The NHS management did not know how to utilize the information it got from the winning team’s strategies. For rather than having eight people paddling and one person steering, which is what the winning Japanese team did, the Americans choose to create a bureaucratic team to look into paddling and steering issues. NHS solutions were therefore bureaucratic rather than tactical. NHS further decided that it was the senior management to decide measures that were to be undertaken by the team instead of leaving team members with that responsibility. This could have affected the team’s morale during preparations and in both races. Further, the senior management did not have enough trust that internal mechanisms could be used to develop solutions for the ailing team.
For instance, the organization had already established that the first loss was occasioned by poor allocation of responsibilities in the team. But the management went ahead to commission an expensive inquiry that arrived at the same conclusions. Had the management trusted in its own mechanisms, the money used on outsiders could have been utilized in providing better training for the canoeing team. The management had the weakness of focusing on the goal (winning) while ignoring the best means to attaining that goal. Such poor management of human and financial resources led to poor allocation of the same, which delivered poor results consistently. Thus although the management is trying to get answers to the problems facing the team, it seems that the main problem is with managerial peddling. A proper solution can only be achieved when the senior people in the company get out of the team’s way.