Mark Sanborn

SEPTEMBER 17, 2023

Examples: A CEO ignores market research that suggests a new product will not be well-received because he or she firmly believes it’s a good idea. Examples: A project leader believes their team can complete a complex project in two months, whereas realistic estimates suggest six.

Dunning 104

Dunning Consensus Groupthink Charisma 104

Mark Sanborn

SEPTEMBER 17, 2023

Examples: A CEO ignores market research that suggests a new product will not be well-received because he or she firmly believes it’s a good idea. Examples: A project leader believes their team can complete a complex project in two months, whereas realistic estimates suggest six.

Dunning 52

Dunning Consensus Groupthink Charisma 52

Harvard Business Review

AUGUST 20, 2013

ts and harms of one choice of action over another, and to balance positive potentials and stated priorities to achieve desired outcomes versus potential harmful outcomes. It also comes from not adequately considering the organization''s energy, skill, and policies to accomplish the project. Understanding Risk.

Dunning 8

Dunning Project CTO Innovation 8

Harvard Business Review

JUNE 6, 2016

Furthermore, the amount of venture capital bears a zero correlation to the amount of startup activity, and is strongly negatively correlated with the presence of mid-market firms ($10 million to $1 billion), which according to a recent Dun and Bradstreet study have created over 90% of jobs since 2008. 5, -3, -1, +1, +3, +5).

Dunning 8

Dunning Policies Long-term Entrepreneur 8