- Coming January 19: Comply, Resist, or Exploit?
- When we encounter obstacles, we have choices about how we deal with them. Generally, we can comply, we can resist, or sometimes, we can find ways to use the obstacles — to exploit them — to advance to our objectives. The pandemic provides two examples. Available here and by RSS on January 19.
- And on January 26: Cyber Rumors in Organizations
- Rumor management practices in organizations haven't kept up with rumor propagation technology. Rumors that propagate by digital means — cyber rumors — have longer lifetimes, spread faster, are more credible, and are better able to reinforce each other. Available here and by RSS on January 26.
Other topical archives:
September 15, 2021
- Illusory Management: II
- Many believe that managers control organizational performance more precisely than they actually do. This illusion might arise, in part, from a mechanism that causes leaders and the people they lead to tend to misattribute organizational success.
September 8, 2021
- Illusory Management: I
- Many believe that managers control organizational performance, but a puzzle emerges when we consider the phenomena managers clearly cannot control. Why do we believe in Management control when the phenomena Management cannot control are so many and powerful?
July 21, 2021
- Be Choosier About Job Offers: I
- A serious error some job seekers make is accepting an offer that isn't actually a good fit. We make this mistake for a variety of reasons, including hating the job-search process, desperation, and wishful thinking. How can we avoid the error?
April 21, 2021
- Choice-Supportive Bias
- Choice-supportive bias is a cognitive bias that causes us to assess our past choices as more fitting than they actually were. The erroneous judgments it produces can be especially costly to organizations interested in improving decision processes.
April 7, 2021
- Some Perils of Reverse Scheduling
- Especially when time is tight, project sponsors sometimes ask their project managers to produce "reverse schedules." They want to know what would have to be done by when to complete their projects "on time." It's a risky process that produces aggressive schedules.
March 3, 2021
- Risk Acceptance: One Path
- When a project team decides to accept a risk, and when their project eventually experiences that risk, a natural question arises: What were they thinking? Cognitive biases, other psychological phenomena, and organizational dysfunction all can play roles.
February 24, 2021
- Risk Acceptance: Naïve Realism
- When we suddenly notice a "project-killer" risk that hasn't yet materialized, we sometimes accept the risk even though we know how seriously it threatens the effort. A psychological phenomenon known as naïve realism plays a role in this behavior.
October 7, 2020
- Seven More Planning Pitfalls: III
- Planning teams, like all teams, are vulnerable to several patterns of interaction that can lead to counter-productive results. Two of these relevant to planners are a cognitive bias called the IKEA Effect, and a systemic bias against realistic estimates of cost and schedule.
September 30, 2020
- Seven More Planning Pitfalls: II
- Planning teams, like all teams, are susceptible to several patterns of interaction that can lead to counter-productive results. Three of these most relevant to planners are False Consensus, Groupthink, and Shared Information Bias.
September 23, 2020
- Seven More Planning Pitfalls: I
- Planners and members of planning teams are susceptible to patterns of thinking that lead to unworkable plans. But planning teams also suffer vulnerabilities. Two of these are Group Polarization and Trips to Abilene.
September 16, 2020
- Seven Planning Pitfalls: III
- We usually attribute departures from plan to poor execution, or to "poor planning." But one cause of plan ineffectiveness is the way we think when we set about devising plans. Three cognitive biases that can play roles are the so-called Magical Number 7, the Ambiguity Effect, and the Planning Fallacy.
September 9, 2020
- Seven Planning Pitfalls: II
- Plans are well known for working out differently from what we intended. Sometimes, the unintended outcome is due to external factors over which the planning team has little control. Two examples are priming effects and widely held but inapplicable beliefs.
September 2, 2020
- Seven Planning Pitfalls: I
- Whether in war or in projects, plans rarely work out as, umm well, as planned. In part, this is due to our limited ability to foretell the future, or to know what we don't know. But some of the problem arises from the way we think. And if we understand this we can make better plans.
August 26, 2020
- Motivated Reasoning and the Pseudocertainty Effect
- When we have a preconceived notion of what conclusion a decision process should produce, we sometimes engage in "motivated reasoning" to ensure that we get the result we want. That's risky enough as it is. But when we do this in relation to a chain of decisions in the context of uncertainty, trouble looms.
August 19, 2020
- Motivated Reasoning
- When we prefer a certain outcome of a decision process, we risk falling into a pattern of motivated reasoning. That can cause us to gather data and construct arguments that erroneously lead to the outcome we prefer, often outside our awareness. And it can happen even when the outcome we prefer is known to threaten our safety and security.
August 12, 2020
- Cognitive Biases at Work
- Cognitive biases can lead us to misunderstand situations, overlook options, and make decisions we regret. The patterns of thinking that lead to cognitive biases provide speed and economy advantages, but we must manage the risks that come along with them.
July 1, 2020
- On Standing Aside
- Occasionally we're asked to participate in deliberations about issues relating to our work responsibilities. Usually we respond in good faith. And sometimes we — or those around us — can't be certain that we're responding in good faith. In those situations, we must stand aside.
May 13, 2020
- Neglect of Probability
- Neglect of Probability is a cognitive bias that leads to poor decisions. The risk of poor decisions is elevated when we must select an option from a set in which some have outstandingly preferable possible outcomes with low probabilities of occurring.
March 25, 2020
- Bullet Point Madness: II
- Decision makers in many organizations commonly demand briefings in the form of a series of bullet points or a series of series of bullet points. Briefers who combine this format with a variety of persuasion techniques can mislead decision makers, guiding them into making poor decisions.
March 18, 2020
- Bullet Point Madness: I
- Decision makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think.
