The tendency of managers to ignore critical information is not as serious as the existence of incomplete information.

The statement seems to be suggesting that the issue of managers ignoring critical information is not as severe as the issue of having incomplete information. However, to fully answer this, we need to break it down:

1. Ignoring Critical Information: This refers to situations where managers have all the necessary and relevant information available to them, but choose to ignore or overlook some parts of it. This can lead to poor decision-making and can have serious consequences for the organization.

2. Existence of Incomplete Information: This refers to situations where managers do not have all the necessary information to make a decision. This could be due to a lack of research, poor communication, or other factors. In such cases, even if the manager is fully attentive and willing to consider all information, they may still make poor decisions because they simply do not have all the facts.

Comparing the two, it can be argued that the existence of incomplete information is indeed more serious. This is because, in the case of ignoring critical information, the problem lies with the manager's decision-making process, which can potentially be corrected through training or feedback. However, in the case of incomplete information, the manager is inherently handicapped in their decision-making, regardless of their attentiveness or willingness to consider all information. This issue is more systemic and may require more significant changes to address, such as improving communication systems or research processes.