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The planning fallacy is a phenomenon in which predictions about how much time will be needed to complete a future task display an optimism bias and underestimate the time needed. This phenomenon sometimes occurs regardless of the individual's knowledge that past tasks of a similar nature have taken longer to complete than generally planned.
Ludic fallacy – failing to take into account that non-regulated random occurrences unknown unknowns can affect the probability of an event taking place. [41] Lump of labour fallacy – the misconception that there is a fixed amount of work to be done within an economy, which can be distributed to create more or fewer jobs. [42]
Information overload (also known as infobesity, [1] [2] infoxication, [3] or information anxiety [4]) is the difficulty in understanding an issue and effectively making decisions when one has too much information (TMI) about that issue, [5] and is generally associated with the excessive quantity of daily information. [6]
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Take actions which increase the amount of work that can be done in the future. Circle back Discuss later [1] Circle the wagons: Defensive strategy to provide time to plan or produce a better solution Cover all directions of the compass Ensure the product specification covers everything Create the storyboard Outline what the solution will look like
Management control can be defined as a systematic torture by business management to compare performance to predetermined standards, plans, or objectives to determine whether performance is in line with these standards and presumably to take any remedial action required to see that human and other corporate resources are being used most ...
Control freak is a colloquialism that is usually employed to describe a person obsessed with performing tasks in a way that they perceive as correct. A control freak can become distressed when someone causes a deviation in the way that they prefer to perform tasks. [ 1 ]
This mistake occurs when currently available information is incorporated when evaluating a past decision. To avoid the influence of outcome bias, one would evaluate a decision by ignoring information collected after the fact and focusing on what the right answer is, or was at the time the decision was made.