TO KNOW WHAT NOT TO DO ANALYZING MANAGERS ’LIFE STORIES TO DEVELOP A NEW KNOW-HOW IN LOCAL MANAGEMENT

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