Performance in Planning: Processes, Requirements, and Errors

By Michael D. Mumford, Rosemary A. Schultz, Judy R. Van Doorn. 2001

157 citations recorded by the source corpus.

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

LBS Research Online (2021, unknown): “This result suggests that in general our measure of impressions may understate the extent to which women were not shown our ad.”
Social Innovation: Enhancing Creative Performance Through Causal Analysis (2007, background): “Although it is not surprising that people invest more in the active analysis of causes in less familiar domains, due to difficulty and ambiguity (Mumford, Schultz, & Van Doorn, 2001 ; O'Hara & Payne, 1998 ), this statement should not be taken to imply that people are incapable of generating origin”
Evaluative Aspects of Creative Thought: Errors in Appraising the Implications of New Ideas (2006, background): “…to have available and apply idealized cases or scenarios leading to optimistic appraisals of resource requirements, outcomes, and likely acceptance (Mumford et al., 2001; Mumford, Schultz, & Osburn, 2002)—a tendency likely to be exacerbated by virtue of personal involvement with both the idea and…”
Creativity and Planning: Training Interventions to Develop Creative Problem-Solving Skills (2006, background): “The problems identified through planning not only make it possible for people to formulate backup plans and monitor progress (Mumford et al., 2001); they may spur idea generation as people search for ways to remediate anticipated difficulties.”