Management decision making Books

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Book SynopsisTable of ContentsPart I: INTRODUCTION TO LEADERSHIP. 1. What Does It Mean to Be a Leader? Part II: RESEARCH PERSPECTIVES ON LEADERSHIP. 2. Traits, Behaviors, and Relationships. 3. Contingency Approaches to Leadership. Part III: THE PERSONAL SIDE OF LEADERSHIP. 4. The Leader as an Individual. 5. Leadership Head and Heart. 6. Courage and Moral Leadership. 7. Leadership Vision And Purpose. Part IV: THE LEADER AS A RELATIONSHIP BUILDER. 8. Motivation and Empowerment. 9. Leadership Communication. 10. Leading Teams. 11. Leading Diversity and Inclusion. 12. Leadership Power and Influence. Part V: THE LEADER AS A SOCIAL ARCHITECT. 13. Setting the Stage for Followership. 14. Shaping Culture and Values. 15. Leading Change.

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Book SynopsisAdrian Reed is an enthusiastic Business Analyst and Consultant who loves working with others to solve tricky problems. He is Principal Consultant at Blackmetric Business Solutions, a niche business analysis training and consulting firm based in the UK. He speaks internationally on topics related to business analysis and problem solving, and enthusiastically believes in the benefits of good problem definition and business analysis.Table of ContentsIntroduction About the AuthorAcknowledgements Chapter 1. Avoid the Solution Trap Speed Read 1.1 What’s wrong with a knee-jerk solution? 1.2 Think Holistically 1.3 Structure your problem solving 1.4 Scour the stakeholder landscape 1.5 Slow down to speed up 1.6 Uncover constraints 1.7 Be concise yet precise: Introducing the one page Problem Canvas Big Picture 1.1 What’s wrong with a knee-jerk solution? 1.2 Think Holistically 1.3 Structure your problem solving approach 1.4 Scour the stakeholder landscape 1.5 Slow down to speed up : Be prepared for challenge 1.6 Uncover Constraints 1.7 Be concise yet precise: Introducing the one-page Problem Canvas Chapter 2. Think Problem before Solution Speed Read 2.1 The importance of “Why”2.2 Defining a problem or opportunity statement 2.3 Encourage Divergent and Convergent Thinking 2.4 Get to the root of the problem 2.5 Consider the External Environment2.6 Consider Multiple Perspectives on the Problem 2.7 Gain Consensus and Move Forward Big Picture 2.1 The importance of “Why” 2.2. Defining a problem or opportunity statement 2.3 Encourage Divergent and Convergent Thinking 2.4 Get to the root of the problem 2.5 Consider the External Environment 2.6 Consider Multiple Perspectives on the Problem 2.7 Gain Consensus and Move Forward Chapter 3. Defining the Outcomes: What Does Success Look Like? Speed Read 3.1 Encourage Outcome Based Thinking 3.2 Start With the End in Mind: Define Critical Success Factor 3.3 Make it measurable with Key Performance Indicators 3.4 Attain Balance with the Balanced Business Scorecards 3.5 Revisit and Consider Constraints 3.6 Ensuring Organisational Alignment 3.7 Assess different perspectives on outcomes Big Picture3.1 Encourage outcome-based thinking 3.2 Start With the End in Mind: Define Critical Success Factors 3.3 Make it measurable with Key Performance Indicators 3.4 Attain Balance with the Balanced Business Scorecard 3.5 Revisit and Consider Constraints 3.6 Ensuring Organisational Alignment 3.7 Assess different perspectives on outcomes Chapter 4. Assessing Scope and Impact Speed Read4.1 The danger of “Scope Creep” 4.2 Know the difference: Impacted, Interested and Involved 4.3 Understand the problem situation 4.4 Find the Roles & Goals 4.5 Make it visual with a Business Use Case Model 4.6 Set the priorities 4.7 Set the boundaries of scope Big Picture 4.1 The danger of “Scope Creep” 4.2 Know the difference: Impacted, Interested and Involved 4.3 Understand the problem situation 4.4 Find the Roles & Goals 4.5 Make it visual with a Business Use Case Model 4.6 Set the priorities 4.7 Set the boundaries of scope Chapter 5. Solutioneering: Generating Solution Options Speed Read 5.1 Keep the outcomes clearly in mind 5.2 Get Together and Imagine Multiple Solutions 5.3 Start evaluating solutions: Create a “long list” 5.4 Getting Specific: Short list the best 5.5 Consider Doing Nothing 5.6 Compare the short listed options 5.7 Validate and make a recomme

