ABSTRACT
The illusion of control is a cognitive bias that leads us to feel we have complete control over a situational outcome where, in fact, we do not. The hierarchies of traditional, stable project teams can be too inflexible and slow to see and respond to uncertainty in a prompt and effective manner. By the time ‘permission’ to act has been escalated up the hierarchy to a higher authority, the problem in question may already have spun out of control. The principles underpinning responsiveness in containing uncertainty raise some issues. The containment of uncertainty is driven by a continuous engagement with stakeholders to help contain that uncertainty. Empowerment is a crucial component of achieving a commitment to resilience, the confidence in improvising and the ability of us to harness the latent expertise.
