INSEAD Library

Includes bibliographical references and index and glossary

Digitized

Ego Check Why Executive Hubris is Wrecking Companies and Careers and How to Avoid the Trap Contents Introduction xi 1. The High Stakes of Hubris 1 A Deadly Lesson in Hubris: The Case of Rob Hall 2 A Framework for Managing Hubris while Remaining Highly Confident 7 The Hallmarks of Confidence, Overconfidence, and Hubris 8 Applying the Ego Check Framework to Our Decisions 9 Acknowledging the Dual Nature of Overconfident Thinking 12 False Confidence at the American International Group: The Case of Hank Greenberg 16 Summary 21 2. A Culture of False Confidence: How We Manage Our Most Critical Decisions 23 False Confidence in Managing New Ventures: Dean Kamen and the Segway 24 False Confidence in Investing 35 False Confidence in Personal Health Management 38 False Confidence in Education Management 44 Summary 47 3. Getting Too Full of Ourselves: How Excessive Pride Fuels Executive Hubris 51 Understanding the Sources and Nature of Excessive Pride 52 Apple Computer, Inc.: A Case Study of Excessive Pride 55 Invalid Data: How CEOs Respond to Positive and Negative Data 74 Summary of Points for Avoiding and Managing Excessive Pride 84 4. Getting Out of Our Own Way: How Failing to Get the Right Help Fuels Executive Hubris 89 Getting the Right Input When Decision Making Is Centralized 91 Getting the Right Help When Decision Making Is Decentralized 110 Summary 119 5. Kidding Ourselves about Our Situation: How Failing to Ground Judgment in Feedback Fuels Executive Hubris 121 Gauging the Quality of Feedback and Our Willingness to Act on It 122 Decision Making Based on Grounded Judgment 125 Decision Making Based on Selective Judgment 128 Decision Making Based on Speculative Judgment 130 Decision Making Based on Hapless Judgment 144 Summary 149 6. Brave Rather Than Courageous: How Failing to Manage Tomorrow Today Fuels Hubris 153 A Framework for Consequence Management 155 Decision Making at Scaled Composites 159 Decision Making and Consequence Management at NASA 166 Voicing Concerns in a "Mission Accomplished" Culture 176 Summary 181 7. From False Confidence to Hubris: Jean-Marie Messier's Reign at Vivendi 183 Messier's Rising Star Explodes into Excessive Pride 185 Messier's Pride Clouds His Judgment 189 Squandered Executive Resources: Messier Fails to Heed Input and Delegate Decisions 191 Messier Kids Himself about His Situation by Dismissing Negative Feedback 193 The Final Act of Hubris: Managing Consequences with Foolish Bravado 196 Summary 199 8. Overcoming Hubris: Lessons from Michael Dell of Dell Inc. 201 Michael Dell's Grounded Pride 203 Getting the Right Help: Michael Dell Turns to Lee Walker and Kevin Rollins 210 Ensuring That Executives Use Extensive and Timely Feedback 215 Managing Tomorrow through Today's Decisions and Actions 218 Summary 222 Some Closing Comments 225 Glossary of Terms 227 Notes 229 Index 241