 |
Since daydreaming competes for neural energy with task-focus and sensory perception, there’s small wonder that as we daydream we make more errors…
|
52 |
 |
The upside of habits is that we can do things without thinking. The downside of habits is that you get used to doing things a certain way and stop paying attention to little errors.
|
239 |
 |
It makes intuitive sense and jibes with experience that the estimation error early in a project is larger than the estimation error near the end of a project.
|
203 |
 |
A common error in diagnosing a negotiating situation is to assume that each person on the other side has the same interests. This is almost never the case.
|
49 |
 |
…’vigilance breaks’ – brief pauses before high-stakes encounters to review instructions and guard against error.
|
52 |
 |
…when people don’t feel safe – let alone obligated – to point out concerns, jump in, and correct their boss’s mistakes, then learning and error correction grind to a halt.
|
77 |
 |
Just because you know [sunk cost is] an error in theory doesn’t mean that you won’t fall for it when you are facing down these kinds of decisions.
|
92 |
 |
We are much more concerned with errors of commission than errors of omission (failures to act).
|
152 |
 |
Effective visuals, from icons to infographics, can help people make sense of information much more quickly and with less potential for errors.
|
112 |
 |
Leaders wonder about everything, want to learn as much as they can, are willing to take risks, experiment, try new things. They do not worry about failure, but embrace errors, knowing they will learn from them.
|
035 |
