Avoiding the Pitfalls of Uniqueness Bias in Project Management
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Chapter 1: Understanding Uniqueness Bias
In project management, the phenomenon known as uniqueness bias can lead to significant challenges. Managers often perceive their projects as more distinct than they truly are. This cognitive bias, first identified by psychologists, describes the inclination of individuals to view themselves as more exceptional compared to others, such as being healthier, smarter, or more attractive (Suls and Wan 1987, Suls et al. 1988, Goethals et al. 1991).*
This concept was further explored in project management by Flyvbjerg (2014: 9), who articulated uniqueness bias as the tendency for planners and managers to regard their projects as singular. Although this bias is prevalent across various fields, it carries particular weight in project management, where professionals are often predisposed to consider their projects as one-of-a-kind.
When leading a project, if you overhear your team members referring to it as unique, it's essential to address this perception. The Project Management Institute (PMI 2017: 4) defines a project as "a temporary endeavor undertaken to create a unique product, service, or result," thereby emphasizing uniqueness as a core characteristic. Similarly, the UK-based Association for Project Management (APM 2012) highlights uniqueness in its definition as well.
However, it's critical to recognize that while a project may be unique in its specific context—such as California's first high-speed rail line—it is not truly one-of-a-kind when considering similar projects undertaken globally.
In essence, while uniqueness bias may seem rooted in truth, it can cloud judgment and impede learning. Managers may mistakenly believe they cannot gain insights from past projects, leading to overconfidence and an underestimation of risks. Research in IT project management (Flyvbjerg and Budzier 2011, Budzier and Flyvbjerg 2013) suggests that those who perceive their projects as unique tend to perform worse than their counterparts.
Uniqueness Bias and Learning Challenges
Uniqueness bias can severely restrict learning opportunities. For instance, while a project may be viewed as unique within its geographical and temporal context, the existence of similar projects worldwide provides a wealth of data and lessons that can be beneficial. Often, project managers fail to seek insights from past experiences, becoming entrenched in a mindset that reinforces localism bias—the tendency to equate local uniqueness with global uniqueness.
This perspective can lead to a dismissive attitude towards the “outside view,” which involves evaluating a project against the outcomes of similar completed projects. When managers rely solely on their internal perspective, they risk overlooking the myriad of potential challenges, including the elusive “unknown unknowns.”
As observed by Kahneman (2011: 247), the inside view tends to dominate, emphasizing specific project details at the expense of broader learning. The outside view, however, incorporates the lessons learned from previous endeavors, offering a more comprehensive understanding of potential risks.
The Apollo Program and Uniqueness
Consider NASA's approach to the Apollo program. Critics argued that the mission to land the first human on the moon was unique. However, NASA countered this notion, insisting that the necessary knowledge and resources were already available, thereby negating the need for a completely original approach (Webb, 1969).
This example illustrates how even monumental projects can fall victim to uniqueness bias. It is essential for project leaders to recognize that while projects may be unique in a local sense, they are rarely unique in a global context.
Conclusion: Embracing Commonalities
Ultimately, while projects may have unique aspects, it is important to acknowledge the commonalities that exist across various initiatives. Uniqueness bias can lead to misunderstandings about project risks and hinder effective learning from other projects. Good project leaders understand the value of this shared knowledge and actively seek insights from past projects to enhance their own success.
To avoid the pitfalls of uniqueness bias, project managers must cultivate an awareness of similarities and apply lessons learned from other projects, ensuring a more informed and effective approach to project management.
The first video, "False Uniqueness - Exploring Cognitive Biases," dives into the concept of uniqueness bias and its implications in decision-making processes.
The second video, "What is False Uniqueness Bias? [Definition and Example]," provides a clear definition and real-world examples of false uniqueness bias in action.