Mark Sanborn

SEPTEMBER 17, 2023

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 86

Dunning Consensus Groupthink Charisma 86

Harvard Business Review

NOVEMBER 5, 2015

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.). In one group of teams, influence was aligned with competence: the person who knew the most about the task to be done led the team.

Quality 8

Quality Leadership Dunning Emotional Intelligence 8

Harvard Business Review

AUGUST 20, 2013

Execution risk: A wrong execution model or poor execution can make a project run too long and cost too much, leading to a total loss of focus and a reduction in value creation. It also comes from not adequately considering the organization''s energy, skill, and policies to accomplish the project.

Dunning 8

Dunning Project CTO Innovation 8