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Publisher's Summary

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.

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©2011 by the President and Fellows of Harvard College, All Rights Reserved (P)2011 Audible Inc.

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I'm sure there may be more accurate cases to exemplify each of the steps in the decision making process. Thanks.

0 of 2 people found this review helpful