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Errors and Mistakes in Surveying01:19

Errors and Mistakes in Surveying

Errors and mistakes in surveying refer to inaccuracies in measurements and data recording. The errors are deviations from the actual value caused by human sensory limitations, equipment flaws, or environmental effects. These errors are typically unintentional and can result from the inherent imperfections in the instruments used, atmospheric conditions, or the observer’s inability to perceive exact measurements. On the other hand, mistakes are caused by the surveyor's lack of attention,...
Common Leveling Mistakes and Errors01:17

Common Leveling Mistakes and Errors

A survey team is tasked with determining the elevation difference between points Point A and Point B, separated by uneven terrain. They use a leveling instrument and a leveling rod.Common MistakesMisreading the Rod: During a backsight reading at Point A, the instrumentman observes the rod partially obscured by tall grass. Instead of reading 1.135 m, they mistakenly record 1.735 m due to the misalignment of the crosshair with the wrong graduation. This error adds 0.600 m to all subsequent...
Hindsight Biases01:12

Hindsight Biases

Hindsight bias leads you to believe that the event you just experienced was predictable, even though it really wasn’t. In other words, you knew all along that things would turn out the way they did. Can you relate this to the phrase "Hindsight is 20/20" now?
Impression Management Techniques III: Aligning Actions01:29

Impression Management Techniques III: Aligning Actions

Aligning actions are communicative strategies individuals employ to maintain social harmony and preserve personal identity in the face of potential disruptions to social norms. These actions are particularly important in managing social impressions when one's behavior might be seen as inappropriate, incompetent, or morally questionable.Types of Aligning ActionsThe three principal types of aligning actions are disclaimers, accounts, and apologies.DisclaimersDisclaimers are preventive; they are...
Errors in Taping01:18

Errors in Taping

Errors in taping arise from multiple factors that can significantly impact measurement accuracy in surveying. Misalignment of the tape, often due to human error, is one primary source. A skilled rear tapeman, using a telescope, can help correct alignment by guiding the head tapeman; however, human limitations still lead to small inaccuracies. These errors may include misplacement of pins or inaccurate tape readings due to common visual confusions, such as mistaking a six for a nine. Such...
Beck's Cognitive Therapy01:25

Beck's Cognitive Therapy

Cognitive therapy is a psychological approach designed to address distortions in thinking, which can lead to negative emotions and unrealistic beliefs. These cognitive distortions often influence how individuals interpret and respond to situations, exacerbating emotional distress. Below are some prevalent cognitive distortions, their characteristics, and examples of how they manifest in thought processes.
Arbitrary Inference
Arbitrary inference involves making conclusions without sufficient...

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Related Experiment Video

Updated: Jun 9, 2026

Errors as a Means of Reducing Impulsive Food Choice
07:07

Errors as a Means of Reducing Impulsive Food Choice

Published on: June 5, 2016

Four mistakes leaders keep making.

Robert H Schaffer1

  • 1Schaffer Consulting, Stamford, Connecticut, USA. rschaffer@schafferresults.com

Harvard Business Review
|September 9, 2010
PubMed
Summary
This summary is machine-generated.

Senior managers often fall into behavioral traps that hinder organizational change. Overcoming these requires conducting small, personal experiments to achieve tangible results and demonstrate clear links between actions and outcomes.

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Last Updated: Jun 9, 2026

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Published on: June 5, 2016

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09:45

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Area of Science:

  • Organizational Behavior
  • Management Science
  • Behavioral Economics

Background:

  • Senior managers frequently encounter significant challenges when implementing organizational change.
  • Four common behavioral traps impede the success of change initiatives, often stemming from ego protection and anxiety avoidance.

Purpose of the Study:

  • To identify and describe four prevalent behavioral traps that hinder organizational change.
  • To propose a strategy for executives to overcome these identified behavioral traps.

Main Methods:

  • The study identifies four key behavioral traps: failing to set expectations, excusing subordinates from overall goals, flawed expert contracts, and allowing overpreparation.
  • It proposes conducting small, personal experiments as a method to confront and overcome these traps.

Main Results:

  • Experiments involving targeted improvements with clear, measurable goals and accountability led to successful outcomes.
  • An iron plant successfully addressed quality problems within 100 days by implementing five targeted experiments.

Conclusions:

  • Small-scale, rapid experiments are an effective strategy for overcoming managerial behavioral traps in organizational change.
  • This approach allows for tangible results, minimizes failure risk, and clearly links actions to outcomes, ultimately facilitating successful change.