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Why Playing It Safe Could Be the Riskiest Move You’re Making

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Manage episode 478771902 series 3591216
Content provided by Nicolas Pokorny, PhD, MBA, Nicolas Pokorny, and MBA. All podcast content including episodes, graphics, and podcast descriptions are uploaded and provided directly by Nicolas Pokorny, PhD, MBA, Nicolas Pokorny, and MBA or their podcast platform partner. If you believe someone is using your copyrighted work without your permission, you can follow the process outlined here https://ppacc.player.fm/legal.

Have you ever walked into a strategy meeting, reviewed a well-polished forecast, and felt confident it was solid, only to watch everything unravel months later? You’re not alone. In this episode, we dive into one of the most dangerous yet overlooked pitfalls in leadership: the forecasting trap.

We unpack the three most prominent ways this decision making pitfall shows up and sabotages strategic business decisions: the overconfidence, recallability, and prudence traps. These aren’t just theories—they’re rooted in evolutionary psychology and backed by compelling case studies, from Boeing’s multi-billion-dollar delay to Blackberry’s market misfire.


But more importantly, we explore practical tools for sharpening foresight without killing momentum because leading through uncertainty isn’t about eliminating risk—it’s about building the muscle to navigate it wisely. Tune in for this and more!. And for a deeper dive, order my book, The Mammoth in the Room, for more insights on decision-making traps.


In this episode:

- Introduction to decision-making traps

- The overconfidence trap

- The recallability trap

- The prudence trap

- Actionable strategies to avoid forecasting traps

- Conclusion and recommendations for further reading


Resources Mentioned in the Episode:

Harvard Business Review: The Hidden Traps in Decision Making, John S. Hammond, Ralph L. Keeney, and Howard Raiffa (September–October 1998)

https://hbr.org/1998/09/the-hidden-traps-in-decision-making-2


Tversky, A., & Kahneman, D. (1974). Judgment under Uncertainty: Heuristics and Biases. Science 185,1124-1131(1974). DOI:10.1126/science.185.4157.1124

https://www.science.org/doi/10.1126/science.185.4157.1124

Tversky, A., & Kahneman, D. (1981). The framing of decisions and the psychology of choice. Science, 211(4481), 453–458.

https://sites.stat.columbia.edu/gelman/surveys.course/TverskyKahneman1981.pdf


Van Vugt and Ronay (2014). The Evolutionary Psychology of Leadership: Theory, Review, and Integration” (Organizational Psychology Review) https://www.researchgate.net/publication/274471020_The_evolutionary_psychology_of_leadership_Theory_review_and_roadmap


Get in Touch:

Website: https://www.mammothleadershipsciences.com

LinkedIn: https://www.linkedin.com/in/nicolaspokorny

YouTube: www.youtube.com/@MammothLeadershipSciences

  continue reading

42 episodes

Artwork
iconShare
 
Manage episode 478771902 series 3591216
Content provided by Nicolas Pokorny, PhD, MBA, Nicolas Pokorny, and MBA. All podcast content including episodes, graphics, and podcast descriptions are uploaded and provided directly by Nicolas Pokorny, PhD, MBA, Nicolas Pokorny, and MBA or their podcast platform partner. If you believe someone is using your copyrighted work without your permission, you can follow the process outlined here https://ppacc.player.fm/legal.

Have you ever walked into a strategy meeting, reviewed a well-polished forecast, and felt confident it was solid, only to watch everything unravel months later? You’re not alone. In this episode, we dive into one of the most dangerous yet overlooked pitfalls in leadership: the forecasting trap.

We unpack the three most prominent ways this decision making pitfall shows up and sabotages strategic business decisions: the overconfidence, recallability, and prudence traps. These aren’t just theories—they’re rooted in evolutionary psychology and backed by compelling case studies, from Boeing’s multi-billion-dollar delay to Blackberry’s market misfire.


But more importantly, we explore practical tools for sharpening foresight without killing momentum because leading through uncertainty isn’t about eliminating risk—it’s about building the muscle to navigate it wisely. Tune in for this and more!. And for a deeper dive, order my book, The Mammoth in the Room, for more insights on decision-making traps.


In this episode:

- Introduction to decision-making traps

- The overconfidence trap

- The recallability trap

- The prudence trap

- Actionable strategies to avoid forecasting traps

- Conclusion and recommendations for further reading


Resources Mentioned in the Episode:

Harvard Business Review: The Hidden Traps in Decision Making, John S. Hammond, Ralph L. Keeney, and Howard Raiffa (September–October 1998)

https://hbr.org/1998/09/the-hidden-traps-in-decision-making-2


Tversky, A., & Kahneman, D. (1974). Judgment under Uncertainty: Heuristics and Biases. Science 185,1124-1131(1974). DOI:10.1126/science.185.4157.1124

https://www.science.org/doi/10.1126/science.185.4157.1124

Tversky, A., & Kahneman, D. (1981). The framing of decisions and the psychology of choice. Science, 211(4481), 453–458.

https://sites.stat.columbia.edu/gelman/surveys.course/TverskyKahneman1981.pdf


Van Vugt and Ronay (2014). The Evolutionary Psychology of Leadership: Theory, Review, and Integration” (Organizational Psychology Review) https://www.researchgate.net/publication/274471020_The_evolutionary_psychology_of_leadership_Theory_review_and_roadmap


Get in Touch:

Website: https://www.mammothleadershipsciences.com

LinkedIn: https://www.linkedin.com/in/nicolaspokorny

YouTube: www.youtube.com/@MammothLeadershipSciences

  continue reading

42 episodes

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