Daniel Kahneman, a senior scholar at Princeton University and a winner of the Nobel Prize in Economic Sciences, Dan Lovallo, a professor of business strategy at the University of Sydney, and Olivier Sibony, a director in the Paris office of McKinsey & Company, write about how dangerous assumptions can creep into every strategic proposal – and how you can avoid them.
This article was first published in the June 2011 issue of Harvard Business Review.
©2011 by the President and Fellows of Harvard College, All Rights Reserved (P)2011 Audible Inc.
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