Managers construct, rearrange, single out, and demolish many 'objective' features of their surroundings. When people act they unrandomize variables, insert vestiges of orderliness, and literally create their own constraints.

Being naive simply means that we reject received wisdom that something is a problem. We are always naive relative to some definition of the situation, and if we try to become less so, we may accept a definition that confines the definition of small wins to narrower issues than is necessary.

Roethlisberger argues that people who are preoccupied with success ask the wrong question. They ask,

Specifically, I would suggest that the effective organization is garrulous, clumsy, superstitious, hypocritical, monstrous, octopoid, wandering, and grouchy.

If an organization is narrow in the images that it directs toward its own actions, then when it examines what it has said, it will see only bland displays. This means in turn that the organization won't be able to make much interesting sense of what's going on or of its place in it. That's not a trivial outcome, because the kind of sense that an organization makes of its thoughts and of itself has an effect on its ability to deal with change. An organization that continually sees itself in novel images, images that are permeated with diverse skills and sensitivities, thereby is equipped to deal with altered surroundings when they appear.

Your beliefs are cause maps that you impose on the world, after which you 'see' what you have already imposed.