The opposite problem, but one that is seen surprisingly often: having so much conflicting information that it is impossible to see ‘the wood for the trees’.

This is sometimes called analysis paralysis and is also used as a tactic to delay organisational decision-making, with those involved demanding ever more information before they can decide.

This problem can often be resolved by getting everyone together to decide what information is important and why, and by setting a clear timescale for decision-making, including an information-gathering stage.