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Book SynopsisWinner of best smart thinking book 2022 (Business Book Awards)Guardian best books of 2021''Original, thought-provoking and a joy to read'' Tim Harford''Highly recommended. It''s not easy to become (more of) a scout, but it''s hard not to be inspired by this book'' Rutger BregmanWhen it comes to what we believe, humans see what they want to see. In other words, we have what Julia Galef calls a ''soldier'' mindset. From tribalism and wishful thinking, to rationalising in our personal lives and everything in between, we are driven to defend the ideas we most want to believe - and shoot down those we don''t.But if we want to get things right more often we should train ourselves to think more like a scout. Unlike the soldier, a scout''s goal isn''t to defend one side over the other. It''s to go out, survey the territory, and come back with as accurate a map as possible. Regardless of what they hope to be the case, aboTrade ReviewJulia Galef doesn't simply harangue us for not thinking clearly; she diagnoses why we do it, and suggests concrete ways to improve our rationality. This is a book that will make a real difference in how you think -- Sean Carroll, author of Something Deeply HiddenJulia Galef is an intellectual leader of the rationalist community, and in The Scout Mindset you will find an engaging, clearly written distillation of her very important accumulated wisdom on these topics -- Tyler Cowen, author of Big Business and The Great StagnationDrawing on her extensive knowledge of the scientific literature and of popular culture, Julia Galef explores the remarkable human capacity for self-deception - and shows us how we can catch ourselves in the act of fooling ourselves -- Philip Tetlock, author of SuperforecastingThe Scout Mindset offers an insightful, entertaining and genuinely useful guide to thinking more clearly -- Don Moore, author of Perfectly ConfidentAn engaging and enlightening account from which we all can benefit * Wall Street Journal *Highly recommended. It's not easy to become (more of) a scout, but it's hard not to be inspired by this book -- Rutger Bregman, bestselling author of Humankind and Utopia for RealistsWe know a lot about how flawed human reasoning is, but surprisingly little about how to repair it in our daily lives. Thankfully, Julia Galef is here to change that. With insights that are both sharp and actionable, her book picks up where Predictably Irrational left off. Reading it will teach you to think more clearly, see yourself more accurately, and be wrong a little less often -- Adam Grant, author of Originals and Give and Take, host of WorkLife podcastJulia understands human thinking with incredible clarity and she's a master at communicating that clarity to others through her writing and metaphors. I haven't stopped thinking about the scout mindset ever since I first heard Julia explain it -- Tim Urban, writer and creator of Wait But WhyJulia Galef is one of the smartest, most exciting voices not just in American rationalism, but in American writing period. She is consistently fascinating -- Johann Hari, international bestselling author of Stolen Focus and Lost ConnectionsJulia Galef, one of our foremost experts on identifying the problem of motivated reasoning and cognitive biases, has produced the best work to date on what to do about it, both personally to improve our lives and socially to make the world a more rational and reasonable place for all. A must-read for all who have trouble saying "I was wrong" and "I change my mind", which is all of us -- Michael Shermer, writer, founder of Skeptic, and New York Times bestselling author of The Moral ArcThe Scout Mindset is essential reading for understanding how the stories we tell ourselves sacrifice better decision-making in the long-term for a short-term boost to our egos . . . A must-read for anyone looking be more rational in their choices -- Annie Duke, author of Thinking in BetsMost books tell you what to think. This is something rarer, and more valuable: A book about how to think and how to learn, without the fear or favour that so often holds us back from inching closer to the truth. The beauty of The Scout Mindset demonstration is it is, itself, an example of the ethos it teaches. The delight it takes in questioning its own premises, and understanding the alternative arguments, will make you want to be a scout, too -- Ezra Klein, cofounder of Vox, author of Why We Are Polarized, and host of The Ezra Klein Show podcastI've learned more about how to think and reason well from Julia Galef than from almost anyone -- Dylan Matthews, senior correspondent at VoxAn engaging and enlightening account from which we all can benefit * Wall Street Journal *Highly recommended. It's not easy to become (more of) a scout, but it's hard not to be inspired by this book * Rutger Bregman, bestselling author of Humankind and Utopia for Realists *

