44. 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.
(A ) 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.
(B ) An 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.
(C ) An 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.
(D ) Executives' 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.
(E ) Being heavily committed to a course of action, especially one that has worked well in the past, likely to make an executive miss signs of incipient trouble or misinterpret them when they do appear.
(A ) 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.
(B ) An 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.
(C ) An 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.
(D ) Executives' 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.
(E ) Being heavily committed to a course of action, especially one that has worked well in the past, likely to make an executive miss signs of incipient trouble or misinterpret them when they do appear.
