????《左腦右物：領導者如何做出致勝決策》(Left Brain, Right Stuff: How Leaders Make Winning Decisions)，作者：菲爾?羅森茨維格

????羅森茨維格詳細區分了人類的幾種傾向：過度精準（“相信我們的估計或預測比事實更加準確”）；過高估計（“堅信我能夠更好，或者更快地做某件事，但自己其實并不具備這種能力”）；過高定位（“堅信我們比其他人更優秀”）。這些傾向聽起來很糟糕，但對于一位管理者來說，有點過度自信或許大有裨益。一方面，我們應該避免過度精準，這樣我們就能夠做出更加清醒的估計。另一方面，過高估計可以驅使領導者致力于更高的目標。羅森茨維格說：“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.”