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The Moscow rules are rules-of-thumb said to have been developed during the Cold War to be used by spies and others working in Moscow.. The rules are associated with Moscow because the city developed a reputation as being a particularly harsh locale for clandestine operatives who were exposed.
Double-loop learning is used when it is necessary to change the mental model on which a decision depends. Unlike single loops, this model includes a shift in understanding, from simple and static to broader and more dynamic, such as taking into account the changes in the surroundings and the need for expression changes in mental models. [3]
For example, Judge Richard Posner once remarked that falsus in uno was a "discredited doctrine" based on "primitive psychology". This assertion was not made in relation to fraudulent documentation or a "material" inconsistency; rather, it was based on what the court characterizes as "innocent mistakes, trivial inconsistencies, and harmless ...
Obama paused and smiled, seemingly aware of the mistake. He then retook the oath the following day out of an "abundance of caution" -- inviting Roberts to the White House the next day.
Disagree and commit is a management principle that individuals are allowed to disagree while a decision is being made, but that once a decision has been made, everybody must commit to implementing the decision. Disagree and commit is a method of avoiding the consensus trap, in which the lack of consensus leads to inaction.
We Can't Make the Same Mistake Twice is a 2016 Canadian documentary film by Alanis Obomsawin about the First Nations activist Cindy Blackstock and her court case against the federal government of Canada for underfunding social services to children living on First Nations reserves.
When it comes to making decisions about retirement, even the experts can make mistakes. An 81-year-old economist spent decades giving Americans retirement advice — but even she still made 2 big ...
Employees who experience robustly downloaded decisions are more than twice as likely to be supportive of the decision compared to those who are forced to cope with a remedially downloaded one. Robustly downloaded decisions engender greater employee job satisfaction, commitment to the organization, and identity with the organization than either ...