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10 Common Thinking Errors Leaders Make

Mark Sanborn

Examples: A project leader believes their team can complete a complex project in two months, whereas realistic estimates suggest six. Sunk Cost Fallacy Leaders affected by the sunk cost fallacy continue investing in a project based on the amount already invested, rather than evaluating its future value.

Dunning 104
article thumbnail

10 Common Thinking Errors Leaders Make

Mark Sanborn

Examples: A project leader believes their team can complete a complex project in two months, whereas realistic estimates suggest six. Sunk Cost Fallacy Leaders affected by the sunk cost fallacy continue investing in a project based on the amount already invested, rather than evaluating its future value.

Dunning 52