Although scope creep can arise independently of cognitive biases, the role of cognitive biases in scope expansion is powerful, because cognitive biases influence our decisions without our knowing. And among the most insidious of these biases is confirmation bias. Confirmation bias affects the objectivity of the evidence-gathering process, and then once evidence is presented, it affects our ability to weigh evidence objectively. Under the influence of confirmation bias, we tend to:
- Seek evidence that supports our preconceptions
- Avoid seeking evidence that conflicts with our preconceptions
- Give preferential weight to confirmatory evidence
- Reject or discount disconfirming evidence
For example, when considering adding features to a planned product — features we favor — we tend to examine critically projections of cost and schedule that predict trouble. By contrast, we tend to examine less critically any rosy sales projections. When considering combining two projects located at different sites, people who favor the combination tend to accept projections of cost savings less critically than they would treat cost or schedule projections indicating problems arising from merging the projects and relocating one of them.
Here are four indicators that confirmation bias might be driving a scope expansion decision.
- Political rivalry and feuds
- One political actor might use scope expansion to attack a rival by acquiring responsibility for efforts that are the responsibility of the rival. The intense emotions that typically underlie such plots are fertile ground for confirmation bias.
- Masking past offenses and performance issues
- When an effort faces financial or schedule trouble, expanding its scope to enable it to acquire a healthier sibling effort can conceal much of its trouble, especially if resources from the healthy effort can be harvested to repair or disguise the problems of the troubled effort. The fears that accompany such situations make decision makers vulnerable to confirmation bias.
- Absence of disconfirmation indicators
- For efforts we Any high-impact organizational
decision probably ought to also
include anti-goals that, if met,
trigger questioning the
wisdom of that decisionundertake, we usually define success as achieving specific goals. But any high-impact organizational decision probably ought to also include anti-goals that, if met, trigger questioning the wisdom of that decision. For example, if we don't satisfy condition C by date D, we will revisit the decision; or if a competitor enters the market before date D, we will reconsider the decision. When goals are clear, but anti-goals are missing, poorly defined, or ignored, confirmation bias might be playing a role.
- Reliance on anecdotal "evidence"
- Anecdotes can illustrate — nothing more. They contain no information about the prevalence of the mechanisms they exemplify. Proponents of a scope expansion can use anecdotes to illustrate their arguments, but when they fail to offer estimates of the importance of the phenomena the anecdotes illustrate, the use of anecdotes suggests the effects of confirmation bias. See "The Power and Hazards of Anecdotes: I," Point Lookout for December 31, 2014, for more.
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More articles on Project Management:
- Finger Puzzles and "Common Sense"
- Working on complex projects, we often face a choice between "just do it" and "wait, let's
think this through first." Choosing to just do it can seem to be the shortest path to the goal,
but it rarely is. It's an example of a Finger Puzzle.
- Status Risk and Risk Status
- One often-neglected project risk is the risk of inaccurately reported status. That shouldn't be surprising,
because we often fail to report the status of the project's risks, as well. What can we do to better
manage status risk and risk status?
- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
- Projects as Proxy Targets: II
- Most projects have both supporters and detractors. When a project has been approved and execution begins,
some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
- Wishful Interpretation: I
- Wishful thinking comes from more than mere imagination. It can enter when we interpret our own observations
or what others tell us. Here's Part I of a little catalog of ways our wishes affect how we interpret
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- And on March 28: Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration. Available here and by RSS on March 28.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.