planning fallacy

Some have attempted to explain the planning fallacy in terms of impression management theory.

Pretending I wouldn't have any interruptions to my work was a typical illustration of the planning fallacy.

Beside, this research is not new; a lot has been written on monitoring, self-regulation, the planning fallacy and so forth.

One source of procrastination is the planning fallacy, where we underestimate the time required to analyze research.

The planning fallacy is the tendency to overestimate benefits and underestimate costs, impelling people to take on risky projects.

Factors that have been demonstrated to be important are: Wishful thinking, anchoring, planning fallacy and cognitive dissonance.

Ignorance might also affect procrastination through what the social scientist Jon Elster calls "the planning fallacy."

According to this definition, the planning fallacy results in not only time overruns, but also cost overruns and benefit shortfalls.

The planning fallacy describes the tendency for people to overestimate their rate of work or to underestimate how long it will take them to get things done.

The term planning fallacy for this effect was first proposed by Daniel Kahneman and Amos Tversky.

The planning fallacy is a tendency for people and organizations to underestimate how long they will need to complete a task, even when they have experience of similar tasks over-running.

This illustrates a defining feature of the planning fallacy; that people recognize that their past predictions have been over-optimistic, while insisting that their current predictions are realistic.

"My intuitive thinking is just as prone to overconfidence, extreme predictions, and the planning fallacy"-a tendency to underestimate how long it will take to complete a task-"as it was before I made a study of these issues," he writes.