The Entrepreneurial Agenda by Robb Mandelbaum
A New York Times bestseller, The Breakthrough Company, published by Crown/Random House, is available at Amazon.com.
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July 21, 2008
Maybe Second-Guessing Yourself Isn't Such a Bad Idea
Posted at 10:47 AM
James Surowiecki's 2004 book, The Wisdom of Crowds, suggested that the more minds you have working on a problem, the better the solution they produce. For example, if a large number of people were asked to guess the distance between Salinas, California and Geneva, New York, averaging their responses would yield a result closer to the actual distance than any of their individual estimates.
Now, a couple of researchers from MIT and UC San Diego have found that, when people are asked to estimate an unknown value a second time, the average of their two guesses is more accurate than their first guess. Psychologists had assumed that, when individuals are asked to estimate an unknown value, they would make their most accurate guess first. To have them guess again, it was assumed, would yield a less accurate guess. And thus, if you averaged the two guesses, the average would be less accurate than the first guess.
Vul and Pasher recruited 428 participants and asked them eight questions from the World Factbook (i.e. "What percentage of the world's airports are in the United States?"). Half the participants were then asked to make a second guess immediately after the first. The other half were asked to make a second guess three weeks later. For both groups, the average of the two estimates was more accurate than either of the estimates alone. Those who were asked for a second guess immediately after the first improved their accuracy by 6.5%. Those asked for a second guess three weeks later improved by 16% (perhaps this second improvement is due to ensuing Google-fever?).
In my book, The Breakthrough Company, I found that companies that developed strategy iteratively -- returning each quarter to key questions about the company's position and path -- adapted more quickly and typically outperformed their competitors. Here's more evidence that second-guessing yourself isn't such a bad thing after all.




When I read "The Entrepreneurial Mindset" by Rita Gunther McGrath and Ian MacMillan for a MBA strategy class, the biggest takeaway from the book was their concept of discovery-driven planning. The concept is so simple - try something, measure how it works, and change your plan based on what you learn.
Why do so many businesses plan for a single scenario? A smart business will manage risk in a way to adapt for a number of different scenarios. The businesses that cannot adjust to changing conditions are the ones that fail. Given what we know about the future (namely, we don't know that much about the future), it seems prudent that businesses would want to plan for several different variables.
While some may claim that planning for different scenarios may cause a loss of focus, I would rather lose some focus and adapt than place all of my bets on a single number.
Dallon Christensen
President/Founder
Beacon Business Consulting
http://beaconblog.beaconbusinessconsulting.com
No, the improvement 3 weeks later is not likely due to "ensuing Google Fever"; the evidence against that is explained here:
http://www.edvul.com/crowdwithin.php
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