????《左腦右物：領(lǐng)導(dǎo)者如何做出致勝?zèng)Q策》(Left Brain, Right Stuff: How Leaders Make Winning Decisions)，作者：菲爾?羅森茨維格

????羅森茨維格詳細(xì)區(qū)分了人類的幾種傾向：過(guò)度精準(zhǔn)（“相信我們的估計(jì)或預(yù)測(cè)比事實(shí)更加準(zhǔn)確”）；過(guò)高估計(jì)（“堅(jiān)信我能夠更好，或者更快地做某件事，但自己其實(shí)并不具備這種能力”）；過(guò)高定位（“堅(jiān)信我們比其他人更優(yōu)秀”）。這些傾向聽起來(lái)很糟糕，但對(duì)于一位管理者來(lái)說(shuō)，有點(diǎn)過(guò)度自信或許大有裨益。一方面，我們應(yīng)該避免過(guò)度精準(zhǔn)，這樣我們就能夠做出更加清醒的估計(jì)。另一方面，過(guò)高估計(jì)可以驅(qū)使領(lǐng)導(dǎo)者致力于更高的目標(biāo)。羅森茨維格說(shuō)：“相信自己能夠比從前跑得更快一些，可以幫助你做得更好。”

????Left Brain, Right Stuff: How Leaders Make Winning Decisions, by Phil Rosenzweig

????Rosenzweigdistinguishes between a few human tendencies: overprecision (the tendency to "believe that our estimates or projections are more accurate than they turn out to be”), overestimation (a "belief that I can do something better, or maybe faster, than I really can") and overplacement (the "belief we are better than others"). These sound bad, but for manager, a little overconfidence can go a long way. While we should avoid overprecision so that our estimates can be clearheaded, overestimation can prompt leaders to aim higher. Says Rosenzweig: “Believing you can run a bit faster than you’ve ever gone before can help you do better.”