Projects fail at a spectacular rate. One reason is that too many people are reluctant to speak up about their reservations during the all-important planning phase. By making it safe for dissenters who are knowledgeable about the undertaking and worried about its weaknesses to speak up, you can improve a project’s chances of success.
Research conducted in 1989 by Deborah J. Mitchell of the Wharton School, Jay Russo of Cornell and Nancy Pennington of the University of Colorado found that prospective hndsight — imagining that an event has already occurred — increases the ability to correctly identify reasons for future outcomes by 30 per cent.
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