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Bias Busters Collection

It happens to the best of us. We don’t realize that some of our decisions are affected by cognitive and organizational biases. Our new Bias Busters series presents articles on the most common biases and ways you can address them.
Article - McKinsey Quarterly

Bias busters: Getting both sides of the story

– How can the CEO break employees’ silence and get the critical input needed to make the right strategic moves?
Article - McKinsey Quarterly

Bias busters: Knowing when to kill a project

– You’re keen on encouraging innovation and letting a thousand flowers bloom, but how do you sort the weeds from the seeds?
Article - McKinsey Quarterly

Bias busters: Premortems: Being smart at the start

– Conducting a premortem can help teams anticipate project failure—and head it off at the pass.
Article - McKinsey Quarterly

Bias busters: Up-front contingency planning

– Avoid throwing good money after bad by developing “contingent road maps”—plans for updating your investment strategy based on unbiased feedback from the market.
Article - McKinsey Quarterly

Bias busters: Pruning projects proactively

– Companies hang on too long to underperforming assets. Continual pruning can help them avoid significant losses.
Article - McKinsey Quarterly

Bias busters: Resisting the allure of ‘glamour’ projects

– Don’t starve maintenance projects of funds.
Article - McKinsey Quarterly

Bias busters: Being objective about budgets

– Anchoring bias can hold back the budgeting process, influencing your targets despite your best efforts. Address it and refocus difficult conversations.

AUTHOR INTERVIEW

Tim Koller on “project killers”

Tim Koller
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Audio
The Bias Buster coauthor explains why you need to be proactive about killing underperforming projects. Audio posted with permission from CBC Radio.