December 18, 2019
- The Trap of Beautiful Language
- As we assess the validity of others' statements, we risk making a characteristically human error — we confuse the beauty of their language with the reliability of its meaning. We're easily thrown off by alliteration, anaphora, epistrophe, and chiasmus.
December 11, 2019
- The Rhyme-as-Reason Effect
- When we speak or write, the phrases we use have both form and meaning. Although we usually think of form and meaning as distinct, humans tend to assess as more meaningful and valid those phrases that are more beautifully formed. The rhyme-as-reason effect causes us to confuse the validity of a phrase with its aesthetics.
September 18, 2019
- The Planning Fallacy and Self-Interest
- A well-known cognitive bias, the planning fallacy, accounts for many unrealistic estimates of project cost and schedule. Overruns are common. But another cognitive bias, and organizational politics, combine with the planning fallacy to make a bad situation even worse.
September 4, 2019
- How Messages Get Mixed
- Although most authors of mixed messages don't intend to be confusing, message mixing does happen. One of the most fascinating mixing mechanisms occurs in the mind of the recipient of the message.
August 21, 2019
- Perfectionism and Avoidance
- Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky.
July 24, 2019
- The Stupidity Attribution Error
- In workplace debates, we sometimes conclude erroneously that only stupidity can explain why our debate partners fail to grasp the elegance or importance of our arguments. There are many other possibilities.
December 12, 2018
- Effects of Shared Information Bias: II
- Shared information bias is widely recognized as a cause of bad decisions. But over time, it can also erode a group's ability to assess reality accurately. That can lead to a widening gap between reality and the group's perceptions of reality.
December 5, 2018
- Effects of Shared Information Bias: I
- Shared information bias is the tendency for group discussions to emphasize what everyone already knows. It's widely believed to lead to bad decisions. But it can do much more damage than that.
February 21, 2018
- The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable.
July 13, 2016
- Cognitive Biases and Influence: II
- Most advice about influencing others offers intentional tactics. Yet, the techniques we actually use are often unintentional, and we're therefore unaware of them. Among these are tactics exploiting cognitive biases.
July 6, 2016
- Cognitive Biases and Influence: I
- The techniques of influence include inadvertent — and not-so-inadvertent — uses of cognitive biases. They are one way we lead each other to accept or decide things that rationality cannot support.
December 23, 2015
- Wishful Significance: II
- When we're beset by seemingly unresolvable problems, we sometimes conclude that "wishful thinking" was the cause. Wishful thinking can result from errors in assessing the significance of our observations. Here's a second group of causes of erroneous assessment of significance.
December 16, 2015
- Wishful Significance: I
- When things don't work out, and we investigate why, we sometimes attribute our misfortune to "wishful thinking." In this part of our exploration of wishful thinking we examine how we arrive at mistaken assessments of the significance of what we see, hear, or learn.
April 15, 2015
- Overconfidence at Work
- Confidence in our judgments and ourselves is essential to success. Confidence misplaced — overconfidence — leads to trouble and failure. Understanding the causes and consequences of overconfidence can be most useful.
March 11, 2015
- Historical Debates at Work
- One obstacle to high performance in teams is the historical debate — arguing about who said what and when, or who agreed to what and when. Here are suggestions for ending and preventing historical debates.
March 26, 2014
- Why Scope Expands: II
- The scope of an effort underway tends to expand over time. Why do scopes not contract just as often? One cause might be cognitive biases that make us more receptive to expansion than contraction.
March 19, 2014
- Why Scope Expands: I
- Scope creep is depressingly familiar. Its anti-partner, spontaneous and stealthy scope contraction, has no accepted name, and is rarely seen. Why?
March 12, 2014
- Scope Creep and Confirmation Bias
- As we've seen, some cognitive biases can contribute to the incidence of scope creep in projects and other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions, is one of these.
February 26, 2014
- Scope Creep, Hot Hands, and the Illusion of Control
- Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion of control" — might provide explanations.
February 19, 2014
- Scope Creep and the Planning Fallacy
- Much is known about scope creep, but it nevertheless occurs with such alarming frequency that in some organizations, it's a certainty. Perhaps what keeps us from controlling it better is that its causes can't be addressed with management methodology. Its causes might be, in part, psychological.
May 29, 2013
- Managing Hindsight Bias Risk
- Performance appraisal practices and project retrospectives both rely on evaluating performance after outcomes are known. Unfortunately, a well-known bias — hindsight bias — can limit the effectiveness of many organizational processes, including both performance appraisal and project retrospectives.
November 30, 2011
- Confirmation Bias: Workplace Consequences Part II
- We continue our exploration of confirmation bias. In this Part II, we explore its effects in management processes.
November 23, 2011
- Confirmation Bias: Workplace Consequences Part I
- We continue our exploration of confirmation bias, paying special attention to the consequences it causes in the workplace. In this part, we explore its effects on our thinking.
July 20, 2011
- Self-Serving Bias in Organizations
- We all want to believe that we can rely on the good judgment of decision makers when they make decisions that affect organizational performance. But they're human, and they are therefore subject to a cognitive bias known as self-serving bias. Here's a look at what can happen.
January 19, 2011
- The Focusing Illusion in Organizations
- The judgments we make at work, like the judgments we make elsewhere in life, are subject to human fallibility in the form of cognitive biases. One of these is the Focusing Illusion. Here are some examples to watch for.
January 7, 2009
- The Paradox of Confidence
- Most of us interpret a confident manner as evidence of competence, and a hesitant manner as evidence of lesser ability. Recent research suggests that confidence and competence are inversely correlated. If so, our assessments of credibility and competence are thrown into question.
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