Every day, people, organizations, companies and countries make decisions with the best possible intentions in mind. However, a noble thought does not a successful deed make. Often times these decisions will go astray and end up causing more harm than good. In his new book Best Laid Plans: The Tyranny of Unintended Consequences and How to Avoid Them, William Sherden tackles this issue head-on. Setting aside the myths of human error and generic misfortune as causes for such problems, Sherden, a veteran management consultant, has identified eight specific social mechanisms which work in concert to steer decisions astray. What exactly are these reasons for even the best laid plans to go awry? How can we learn to anticipate such consequences? Is it possible to become better at making decisions and carrying out plans?
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