By Topic

The anatomy of foresight traps [foresight management]

Sign In

Cookies must be enabled to login.After enabling cookies , please use refresh or reload or ctrl+f5 on the browser for the login options.

Formats Non-Member Member
$31 $13
Learn how you can qualify for the best price for this item!
Become an IEEE Member or Subscribe to
IEEE Xplore for exclusive pricing!
close button

puzzle piece

IEEE membership options for an individual and IEEE Xplore subscriptions for an organization offer the most affordable access to essential journal articles, conference papers, standards, eBooks, and eLearning courses.

Learn more about:

IEEE membership

IEEE Xplore subscriptions

1 Author(s)
Greenstein, Shane ; Northwestern Univ., Evanston, IL, USA

No companies ever escape foresight traps. Foresight traps are inevitable because the ingredients for them are everywhere. Every trap has a technical or commercial surprise as part of the explanation. A new environment raises unfamiliar issues with established firms. Managing uncertainty often generates conflicts within a firm. Foresight traps can arise when managers let conflict interfere with their assessment of a competitive situation. An overconfident executive can make matters worse. Good firms do their best to save confident executives from their worst instincts. These firms collect information from a variety of sources, think hard about what their rivals perceive, and spend resources guarding against outcomes that might or might not arise.

Published in:

Micro, IEEE  (Volume:25 ,  Issue: 3 )