Why is Management Addicted to Myth?

One intention of this blog is to categorize various myths that we've seen. But I would like to explore why management seems to be addicted to myth in lieu of testable hypotheses or a coherent theory.

One reason may be the enormous pressure to be a part of the club. From outside of an organization it is easy to underestimate the enormous pressure to be a part of the management in-group. This group is defined by a particular worldview and if you don't share that worldview, you aren't really a part of the group. And if you aren't really a part of the in-group, you are part of the out-group. The consequences of such exclusion are real: those in the in-group can easily afford private school for their children, the latest luxury cars, and a second home in the mountains. If the boss makes comments like, "You need to really ride them to make sure they get that done," then you aren't about to make nerdish comments like, "have we ever tested the null hypothesis of that claim?" To suggest that the business be run as an experiment is to suggest your way out of the conference room and into the coffee break room with the other commoners. If you want to be a part of the tribe, you accept the tribal myths.

http://rwrld.blogspot.com/2007/01/nardelli-at-home-depot-hd-one-third-of.html