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