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Book SynopsisDavid Cotton spent 21 years with Arthur Andersen and PwC before becoming a freelance trainer in 2002. He has worked in four continents and more than 40 countries, delivering a wide range of training in management, leadership, communication skills, business networking, confidence building, dealing with difficult people, change management, business strategy, coaching and mentoring. David's clients span local and national government and nearly every industry sector and include the European Parliament, European Commission and many of its agencies, the United Nations, BBC, Syrian Ministry for Foreign Affairs, Russian Federal Commission, Croatian MOD, PwC, most of the major Middle Eastern oil and gas companies, Manchester Business School and many others. He has published scores of articles and more than a dozen books, including Key Management Development Models (FT Publishing, 2015).Trade Review“The essential guide for any problem solving situation. Effective, practical and very accessible. Highly recommended.” Chris Garthwaite, CEO CGA Consulting "There isn't a single individual or organisation that could fail to benefit from the many practical approaches to problem-solving in this book. Everyone should read it!” Andrew Hilton, Managing Director, Corporate Training Partnerships Ltd “F. Durrenmatt says 'What concerns everyone, can only be solved by everyone' - and David's book is the practical guide to getting everyone fully engaged with a creative technique to solve any of your challenges.” Peter Schwanh™ußer, Partner, papilio ag, ZurichTable of ContentsAbout the author Acknowledgements Introduction Part 1 - Which tools to use and when Tools for broad problem areas Tools for specific problems Part 2 - Problem solving essentials Barriers to problem solving Framing a problem Stages in problem solving Preparation for group problem solving Equipment needed Part 3 - Problem solving techniques for individuals and small groups 1. Force field analysis and graphical force field analysis 2. Tough questions 3. Ritual dissent (and ritual assent) 4. Brain-friendly brainstorming 5. Reverse brainstorming 6. Procrastination 7. Cartesian logic 8. Brainwriting 9. Individual and collective mind mapping 10. Structured walkthroughs 11. Life through a lens 12. Nominal group technique 13. GROW for problem-solving 14. Head/Heart-Push/Pull 15. Osborne-Parnes critical problem solving process 16. Appreciative inquiry 17. Competitive ideas 18. Why not? 19. MUSE 20. Ishikawa fishbone diagrams 21. Deming’s PDSA Cycle (The ‘Shewhart Cycle’) 22. 3D stakeholder mapping 23. Two words technique 24. The association grid 25. Delphi technique 26. Lotus blossom technique 27. Photographic associations 28. Random word technique 29. Challenging assumptions 30. Metaphorical problem-solving 31. Who else has solved this problem? 32. How-How? 33. The 5 Whys/Question Everything 34. Jelly Baby Tree 35. Future shock 36. What if? 37. What if we didn’t? 38. Reframing 39. Ripple effect (systems thinking) 40. What I need from you 41. Concentration diagrams 42. Pareto analysis – simplified version 43. Solution effect analysis 44. The work map 45. Competing values framework 46. Timelining 47. One question 48. Peer assist 49. Action learning 50. Story circles 51. Swim Lane diagrams (Rummler-Brache diagrams) Part 4 - Large group problem solving techniques 52. Crawford’s Slip 53. Charrette Procedure 54. Starbursting 55. Open space 56. World café 57. Pro-action cafe Part 5 - Problem solving business games When and how to use business games 58. Retirement speeches 59. Convince me 60. Evolution 61. It’s in the news 62. The trial 63. Tortoise and hare 64. Art gallery 65. Proverbial problem solving 66. There are no rules 67. Documentary 68. Pitch Perfect Part 6 – Sharing and implementing solutions Sharing solutions Implementing solutions

