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Why I Don’t Want a Red Team Messing with My Plan

Let’s pretend that I’m a stubborn, arrogant decision maker. My stakeholders are pressuring me to red team my current plan. The last thing I want is a red team nosing around in my business, so I decide to list the reasons why I think it’s a bad idea. (Of course, this list is just for me; I would never share it with the stakeholders.) Here’s what I’ve come up with so far:

  • I already know I’m right. (I usually am, and even when I’m not, I can still show how I was right by changing the context of the debate.)
  • My opponents are manifestly incompetent. (And I, of course, am manifestly competent.)
  • I have plenty of time to adjust my plan if necessary. (After all, my opponents are manifestly incompetent.)
  • I’ve already invested too much in the current plan. (And it’s a very good plan.)
  • I’m afraid of what the answer might be. (What if I missed something? It’s unlikely but possible … )
  • I don’t want a red team messing with my operations. (What if they break something while they’re testing it?)
  • If the red team’s recommendations differ from my current plan, it’s better that I don’t know. (Then I can claim ignorance.) [quickly scratched out]
  • I might have something to hide. (Just kidding …) [even more quickly scratched out]
  • In the end, my stakeholders won’t support any change in the agenda, schedule, or budget. (Besides, it took me long enough to get them all on board.)
  • I don’t have enough time. (We’re already behind schedule.)
  • I don’t have enough money. (We’re already over budget, and I need a reserve in case something goes wrong.)
  • I don’t know where to find a red team I can trust. (Red teamers seem to have an unreasonable desire to get at the “truth,” whatever that may be!)
  • Things are moving too fast. By the time the red team finishes its assessment, events will have overtaken it. (A red team will just slow me down. I can react faster without them.)
  • A red team will just introduce confusion and disagreement. We need unity right now. (And if things do go wrong, it’ll be a lot easier to explain why we didn’t have time for a red team than it will be to explain why I didn’t listen to it.)
  • It’s not really about the plan anyway; it’s about [another issue]. The plan is just a red herring. (I’m playing a hypergame.)

Help me out here. There must be more reasons …