当领导力阻碍你的事前剖析（预演失败）时

发布于 11 月 24 日

Pre-Mortem Overview: Leadership resistance to pre-mortem shows if org prioritizes comfortable narratives over preventing failure. It's a 60-minute risk technique that surfaces problems other planning methods miss.
Risk Mitigation Magic: Traditional risk planning asks "what might go wrong," while pre-mortem assumes initiative failed. It breaks open discussions, gets real risks out, and leads to shared understanding and actions.
Basics of Pre-Mortem: In a 60-minute session, everyone writes down reasons for failure, clusters them, votes on critical ones, and digs deeper on failure details, early warnings, and prevention plans.
Objectives from Leadership Level Against Pre-Mortems:
- "We Don't Have Time for Another Workshop": It shows the org values appearance of progress over substance, not valuing 60 minutes for pressure-testing initiatives.
- "This Is Too Negative, It Will Demotivate People": It reveals confusion between optimism and competence. Motivated teams face reality and have plans, while those avoiding it are brittle.
- "We Already Manage Risk": It exposes a category error, as having a risk register is not the same as having risk awareness. Pre-mortem uses collective intelligence.
Conclusion: Leadership's objections to pre-mortem show the org prefers comfortable narratives. It indicates a cultural dysfunction deeper than risk profile. But the information can be used to make better decisions about energy investment and battles worth fighting.

阅读 99