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Book SynopsisIDEO founder and Stanford d.school creator David Kelley and his brother Tom Kelley, IDEO partner and the author of the bestselling The Art of Innovation, have written a powerful and compelling book on unleashing the creativity that lies within each and every one of us.Too often, companies and individuals assume that creativity and innovation are the domain of the creative types.  But two of the leading experts in innovation, design, and creativity on the planet show us that each and every  one of us is creative.  In an incredibly entertaining and inspiring narrative that draws on countless stories from their work at IDEO, the Stanford d.school, and with many of the world's top companies, David and Tom Kelley identify the principles and strategies that will allow us to tap into our creative potential in our work lives, and in our personal lives, and allow us to innovate in terms of how we approach and solve problems.  It is a book that will help each of us be more productive and successful in our lives and in our careers.

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Book Synopsis"Artful scenario spinning is a form of convergent thinking about divergent futures. It ensures that you are not always right about the future but--better--that you are almost never wrong about the future. The technology is powerful, simple, and enjoyable, and so is Schwartza s book.Table of ContentsIntroduction to the Paperback Edition: The Strategic Conversation - Broadening The Long View The Pathfinders Tale The Smith & Hawken Story: The Process of Scenario-Building Uncovering the Decision Information-Hunting and Gathering Creating Scenario Building Blocks Anatomy of a New Driving Force: The Global Teenager Composing a Plot The World in 2005: Three Scenarios Rehearsing The Future Epilogue: To My Newborn Son Afterword: The Value of a Strategic Conversation Appendix: Steps to Developing Scenarios

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Book SynopsisThe Missing Link to Toyota-Style SuccessâLEAN LEADERSHIPWinner of the 2012 Shingo Research and Professional Publications AwardâœThis great book reveals the secret ingredient to lean success: lean leadership. Not only is it a pleasure to read, but it is also deep and enlightening. This book is an absolute must-read for anyone interested in lean: itâs both an eye opener and a game changer.ââMichael BallÃ, Ph.D., coauthor of The Gold Mine and The Lean ManagerâœThis will immediately be recognized as the most important book ever published to understand and guide âTrue North Leanâ and the goal of perpetual business excellence.ââRoss E. Robson, President and CEO, DnR Lean, LLC, and the original Director of The Shingo PrizeâœAn excellent book that will shape leadership development for decades to come.ââKaren Martin, Principal, Karen Martin & Associates, and author of The Kaizen Event PlannerAbout

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Book SynopsisFeaturing diagrams and drawings, this title contains practical tools and techniques to train your brain to solve problems, create solutions and make faster, better decisions.Trade ReviewIf everyone made decisions like Ken Watanabe, the world would be a better place * Seth Godin, author of Tribes *Problem Solving 101 teaches us to recognize the common elements in the decisions we face every day, and how to think carefully about them. It offers tricks and tips for every age * Dan Ariely, author of the New York Time bestseller Predictably Irrational *a business best seller * Business Week *This is an excellent primer on problem solving * Lowell Bryan, author of Mobilizing Minds *

