The ultimate form of “considering the opposite” might be what Paul Schoemaker did when he convened his colleagues at DSI—Decision Strategies International, the management consulting firm he’d founded—to discuss an important matter of business. He wanted them to make a mistake. Schoemaker, a decision researcher and consultant, was dead serious. He wanted his colleagues to help him plan and execute a deliberate mistake64, as a way of testing their assumptions about DSI’s business.
