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Guide to decision making : getting it more right than wrong /
A comprehensive look at decision-making practices and what can be done to eradicate errors Designed to help companies in any industry make fewer mistakes, The Economist Guide to Decision Making is an in-depth look at the tools and techniques for preventing errors and improving efficiency. Exploring...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, N.J. :
John Wiley & Sons,
©2012.
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| Colección: | Economist.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Guide to Decision Making: Getting It More Right Than Wrong; Contents; Acknowledgements; Introduction; Predictable surprises; Where surprises come from; 1: Illusions of control: the confidence trap; Illusions of control; The confidence trap; Success and luck: the deadly cocktail; Bunker mentality; Avoiding the overconfidence trap; Risk as choice; 2: Blinkered vision: the judgment trap; Look no further: confirmation traps; Why first impressions matter: anchoring traps; Seen it all before: analogy traps; Out of sight, out of mind: availability traps; Alluring images: vividness traps
- Too good to lose?Emotional rollercoaster: instant-response traps; Two dead fish: expectation traps; Expectations are reality; Surprise, surprise ...; Avoiding judgmental traps; All that glitters: evaluating opportunity; Separating heart and head; When not to make a decision; ""Only the paranoid survive""; 3: Ghosts and shadows: where is reality?; What is a problem?; What do hierarchies really do?; Solving the wrong problem; The invented reality; Rushing a solution; Solving problems that do not exist; Subtle movements; Corporate myopia; Reality as myth; The ruling myth
- Mythical rights and wrongsGo slow to go fast; The problem behind the problem; Listening to Galileo: conceptual blockbusting; Second-order thinking; Stop problems before they start; Solve the right problem; Apply the ""because"" test; Finding the lobster: the importance of mind states; Expecting the unexpected; Fact or fiction?; Testing reality; 4: Gorilla in the room: information and decision-making; How do we know what we think we know?; Where the unexpected come from; Risk as a mirror of imagination; Perception is reality; Gorilla in the room; Complicit computers; Liars in service of truth
- Shut the toolbox and open the mindGoing into ""lockdown""; What is the question?; Information-gathering must have a point; The reality of planning; Ask why? not who?; 5: Conspiracies of optimism: group dynamics; Problems of status; Impact of group culture; Groupthink: conspiracies of optimism; When great minds think alike; Consequences of groupthink; Risky shift; Groups and myopia; Managing groups; Changing group culture; Effective leadership; As others see us; Critical decisions require critical thinking; Refreshing the group; 6: Shifting tides: power and politics in decision-making
- The dynamics of powerThe problem with rules and instructions; Low power; Inevitable tensions; The politics of the deadly Ds; Thinking the unthinkable; The art of the possible: managing power and politics; Getting the approach right; Managing conflict; Ending the debate; The importance of authority; Missing links; The old, old story; 7: Predictable surprises; Today's solution: tomorrow's problem; When solutions dictate or distract; Winner's curse; The curse of establishment status; The tragedy of the commons; Herding; The missing hero; Vicious circle or exploding cluster