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Book SynopsisIIE/Joint Publishers Book of the Year Award 2016! Awarded for an outstanding published book that focuses on a facet of industrial engineering, improves education, or furthers the profession .Table of ContentsPreface xi 1 Introduction to Engineering Decision Making 1 1.1 Introduction 1 1.2 Decision Making in Engineering Practice 4 1.3 Decision Making and Optimization 5 1.4 Decision Making and Problem Solving 6 1.5 Decision Making and Risk Management 7 1.6 Problems in Decision Making 8 1.7 The Value of Improving Decision Making 8 1.8 Perspectives on Decision Making 9 Exercises 10 References 12 2 Decision-Making Fundamentals 15 2.1 Decision Characteristics 16 2.2 Objectives in Decision Making 17 2.3 Influence Diagrams 22 2.4 Rationality 24 2.5 Dominance 29 2.6 Choice Strategies 31 2.7 Making Tradeoffs 33 2.8 Reframing the Decision 34 2.9 Risk Acceptance 36 2.10 Measurement Scales 37 Exercises 39 References 46 3 Multicriteria Decision Making 51 3.1 Pugh Concept Selection Method 54 3.2 Analytic Hierarchy Process 56 3.3 Multiattribute Utility Theory 62 3.4 Conjoint Analysis 67 3.5 Value of a Statistical Life 70 3.6 Compensation 71 3.7 The Impact of Changing Weights 74 Exercises 76 References 81 4 Group Decision Making 85 4.1 Ranking 88 4.2 Scoring and Majority Judgment 92 4.3 Arrow’s Impossibility Theorem 95 Exercises 96 References 99 5 Decision Making Under Uncertainty 101 5.1 Types of Uncertainties 103 5.2 Assessing a Subjective Probability 105 5.3 Imprecise Probabilities 107 5.4 Cumulative Risk Profile and Dominance 108 5.5 Decision Trees: Modeling 110 5.6 Decision Trees: Determining Expected Values 112 5.7 Sequential Decision Making 114 5.8 Modeling Risk Aversion 115 5.9 Robustness 120 5.10 Uncertainty Propagation: Sensitivity Analysis 125 5.11 Uncertainty Propagation: Method of Moments 127 5.12 Uncertainty Propagation: Monte Carlo Simulation 129 Exercises 132 References 138 6 Game Theory 141 6.1 Game Theory Basics 144 6.2 Zero-Sum Games 144 6.3 Optimal Mixed Strategies for Zero-Sum Games 145 6.4 The Minimax Theorem 147 6.5 Resource Allocation Games 147 6.6 Mixed Motive Games 148 6.7 Bidding 151 6.8 Stackelberg Games 152 Exercises 153 References 157 7 Decision-Making Processes 161 7.1 Decision-Making Contexts 164 7.2 Technical Knowledge and Problem Consensus 165 7.3 Optimization: Search and Evaluation 169 7.4 Diagnosing Risk Decision Situations 170 7.5 Values and Ethics 171 7.6 Systematic Decision-Making Processes 172 7.7 The Decision-Making Cycle 174 7.8 The Analytic-Deliberative Process 175 7.9 Concept Selection 176 7.10 Decision Calculus 177 7.11 Recognition-Primed Decision Making 178 7.12 Heuristics 178 7.13 Unconscious Decision Making 179 7.14 Search 179 7.15 Types of Search in Practice 183 7.16 Secretary Problem 185 7.17 Composite Decisions 187 7.18 Separation 189 7.19 Product Development Processes 194 Exercises 197 References 200 8 The Value of Information 207 8.1 The Expected Value of Perfect Information 212 8.2 The Expected Value of Imperfect Information 214 8.3 Experimentation to Reduce Ambiguity 221 8.4 Experimentation to Compare Alternatives 225 8.5 Experimentation to Compare Alternatives with Multiple Attributes 228 Exercises 232 References 237 9 Risk Management 239 9.1 Risk Management Process 244 9.2 Potential Problem Analysis 247 9.3 Risk Management Guide for DOD Acquisition 252 9.4 Risk Management at NASA 253 9.5 Precursors 254 9.6 Warnings 257 9.7 Risk Communication 259 9.8 Managing the Risk of a Bad Decision 265 9.9 Learning from Failures 271 9.10 Transforming Failure Information 275 Exercises 276 References 282 10 Decision-Making Systems 289 10.1 Introduction to Decision-Making Systems 291 10.2 Mechanisms of Organization Influence 292 10.3 Roles in Decision-Making Systems 293 10.4 Information Flow 296 10.5 The Structure of Decision-Making Systems 297 10.6 Product Development Organizations 298 10.7 Information Flow in Product Development 299 10.8 The Design Factory 302 Exercises 302 References 303 11 Modeling and Improving Decision-Making Systems 307 11.1 Modeling Decision-Making Systems 309 11.2 Rich Pictures 310 11.3 Swimlanes 311 11.4 Root Definitions 313 11.5 Conceptual Models 315 11.6 Models of Product Development Organizations 317 11.7 Improving Decision-Making Systems 317 11.8 An Integrative Strategy 319 Exercises 325 References 326 Index 331

