Distortions and Deceptions in Strategic Decisions
Several ideas to avoid the main decision-making traps.
Author(s): Dan P. Lovallo, Olivier Sibony
Publisher: McKinsey Quarterly
Date of publication: 2006
See this article on the publisher’s site [McKinsey&Company]
Summary
This article focuses on the main decision-making traps, whether their causes are psychological or linked to divergent interests between managers and companies, and suggests several ideas to avoid these pitfalls.
Synopsis
This article is one of the sources used in Manageris’ synopses:
