Journal of Management Information Systems
Stress dynamics of information systems managers: a contingency model
Journal of Management Information Systems
The application of job rotation in end user computing: toward a model for research and practice
Journal of End User Computing
An examination of the correlates of burnout in information systems professionals
Information Resources Management Journal
Occupational stress, attitudes, and health problems in the information systems professional
Communications of the ACM
How to turn around `turnover culture' in IT
Communications of the ACM - Ontology: different ways of representing the same concept
Motivating and Managing Computer Personnel
Motivating and Managing Computer Personnel
Role conflict and ambiguity: Critical variables in the MIS user-designer relationship
SIGCPR '80 Proceedings of the seventeenth annual computer personnel research conference
Journal of Management Information Systems
The effects of time pressure and completeness of information on decision making
Journal of Management Information Systems
Reluctance to report reality in troubled technology projects
Strategies for managing IS/IT personnel
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We define limited-perspective bias (LPB) as a human tendency to overestimate the completeness of what we know and to act on our own (limited) perspective of what is important. This bias contributes to ineffective decision-making, especially in the IT arena. Elements of interdependence, uncertainty, ambiguity, role incompatibility, and a deadline-driven work pace set the stage for occurrences of LPB in IT. To aid in our understanding and awareness of LPB, we examine its occurrence within two contemporary IT contexts (technology implementation projects and retention of IT professionals), discussing ways in which LPB can create problems and, more importantly, ways to minimize LPB. We conclude by summarizing the basic pattern of our advice for managing limited-perspective bias in IT.