Harvard Business Review

FEBRUARY 24, 2017

Second, for very large tasks you often do not get feedback on your success until many of the pieces of that project are in place. The idea is to shorten the learning cycle by tackling a smaller project, so that you can get early feedback and hone your approach before taking on the complex tasks associated with the bigger project.

Goal 9

Goal Dunning Project Fashion 9

LDRLB

APRIL 7, 2014

DAVID: So who are you, and what do you do? What do I mean by that? How do you multiply your influence? How do you multiply your influence? How do you get a seat at the table? I want to do that.” First of all, it identified me as a thought leader, but secondly, said I want to do that.

Open-book 74

Open-book Influence Books Entrepreneur 74

Harvard Business Review

JUNE 23, 2016

Impressed with his positive attitude about himself, we asked, “How do you know?” ” He said he had attended a coaching course and learned many of the techniques of good coaching. The second reason to do so is to find out where, specifically, you could most improve in your coaching skills. Poor listening.

Dunning 9

Dunning Skills Diversity Cooper 9

Harvard Business Review

OCTOBER 26, 2017

Do leaders know if they are as welcoming as they think they are? This phenomenon is not limited to inclusiveness — the Dunning-Kruger effect, for example, explains that unskilled people are particularly prone to thinking they are more skilled than they are. This result does not surprise us.

360-Degree Feedback 8

360-Degree Feedback Diversity Dunning Analysis 8

Harvard Business Review

AUGUST 20, 2013

It prevents the wisdom of learning from failure. Fear of failing means many choose to do nothing. Accept failure, do not accept not trying. Small IT failures provide great opportunities to learn. Enterprise IT is no different. A focus on acquiring gains will lead to better results than a focus on avoiding losses.

Dunning 8

Dunning Project CTO Innovation 8

Harvard Business Review

AUGUST 29, 2012

Think like an entrepreneur: Conduct quick experiments that allow for rapid learning. This is why more experiential business models — like doing rollouts in retail settings that allow for demonstration and sampling — have been a key to the success of category creators like Apple and Starbucks. The record is 90.).

Dunning 12

Dunning Wilde Marketing Innovation 12

Harvard Business Review

MARCH 3, 2016

Having spent three years studying many of the world’s most successful leaders for my new book, Persuadable , I’ve learned one surprising thing they have in common: a willingness to be persuaded. As Cornell psychologist David Dunning says, “The road to self-insight runs through other people.”

Dunning 8

Dunning Hedge Open-book Course 8

Harvard Business Review

FEBRUARY 25, 2011

It is more likely to miss shorter questions (fewer search terms to plug into its algorithmic mind), doesn't fully understand context (something that comes naturally to most humans), and doesn't learn from the mistakes of its competitors (during the first match, Watson repeated the same answer one of his opponents had just answered incorrectly).

Dunning 14

Dunning Engineering Long-term Content 14

Harvard Business Review

NOVEMBER 5, 2015

HBR: What did you hope to learn from this research? David Dunning and Justin Kruger at Cornell have great research showing that the least competent people often end up in charge because they’re overconfident about their own abilities.). How’d they do? These groups performed best.

Quality 8

Quality Leadership Dunning Emotional Intelligence 8

Harvard Business Review

MARCH 27, 2012

I've found that I learn a lot by watching the meeting dynamics. Here's what the best ones do: 1) Listen to the right voices. Sara Mathew, the Chairman and CEO of Dun & Bradstreet confronted this realization head on after she became CEO and found herself unnecessarily in the middle of too many decisions.

Benchmarking 10

Benchmarking Dunning CEO Airlines 10

Harvard Business Review

OCTOBER 31, 2013

Using anonymous surveys, well-structured retreats, and other devices to itemize these goals is an important starting point in overcoming biases that result from misalignment between corporate leaders and the people doing the work. By what other means could he have shown how much organizational incompetence was already impeding performance?

Management 8

Management How To Dunning Mission Statement 8