A few days after discussing the pre-mortem framework, Bruce Spurlock reflects on one of its most important lessons: organizations often spend far more time planning for success than preparing for failure. 

In this short reflection, Bruce explores why leaders naturally gravitate toward optimism, why difficult conversations become harder once momentum builds around an idea, and how structured dissent can improve decision-making without slowing progress. 

The pre-mortem is not about pessimism. It is about creating the conditions for better thinking. By imagining failure before implementation begins, leaders can surface hidden risks, challenge assumptions, and improve the quality of strategic decisions. 

Topics include: 

• Leadership and decision-making  
• Optimism bias  
• Psychological safety  
• Organizational learning  
• Strategic planning  
• Risk management  
• Dissent and innovation  
• Healthcare leadership  

A thoughtful reflection on why anticipating failure may be one of the most effective ways to improve success. 

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