Dunning-Kruger effect: the least competent people often believe they are the most competent because they lack the very expertise needed to recognize how badly they’re doing.
Somewhere in the waves of change, you will have to attack the sturdy silos and difficult politics or you won’t create a twenty-first century organisation. – Kotter and Cohen
“Intelligent individuals learn from every thing and every one; average people, from their experiences. The stupid already have all the answers." — Socrates
Die Überraschung ist sogar der Grund, weshalb es Führung gibt. Für den Alltag reicht Management. Aber in der Krise/Veränderung brauche ich jemanden, auf den ich mich verlassen kann, der sich festlegt, entscheidet. (Reinhard Sprenger)
Pre-Mortem: ask planners/executives to imagine that it is months into the future and that their plan has been carried out. And it has failed. That is all they know; they have to explain why they think it failed.
Eva Menasse sieht die Öffentlichkeit vor dem Zerfall: “Die vielgerühmte Freiheit, dass sich jeder zu allem äussern kann, schafft die gefährliche Illusion, dass das Aushalten anderer Meinungen nicht mehr nötig ist.”