People exaggerate their confidence in their plans - something we call the planning fallacy... The existence of the plan tends to induce overconfidence.
Except for some effects that I attribute mostly to age, my intuitive thinking is just as prone to overconfidence, extreme predictions, and the planning fallacy as it was before I made a study of these...
Proverbs 16:18, Proverbs 11:2, Proverbs 29:23, Proverbs 8:23, James 4:6, Proverbs 16:5, 1 John 2:16, Philippians 2:3, Jeremiah 9:23, Daniel 4:28-33
“Casey at the Bat” has got to be the most well-known sports poem in American history. The “Mudville nine” are down four to two, with one inning left with two outs. Two men wait at second and third bas...
At seventy years old, Ty Cobb, considered one of the greatest baseball players of all time, was asked by a reporter, “What do you think your batting average would be if you were playing today? Do you ...
Your ego prefers certainty to uncertainty, predictability over surprise, clarity over ambiguity. Your ego always wants to shroud over the barely audible murmurings of the heart.
The more complicated the landscape, the more the wanderer relies on patience. The more confusing the scene, the more tolerant his outlook becomes. He not only has an awareness of his own ignorance, bu...
Our errors are surely not such awfully solemn things. In a world where we are so certain to incur them in spite of all our caution, a certain lightness of heart seems healthier than this excessive ner...
Matthew 23:12, 1 Corinthians 8:2-3, James 4:6, Isaiah 5:21, Romans 12:3, Proverbs 18:2, Proverbs 15:33, Psalm 18:27
In her aptly title book, Being Wrong , Kathleen Schulz describes just how difficult it is to be wrong: A whole lot of us go through life assuming that we are basically right, basically all the ti...
Gracious God, sometimes I think that I can figure out all the consequences of my decisions. I can become overly impressed with what I perceive to be my strategic vision and analysis. Forgive me for my...
Uncertainty is not an indication of poor leadership; it underscores the need for leadership.… The nature of leadership demands that there always be an element of uncertainty. The temptation is to thin...
We are all capable of believing things which we know to be untrue, and then, when we are finally proved wrong, impudently twisting the facts so as to show that we were right. Intellectually, it is pos...
Doubts are suppressed by groups... But remember that the internal incentives that shape how the group perceives risks and rewards may be very different from the reality of the risks and rewards in the...
Recently at church I asked our congregation, “How many of you battle with self-deception?” A few people in the crowd raised their hands. Then I asked, “How many of you know someone who is very self-de...
Self-deception . . . blinds us to the true causes of problems, and once we’re blind, all the “solutions” we can think of will actually make matters worse. Whether at work or at home, self-deception ob...
Over the years, I’ve read about many leaders who failed ethically in their leadership. Can you guess what they had in common? They all thought it could never happen to them. There was a false sense of...
When we insist on doing too much, we are not only inflicting the damage of this choice on ourselves, we are sharing this damage with those we love the most.