"During a recent management meeting, two of my division managers got into quite a tussle over the programs they use to evaluate new product ideas. One of them said he felt evaluation was very important; he wanted to do it quite completely, and he certainly didn't want anyone working to further the development of an item unless the prospects for it looked highly promising. The other manager objected to this, saying she wanted products to move rapidly down the pike, saving the serious evaluation for the time when she had the data to make it meaningful. Both persons seemed to have a point, so I just let it ride. What do you think I should have said?"