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Book SynopsisTrevor is Managing Director of The Executive Coach ltd. He has extensive experience in executive and senior management coaching - including the delivery of 1:1 and team coaching along with whole-organisation coaching interventions and training coaches. His expertise is in combining his passion for leadership development with his skill as a top-level coach, his experience in organisational consultancy and his thorough understanding of the psychology of personal change.Previously Trevor spent 15 years in leadership in the voluntary sector included five years being Chief Executive of a national start-up. He then trained with the Covey Leadership Centre and worked for a consultancy firm before founding The Executive Coach. Trevor works alongside some of the other top Executive Coaches in his role as Faculty member of The School of Coaching at The Work Foundation in association with Myles Downey. He is guest lecturer on Leadership for Anglia Polytechnic University's MBA Programme. Trade Review"... a good self-coaching handbook for anybody who wants to be a better leader." - Business Executive MagazineTable of ContentsAcknowledgements Foreword Introduction Challenge 1: The Proactive Challenge - learning to write the story Challenge 2: The Influence Challenge - making a clear impact Challenge 3: The Reality Challenge - understand where you are Challenge 4: The Vision Challenge - creating an engaging picture of the future Challenge 5: The Strategy Challenge - defining a path to the future Challenge 6: The Wisdom Challenge - applying your learning from experience Challenge 7: The Insight Challenge - seeing beyond the obvious Challenge 8: The Confidence Challenge - developing self-belief Challenge 9: The Internal Compass Challenge - lead yourself so you can lead others Challenge 10: The 'Bigger and Bigger Challenge' Challenge - continuously growing your skills base Challenge 11: The Vertigo Challenge Challenge 12: The 'Managing The Tension Between Holding On and Letting Go' Challenge - the art of delegation Challenge 13: The 'Life and Career Transition' Challenge - change across the whole lifespan Challenge 14: The Loneliness Challenge - creating networks to maintain integrity Challenge 15: The Personality Challenge - understanding your impact on others Challenge 16: The Pathology Challenge - managing the effects of your blind spots Challenge 17: The Confusion-Complexity-Chaos Challenge - performing through uncertainty Challenge 18: The Work-Life Balance Challenge - getting results whilst living a satisfying life Appendix 1: The final question: 'What will you do now?' Appendix 2: Getting feedback on your influencing behaviours Appendix 3: The complete assessment summary Bibliography

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Book SynopsisDecision-making is an activity in which everyone is engaged on a more or less daily basis. In this book, Karin Brunsson and Nils Brunsson explore the intricacies of decision-making for individuals and organizations. When, how and why do they make decisions? The authors identify four distinct ways of reasoning that decision-makers use. The consequences of decisions vary: some promote action, others impede it, and some produce more responsibility than others. With in-depth discussions of rationality, justifications and hypocrisy, the authors show how organizational and political decision processes become over-complicated and difficult for both decision makers and external observers to understand. Decisions is a concise and easy-to-read introduction to a highly significant and intriguing topic. Based on research from several fields, it provides useful reading and essential knowledge for scholars and students throughout the social sciences and for everyone who wants to understand their own decisions and those of others.Trade Review'Decision-making is often a confusing and confused process. Emotions, judgements and prejudices can all play a part, whether a decision is made by an individual, a group or an organization. The study of decision making, however, doesn't have to be either confusing or confused as this excellent book eloquently demonstrates. The four logics of decision-making identified here provide the authors with a framework which enables them to explain in clear and simple terms decisions that appear complex, confusing or irrational.' --Yiannis Gabriel, University of Bath, UK'This rich, imaginative little book offers fascinating insights into the intricacies of decision making by both individuals and organizations, and a sobering appraisal of the delayed Swedish response to the 2004 tsunami. Any new book by Karen and Nils Brunsson is a welcome treat, and this one is a gem!' --Walter W. Powell, Stanford University'Decisions: The Complexities of Individual and Organizational Decision-Making by Nils and Karin Brunsson offers an excellent introduction to the complexities of decision-making. Decades of research on decision making are succinctly summarized and presented in a refreshing and easily accessible way. A must read for researchers, students and practitioners who want to get an overview of the latest insights into the particularities of individual and organizational decision-making.' --David Seidl, University of Zurich, SwitzerlandTable of ContentsContents: The Quake 1. Decisions 2. Individuals as decision makers 3. Organizations as decision makers 4. The Consequences of Decisions 5. Complex decision processes After the tsunami References Index

