From the author: ...we stop noticing the small, but no less important details that determine the result of our activities... Based on materials from A. I. Prigozhin: “Methods of development of organizations” Until the thunder strikes, the man will not cross himself. Mistakes, mistakes, miscalculations... troubles, crises, disasters... suddenly they break plans, destroy, ruin... Now, if only!!! We move away from reality for at least two reasons: - on the one hand, reality sometimes seems uninteresting, - on the other hand, it can be painful for us. The trouble is that we stop noticing small, but no less important details that determine the result of our activity. One of the features of the work of managers is that the intensity of their work and information overload force them to be distracted from “minor” weak signals, guided only by strong and relevant facts and events. In addition, top managers are fenced off from the periphery of the organization by intermediate structural levels, middle and lower-level managers links The information available is usually limited and imprecise. Messages about what is happening in the divisions of the organization, if they reach the top managers, do so with the overlap of personal and group interests. The timing of information also has an impact and can distort or weaken the essence of any emerging problem. The larger the organization, the more complex its structure and communications, and the more misleading the first manager is. The perception of reality is distorted just like a reflection in a distorting mirror. The inability to timely catch and evaluate a weak symptom is one of the most common causes of crises in business and social management in general. It should be noted that the strength of control is determined by the reaction to weak signals. Weak signals include such signs of events and phenomena that are not perceived by the current control system, but turn out to be important when they are strengthened. Therefore, we also need specialists who are able to identify signals in a timely manner, respond to them and teach how to interact with them. There are signals that at one level are perceived as very strong, but when they reach the highest level, for various reasons they weaken so much that they become invisible.K Moreover, the nature of vertical relationships predetermines the one-sided dependence of one person on another and encourages the dependent subordinate to develop different ways of influencing his boss, including manipulation - an imperceptible influence that can be recognized only by weak signals. Sometimes, for the purpose of personal gain or self-preservation, subordinates use other methods of interaction - group collusion, dosed information, distortion on behalf of the leader. These factors can weaken any strong signal. Recognizing subtle signals and responding to them also depends on the individual characteristics of the leader. For example, a manager may catch a signal, but due to certain traits or lack of knowledge, fail to respond quickly and adequately. Or, on the contrary, a manager can instantly and correctly react to the manifestation of such a signal, but he is not able to recognize it. For employees of an organization, many “silent” signals are familiar attributes of the environment. They are missed, not recognized and not assessed in a timely manner for various reasons: they are not perceived as significant; become isolated as a result of a breakdown in vertical communication; do not reach decision makers...Weak signals are underestimated warnings. It is precisely such signals that people speak of with chagrin and annoyance when they have already become strong: “After all, this could have been foreseen!” or “After all, there were signs!” The movement of a weak signal can be represented by the following elements: - source of manifestation - transmission channel - thresholds (or defects) of susceptibility - CONSEQUENCES. What does it mean to catch or amplify a signal? The main thing is to make the familiar unexpected. For example: - note the regularity of the appearance of some and