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How Project Managers Can Better Navigate Setbacks

Harvard Business Review

Setbacks are common on projects — but project managers hold four key tools to understand why they happen and how to help their teams move past them. And fourth, scenario plan so that you have clear options for moving forward. First, understand the neuroscience behind setbacks to encourage people to learn and grow.

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Uncharted: How to Navigate the Future

Leading Blog

Different from experiments that “reveal immediate internal features of a complex system, scenarios explore where the internal organization meets the external environment, where uncertainties lurk beyond anyone’s control.”. Scenario planning always surfaces conflict and there is always a moment when everything seems to fall apart.

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Mindfulness as a Management Technique Goes Back to at Least the 1970s

Harvard Business Review

Through his unique lens, he came to create what we know as scenario planning — a widely used strategic planning practice that now spans all sectors. An HBR contributor, he wrote two seminal articles about Shell and scenario planning in 1985. Planning well, in his estimation, required “training the mind.”

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Farsighted: How We Make the Decisions That Matter the Most

Leading Blog

Engaging in scenario planning or gaming is not to make accurate predictions, but “the very act of trying to imagine alternatives to the conventional view helps you perceive your options more clearly.” Pierre Wack wrote in the Harvard Business Review , “No single ‘right’ projection can be deduced from past behavior.

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4 Signs That Your Focus Is Holding You Back at Work

Harvard Business Review

For example, you may be strategizing on a project that requires scenario planning. To simulate the scenario and possible outcomes, you can’t be too rigid. This kind of scenario planning will take your mind off constant focus but also prepare your brain to reach your goals.

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Be Prepared for What You Don't See Coming

Harvard Business Review

Have you ever worked on a project that produced unexpected results ? To minimize their negative impact, there are two steps that managers can take: Plan ahead (as much as you can). Start all projects or change efforts with the conscious realization that there could be surprising outcomes.

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How Organizations Can Thrive in the Digital Economy - SPONSOR CONTENT FROM KORN FERRY

Harvard Business Review

Agile businesses run planning and execution in parallel, investing in scenario planning so they can act promptly when opportunities arise. They launch several projects at once to see what works and what doesn’t, and then make rapid decisions about what to invest in and what to stop investing in. Connectivity.