Instead of analysing actions, checking through the consequences of those actions and chatting through the decisions made, leaders too often rely on impulsive decision-making – and this is when hubris can set in.
This describes almost every decision-maker I've ever met in a corporate setting
"Instead of analysing actions, checking through the consequences of those actions and chatting through the decisions made, leaders too often rely on impulsive decision-making – and this is when hubris can set in."