De Villiers, Rouxelle2025-07-092025-07-092025-07-05Administrative Sciences, ISSN: 2076-3387 (Online), MDPI AG, 15(7), 259-259. doi: 10.3390/admsci150702592076-3387http://hdl.handle.net/10292/19492This study responds to the call by some scholars to establish a framework for ignorance. It challenges the myth that ignorance is all bad and an utterly undesirable state in organizations and proposes a new framework for the application of ignorance analytics in organizations. It includes a taxonomy of deliberate and unconscious ignorance in decision-making and judgment as well as the drivers of personal and corporate deliberate ignorance and their behavioral implications. Ignorance plays a substantial role in competency development, scientific progress, innovation, and organizational strategic advantage. The proposed framework can help developers of talent, including management trainers, educators, and HR practitioners, to recognize the drivers of willful ignorance and help managers design effective interventions to move employees from unconscious incompetence to mastery. This paper suggests an agenda and identifies opportunities for future research.© 2025 by the author. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).3507 Strategy, management and organisational behaviour4407 Policy and administrationhedgingtransaction costsdynamic programmingrisk managementpost-decision state variableJournal ArticleOpenAccess10.3390/admsci15070259