Picture this: You're in a conference room with 23 executives, everyone has perfect PowerPoint presentations, engineering milestones are ahead of schedule, and you're about to sign off on a $25 million bet that feels like a sure thing.
That was the scene at HP when we were developing the Envy 133—the world's first 100% carbon fiber laptop. Everything looked perfect: engineering was ahead of schedule, we projected a $2 billion market opportunity, and the presentations were flawless.
Six weeks after launch, Apple shifted the entire thin-and-light laptop market, and our “sure thing” became a $25 million cautionary tale about decision-making.
Here's what I discovered: Your people aren't lying to you—they're protecting you. Every layer of management unconsciously filters out inconvenient truths. We had two massive blind spots:
Information in organizations goes through more filters than an Instagram photo. Each management layer edits out inconvenient truths—not from malice, but from basic human psychology. People want to be helpful, to be problem-solvers, to avoid being bearers of bad news.
I started treating information like a scientist treats data, using three temperature checks:
Technique 1: Pre-Mortem Confessions
Anonymous submission of biggest fears before major decisions. Read aloud without attribution to remove per
Published on 2 months, 1 week ago
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