Part 3/10:
The planning fallacy, a term coined by psychologist Daniel Kahneman, illustrates the universal tendency of individuals and organizations to be overly optimistic about their ability to predict future outcomes. They're often inadequate at estimating the time and resources needed for projects. In contrast, successful leaders assert that only through action—drawing insights from actual operations—can true understanding and improvement occur. This philosophy of speed prioritizes feedback loops that allow teams to gauge customer reactions and adapt rapidly.