“1. The future is not a “point”—a single scenario that we must predict. It is a range. We should bookend the future, considering a range of outcomes from very bad to very good.     •  Investor Penstock bet on Coinstar when his bookend analysis showed much more upside than downside. • Our predictions grow more accurate when we stretch our bookends outward. 2. To prepare for the lower bookend, we need a premortem. “It’s a year from now. Our decision has failed utterly. Why?” • The 100,000 Homes Campaign avoided a legal threat by using a premortem-style analysis. 3. To be ready for the upper bookend, we need a preparade. “It’s a year from now. We’re heroes. Will we be ready for success?”     •  The producer of Softsoap, hoping for a huge national launch, locked down the supply of plastic pumps for 18 to 24 months. 4. To prepare for what can’t be foreseen, we can use a “safety factor.”     •  Elevator cables are made 11 times stronger than needed; software schedules include a “buffer factor.” 5. Anticipating problems helps us cope with them. • The “realistic job preview”: Revealing a job’s warts up front “vaccinates” people against dissatisfaction.     •  Sandra rehearsed how she would ask her boss for a raise and what she’d say and do at various problem moments. 6. By bookending—anticipating and preparing for both adversity and success—we stack the deck in favor of our decisions.”