 |
This should not come as a surprise: overly optimistic forecasts of the outcome of projects are found everywhere.
|
250 |
 |
…it’s no surprise that one of the most common, and most important, coaching topics is helping a new product manager learn to manage her time.
|
008 |
 |
Unchecked, optimism leads to unrealistic forecasts, poorly defined goals, better options ignored, problems not spotted and dealt with, and no contingencies to counteract the inevitable surprises.
|
028 |
 |
Many small probabilities added together equal a large probability that at least some of those nasty surprises will actually come to pass.
|
107 |
 |
Surprise makes us want to find an answer – to resolve the question of why we were surprised – and big surprises call for big answers.
|
069 |
