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. Even if particular elements of the task appear to be going well, the success of the large-scale project requires integrating all of the specific tasks in a coordinated fashion. You and Your Team Series.

Goal 12

Goal Dunning Project Fashion 12

Mark Sanborn

SEPTEMBER 17, 2023

A manager only listens to team members who agree with them, neglecting diverse opinions that could offer a new perspective. Examples: A project leader believes their team can complete a complex project in two months, whereas realistic estimates suggest six. Also know as “throwing good money after bad money.”

Dunning 86

Dunning Consensus Groupthink Charisma 86

Harvard Business Review

MARCH 3, 2016

Ray Dalio, one of the world’s most successful hedge fund managers, insists that his team ruthlessly second-guess his thinking. Christine Lagarde, managing director of the IMF, seeks out information that might disprove her beliefs about the world and herself. The next step is to actually be willing to change your mind.

Dunning 8

Dunning Hedge Open-book Course 8

Harvard Business Review

NOVEMBER 5, 2015

The other authors on the article are Murat Taraki (lead author) and Patrick Groenen, both at the Rotterdam School of Management. Greer : First, we wanted to understand when it’s ideal to have a strong hierarchy, and when it’s better to let groups manage themselves. What lessons should managers take away from these studies?

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