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← A pre-mortem makes it possible to voice doubts when a group is nearing…
17 connected korrents · 17 moments from 13 Jun 1986 to 29 Sept 2026.
Everything filed under management
management
Everything filed under behavioural science
behavioural science
Everything filed under curiosity
curiosity
Everything filed under politics
politics
Everything filed under startups
startups Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: A pre-mortem makes it possible to voice doubts when a group is nearing a decision, a point at which dissent is otherwise hard to raise. A pre-mortem makes it possible to voice doubts when a group is nearing a decision, a point at which dissent is otherwise hard to raise. Last stated 7 years ago
12 Oct 2019
DK
Daniel Kahneman — holds since 2019-10-12 — tap for who they are
Same subject: A pre-mortem has to treat the failure as certain and ask why it happened; asking what could go wrong is too tentative to work. — tap to centre the map on it A pre-mortem has to treat the failure as certain and ask why it happened; asking what could go wrong is too tentative to work. Last stated 4 years ago
9 Aug 2022
GK
Gary Klein — holds since 2022-08-09 — tap for who they are
Same subject: A team that agrees has not examined the problem hard enough; dissent is what makes a decision safe. — tap to centre the map on it A team that agrees has not examined the problem hard enough; dissent is what makes a decision safe. Last stated 14 years ago
31 Jan 2013
WH
Wayne Hale — holds since 2013-01-31 — tap for who they are
Same subject: Resisting the discomfort of not knowing leads people to jump to conclusions or decide before they have enough information. — tap to centre the map on it Resisting the discomfort of not knowing leads people to jump to conclusions or decide before they have enough information. Last stated 2 years ago
2 Apr 2025
KN
Ken Norton — holds since 2025-04-02 — tap for who they are
Same subject: Most people process new and disconfirming information so that their original conclusion remains intact, whereas giving priority to disconfirming evidence was a large part of Darwin’s result — tap to centre the map on it Most people process new and disconfirming information so that their original conclusion remains intact, whereas giving priority to disconfirming evidence was a large part of Darwin’s result Last stated 40 years ago
13 Jun 1986
CM
Charlie Munger — holds since 1986-06-13 — tap for who they are
Same subject: One good story outweighs a mountain of evidence, because most emotions cannot be argued with. — tap to centre the map on it One good story outweighs a mountain of evidence, because most emotions cannot be argued with. Last stated 9 months ago
20 Jan 2026
DS
Derek Sivers — holds since 2026-01-20 — tap for who they are
Same subject: When accuracy and belonging conflict, most people take the belief that keeps them accepted by their community. — tap to centre the map on it When accuracy and belonging conflict, most people take the belief that keeps them accepted by their community. Last stated 9 months ago
1 Jan 2026
JC
James Clear — holds since 2026-01-01 — tap for who they are
Same subject: Doing PR before you have evidence customers want the thing is risky, because the publicity creates a sunk cost that makes the team see a failing product through. — tap to centre the map on it Doing PR before you have evidence customers want the thing is risky, because the publicity creates a sunk cost that makes the team see a failing product through. Last stated a year ago
5 Oct 2025
AC
Albert Cheng — holds since 2025-10-05 — tap for who they are
Same subject: Confidence in a belief reflects the coherence of the story the mind built, not the quality of the evidence — tap to centre the map on it Confidence in a belief reflects the coherence of the story the mind built, not the quality of the evidence
DK
Daniel Kahneman — holds since c. 2011 — tap for who they are
Same subject: "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. — tap to centre the map on it "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. — tap to centre the map on it A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. Last stated 15 years ago
28 Oct 2011
PM
Patrick McKenzie — holds since 2011-10-28 — tap for who they are
Same subject: A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. — tap to centre the map on it A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. Last stated a year ago
28 May 2025
CF
Camille Fournier — holds since 2025-05-28 — tap for who they are
Same subject: AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish. — tap to centre the map on it AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish. Last stated 2 years ago
25 Mar 2025
JZ
Julie Zhuo — holds since 2025-03-25 — tap for who they are
Same subject: AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people. — tap to centre the map on it AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people. Last stated 2 weeks ago
27 Sept 2026
MG
Molly Graham — holds since 2026-09-27 — tap for who they are
Same subject: An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach. — tap to centre the map on it An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
Same subject: A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off. — tap to centre the map on it A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off. Last stated a week ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: An obsession with titles is what will screw people over. — tap to centre the map on it An obsession with titles is what will screw people over. Last stated 6 months ago
14 Apr 2026
BL
Brian Lovin — holds since 2026-04-14 — tap for who they are
Same subject: Better organizations recruit more effectively, because most people want to work for a high-quality organization — tap to centre the map on it Better organizations recruit more effectively, because most people want to work for a high-quality organization Last stated 18 years ago
12 Jun 2008
MB
Max Bazerman — holds since 2008-06-12 — tap for who they are
At the centre
A pre-mortem makes it possible to voice doubts when a group is nearing a decision, a point at which dissent is otherwise hard to raise.
Holds Read this korrent →
A pre-mortem has to treat the failure as certain and ask why it happened; asking what could go wrong is too tentative to work.
Holds
A team that agrees has not examined the problem hard enough; dissent is what makes a decision safe.
Holds
Resisting the discomfort of not knowing leads people to jump to conclusions or decide before they have enough information.
Holds
Most people process new and disconfirming information so that their original conclusion remains intact, whereas giving priority to disconfirming evidence was a large part of Darwin’s result
Holds
One good story outweighs a mountain of evidence, because most emotions cannot be argued with.
Holds
When accuracy and belonging conflict, most people take the belief that keeps them accepted by their community.
Holds
Doing PR before you have evidence customers want the thing is risky, because the publicity creates a sunk cost that makes the team see a failing product through.
Holds
Confidence in a belief reflects the coherence of the story the mind built, not the quality of the evidence
Last stated c. 2011
Holds
"Hire great people and get out of their way" is dangerous advice for anyone in a leadership role.
Holds
A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is.
Holds
A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills.
Holds
AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish.
Holds
AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people.
Holds
An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach.
Holds
A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off.
Holds
An obsession with titles is what will screw people over.
Holds
Better organizations recruit more effectively, because most people want to work for a high-quality organization
Holds