Coaching practices for Pre Mortem Planning
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Pre Mortem Planning, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I keep putting off the things I say matter most as if I have unlimited time, and I’m losing days to small grievances and "somedays"
- I’m about to commit to this timeline and on paper it all looks fine, but I have a nagging feeling I’m glossing over the ways it could go sideways because admitting them now feels like talking myself out of it before I’ve even started.
- When I ask myself "what could go wrong with this plan," I either draw a blank or come up with one vague worry
- I’m about to commit to this plan and on paper it looks solid, but a quiet part of me suspects I’m too sold on it to see the holes
- I’m about to commit real time and money to this plan, and it looks solid
Practices that may help
- The Pre-Mortem: Imagine It Already Failed
A pre-mortem, developed by psychologist Gary Klein, has a team imagine that a plan has already failed and then work backward to explain why — before any work begins. The technique exploits "prospective hindsight": research found that imagining an outcome as a certainty makes people generate more, and more specific, reasons for it, surfacing risks that ordinary risk assessment misses. - Memento mori as the ultimate premeditation
Premeditate the final loss — your own death — as a clarifier of what actually matters now.
Premeditatio Malorum, in Depth - Run a premortem before committing
Imagine the project has already failed and work backwards to find why.
The Planning Fallacy — Why Your Estimates Are Always Wrong - Run the basic pre-mortem
Assume the plan failed, then have everyone write down why.
The Pre-Mortem: Imagine It Already Failed - The premortem (imagine the project already failed)
Before starting, assume the plan has already failed and ask why — then fix it now.
Premeditatio Malorum, in Depth - Run a pre-mortem before committing to a plan
Imagine the plan has already failed and ask what went wrong.
Confirmation Bias: Seeing What You Expect to See - Run a pre-mortem from the outside-view perspective
Imagine the project has failed — then ask which base-rate failure type caused it.
The Outside View - Separate the planning session from the execution day
Do your planning in a dedicated session, never on the day you intend to start.
The Planning Fallacy — Why Your Estimates Are Always Wrong - Run a pre-mortem to interrupt forward narrative construction
Before committing to a plan, imagine it failed completely — then generate the most plausible story of why.
The Narrative Fallacy: Why We Can’t Stop Making Stories - Memento Mori: Using Mortality Awareness to Focus What Matters
Memento mori — "remember you will die" — is the Stoic practice of keeping mortality in view as a clarifier: trivial concerns shrink and important ones become urgent when measured against a real deadline. Used well, it sharpens values and action; used badly, it slides into death anxiety. The psychological evidence is genuinely mixed — mortality awareness can produce either defensiveness or value-driven clarity depending on the person and how the awareness is held.
Related concerns
- Planning Premortem
A pre-mortem, developed by psychologist Gary Klein, has a team imagine that a plan has already failed and then work backward to explain why — before any work begins. The technique exploits "prospective hindsight": research found that imagining an outcome as a certainty makes people generate more, and more specific, reasons for it, surfacing risks that ordinary risk assessment misses.
- How To Run A Pre Mortem
A pre-mortem, developed by psychologist Gary Klein, has a team imagine that a plan has already failed and then work backward to explain why — before any work begins. The technique exploits "prospective hindsight": research found that imagining an outcome as a certainty makes people generate more, and more specific, reasons for it, surfacing risks that ordinary risk assessment misses.
- Imagine Failure Before Starting
Balance failure analysis with an equally concrete picture of what success requires.
Pair the pre-mortem with a clear success vision
- Premortem Analysis
A pre-mortem, developed by psychologist Gary Klein, has a team imagine that a plan has already failed and then work backward to explain why — before any work begins. The technique exploits "prospective hindsight": research found that imagining an outcome as a certainty makes people generate more, and more specific, reasons for it, surfacing risks that ordinary risk assessment misses.
- Premortem Process
A pre-mortem, developed by psychologist Gary Klein, has a team imagine that a plan has already failed and then work backward to explain why — before any work begins. The technique exploits "prospective hindsight": research found that imagining an outcome as a certainty makes people generate more, and more specific, reasons for it, surfacing risks that ordinary risk assessment misses.
- Premortem Technique
A pre-mortem, developed by psychologist Gary Klein, has a team imagine that a plan has already failed and then work backward to explain why — before any work begins. The technique exploits "prospective hindsight": research found that imagining an outcome as a certainty makes people generate more, and more specific, reasons for it, surfacing risks that ordinary risk assessment misses.
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