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The Illusion of Control: How Overconfident Leaders Make Fatal Mistakes
Manage episode 498899592 series 3591216
This week, we continue with our discussion on overconfidence and explore how even the most experienced leaders can fall prey to the illusion of control. From the Chernobyl disaster to modern-day boardrooms, we’ll talk about the subtle ways overconfidence can distort leadership judgment.
Drawing on real-world examples such as the Deepwater Horizon incident and startup failures, we examine how success often breeds a false sense of certainty. We explore the planning fallacy, the inside view, and how ignoring base rates can lead to missed deadlines, bloated budgets, and strategic misfires.
If you're leading a team, managing growth, or navigating uncertainty, this episode will challenge you to pause and reflect: where might your confidence be outpacing reality? And who around you is bold enough to challenge your assumptions? Let’s talk!
In this episode:
- Introduction to overconfidence in leadership
- The illusion of control: the Chernobyl disaster example
- Other real-world examples of overconfidence
- The planning fallacy and overestimation
- Final thoughts on the illusion of control
Order The Mammoth in the Room: https://mammothleadershipsciences.com/book/
Resources:
Moore, D. A., & Healy, P. J. (2008). The Trouble with Overconfidence. Psychological Review, 115(2), 502–517.
Kahneman, D., & Tversky, A. (1979). Intuitive prediction: Biases and corrective procedures. Management Science, 12(1), 313–327.
Langer, E. J. (1975). The illusion of control. Journal of Personality and Social Psychology, 32(2), 311–328.
Vaughan, D. (1996). The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA. University of Chicago Press.
Turner, B. A. (1978). Man-Made Disasters. Wykeham Publications.
Get in Touch:
Website: https://www.mammothleadershipsciences.com
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