Heavy commitment by an executive to a course of action, especially if it has worked well in the past, makes it likely to miss signs of incipient trouble or misinterpret them when they do appear.
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AHeavy commitment by an executive to a course of action, especially if it has worked well in the past, makes it likely to miss signs of incipient trouble or misinterpret them when they do appear.
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BAn executive who is heavily committed to a course of action, especially one that worked well in the past, makes missing signs of incipient trouble or misinterpreting ones likely when they do appear.
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CAn executive who is heavily committed to a course of action is likely to miss or misinterpret signs of incipient trouble when they do appear, especially if it has worked well in the past.
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DExecutives' being heavily committed to a course of action, especially if it has worked well in the past, makes them likely to miss signs of incipient trouble or misinterpreting them when they do appear.
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EBeing heavily committed to a course of action, especially one that has worked well in the past, is likely to make an executive miss signs of incipient trouble or misinterpret them when they do appear.
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