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	<title>Comments on: Modern management theory, explained</title>
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	<link>http://www.crazymcphee.net/x/2010/06/26/modern-management-theory-explained/</link>
	<description>programming idiom and methodology</description>
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		<title>By: Robert Watkins</title>
		<link>http://www.crazymcphee.net/x/2010/06/26/modern-management-theory-explained/comment-page-1/#comment-695</link>
		<dc:creator>Robert Watkins</dc:creator>
		<pubDate>Fri, 25 Jun 2010 22:40:27 +0000</pubDate>
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		<description>Yes, it&#039;s a lovely spectrum:

* being right
* being wrong, but knowing it
* being wrong, but not knowing it
* being wrong, but not knowing it, even after it&#039;s been proven and explained to you.
* being wrong, knowing it, but just being too stubborn to admit it.

The last two are hard to distinguish.

My favourite part of that theory is how lack-of-knowledge breeds overconfidence, which in turn helps you project the confident &quot;can-do&quot; attitude that inspires trust. And earns promotions.</description>
		<content:encoded><![CDATA[<p>Yes, it&#8217;s a lovely spectrum:</p>
<p>* being right<br />
* being wrong, but knowing it<br />
* being wrong, but not knowing it<br />
* being wrong, but not knowing it, even after it&#8217;s been proven and explained to you.<br />
* being wrong, knowing it, but just being too stubborn to admit it.</p>
<p>The last two are hard to distinguish.</p>
<p>My favourite part of that theory is how lack-of-knowledge breeds overconfidence, which in turn helps you project the confident &#8220;can-do&#8221; attitude that inspires trust. And earns promotions.</p>
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