executives in line and in the project, run again the risk in the ancient and powerful if-then pattern. To prevent this, to remain so even in complex and uncertain situations permanently capable of making decisions, it is worth following "traps" to keep in view ( Dörner [2008]):
- ISO knock settings lead to be processed in complex situations, the goal and hypotheses only the issues you already know. The experience and knowledge proves to be not as positive basis to open up new, but as screening mechanism.
- The best forecast is the trend . It is closed from now until tomorrow, without examining whether key variables behave really stable.
- The Central idea assumed that everything depends on a powerful single variable ("we would have passed this test successfully, everything would have been different"). The complexity is reduced in a spectacular step to a single causal relationship.
- Magic hypotheses are the twins of the central idea. They make it easy to make different hypotheses, because they stop at a "better" hypothesis. These hypotheses are clear and convey the impression: "Yes, it must be! Must work it! "
- Friktionismus is one of the classic rash complexity reduction: "We have tried many times - that's not here!", Is heard then. Impossibilities, limitations, and the Radio Yerevan attitude: "In principle yes, but .." determine the scene.
- When generalization local experience has a fundamentally more appropriate mechanism, namely the transfer of positive experiences in a new context. It is, however, be suspicious if they experience as general force and effect is postulated. Even if a hypothesis successfully under laboratory conditions, it does not mean that in other situations not entirely unexpected feedback at work.
and of course
- The ad hoc activity is probably the most common risk of relapse. Here, the project manager will be "caught" by its maker qualities - with the motto: "There is much to do, let's get" The Plan employs one then do not even
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