is completely unrecognizable.
The presence of the "managerial agnosia" is a matter of care, since its message is clear and direct: the person will be worth to the company until there is a reason, whatever it may be, to lose his place in it.
In such a situation, employees or collaborators are subject to general stress that will affect their performance, credibility in the company and will drive them to lose their identification with it and seek to find another scenario where value is given to past successes in the face of a variation in results, wrong decision, unfounded accusation, or anything that questions your performance.
Although it may not seem like it, “managerial agnosia” can be suffered by both your own and strangers, and this is more than a characteristic a warning for those who suffer indiscriminately: if you have forgotten the reasons that made your collaborator special with So easily, you cannot expect that in your case, if you happen to be on the other side of the desk, the speed of being completely unrecognizable to those who supervise you will be less fast.
Author's note: Respecting the style with which I usually write my articles, the content of the following work will talk about the author in the third person even though the reflections and proposals presented here are my own and the product of my research in the administrative sciences.
