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Sintesi dell'editore

Daniel Kahneman, a senior scholar at Princeton University and a winner of the Nobel Prize in Economic Sciences, Dan Lovallo, a professor of business strategy at the University of Sydney, and Olivier Sibony, a director in the Paris office of McKinsey & Company, write about how dangerous assumptions can creep into every strategic proposal – and how you can avoid them.

This article was first published in the June 2011 issue of Harvard Business Review.

©2011 by the President and Fellows of Harvard College, All Rights Reserved (P)2011 Audible Inc.

Cosa pensano gli ascoltatori di Before You Make That Big Decision… (Harvard Business Review)

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Sample cases for analyzing business plans for bias

This is a very general review intended to familiarize business executives with the ideas and processes recommended for evaluating business plans and root out biases. One important "take away" is that simply knowing what biases are, and how they work is not enough to avoid particular instances, because the persons most likely to be affected don't usually see them coming - and for good reason. You don't know what you don't know.

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  • Adriana R
  • 15/01/2015

Find more accurate stories

I'm sure there may be more accurate cases to exemplify each of the steps in the decision making process. Thanks.