![]() It is therefore critical to address this issue and do so in ways that make success more likely. Unmanaged excessive optimism can be harmful to the team in the long run and a reason for mistrust by the broader community. I have been in presentation s where I wish I had caught that the assessments were simply unrealistic – assessments that can haunt an otherwise amazing engineering team for decades as they can’t match the reality to the original hope. I f you look at similar initial presentations from the point of view of wisdom gained during the 5-6 years of the development of this mission, this pitch – if not challenged by facts and deep independent analysis – becomes a jump off point that leads to deep regrets and agony for years to come. If they don’t get through this buy-in phase, there is no mission! Generally, and without any bad intent, teams will tend to over-stress the benefit and under-emphasize the challenges that go into this new design. They talk about the amazing possibilities and impacts, and they talk about their elegant technical solutions. Imagine yourself in a room listening to a team that is making a presentation about a new project – a project that truly makes your heart sing. However, if someone asks me about the biggest challenge I see in developing missions to not only be technically successful, but also to be within anticipated cost and schedule, the answer may surprise many: excessive and blinding optimism. T here is no question in my mind about the crucial role that optimism plays in what we do. ![]() This is the power of optimism – bringing to life something that is much harder than it looks, and to have the resilience to continue despite the challenges.
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