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Book SynopsisA Dozen Lessons for Entrepreneurs shows how the insights of leading venture capitalists can teach readers to create a unique approach to building a successful business. By better understanding the views and experiences of a wide range of entrepreneurs, readers can discern which of many possible paths will lead to success.Trade ReviewWhen I first came to Silicon Valley, I was struck by how much people teach and learn from one another. In this book, Tren continues that spirit by sharing his own learning from others-and explains how investment judgments and decisions are made in the world of tech start-ups. -- Marc Andreessen, cofounder of Netscape and Andreessen Horowitz The book is among a select few to categorize the key learnings of leading VCs. -- Chris GoulakosTable of ContentsConcept DirectoryForeword, by Scott BelskyIntroductionI. The Founder Coaches1. Steve Blank2. Bill Campbell3. Eric RiesII. The Venture Capitalists4. Sam Altman: Y Combinator5. Steve Anderson: Baseline Ventures6. Marc Andreessen: Andreessen Horowitz7. Rich Barton: Expedia, Glassdoor, Zillow8. Roelof Botha: Sequoia Capital9. Jim Breyer: Breyer Capital10. Chris Dixon: Andreessen Horowitz11. John Doerr: Kleiner Perkins Caufield & Byers12. Peter Fenton: Benchmark13. Jim Goetz: Sequoia Capital14. Paul Graham: Y Combinator15. Kirsten Green: Forerunner Ventures16. Bill Gurley: Benchmark17. Reid Hoffman: Greylock Partners18. Ben Horowitz: Andreessen Horowitz19. Vinod Khosla: Khosla Ventures20. Josh Kopelman: First Round Capital21. Jenny Lee: GGV Capital22. Doug Leone: Sequoia Capital23. Dan Levitan: Maveron24. Jessica Livingston: Y Combinator25. Mary Meeker: Kleiner Perkins Caufield & Byers26. Michael Moritz: Sequoia Capital27. Chamath Palihapitiya: Social Capital28. Keith Rabois: Khosla Ventures29. Andy Rachleff: Wealthfront30. Naval Ravikant: AngelList31. Heidi Roizen: Draper Fisher Jurvetson32. Mark Suster: Upfront Ventures33. Peter Thiel: Founders Fund34. Fred Wilson: Union Square Ventures35. Ann Winblad: Hummer Winblad Venture PartnersConclusionGlossary

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Book SynopsisNo matter your field, industry, or specialty, as a leader you make a series of crucial decisions every single day. And the harsh truth is that the majority of decisions—no matter how good the intentions behind them—are mismanaged, resulting in a huge toll on organizations, the people they employ, and even the people they serve.So why is it so hard to make sound decisions? In Think Twice, now in paperback, Michael Mauboussin argues that we often fall victim to simplified mental routines that prevent us from coping with the complex realities inherent in important judgment calls. Yet these cognitive errors are preventable.In this engaging book, Mauboussin shows us how to recognize and avoid common mental missteps. These include misunderstanding cause-and-effect linkages, not considering enough alternative possibilities in making a decision, and relying too much on experts.Through vivid stories, the author presents memorable rules for avoidinTrade Review"... a fine pick for any business collection strong in management issues, and addresses some of the predecessors of bad mistakes." -- Bookwatch

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Book SynopsisWritten by the author of "The Art and Science of Negotiation", this title incorporates three strands of inquiry: individual decision analysis, judgmental decision making, and game theory.Trade ReviewHarvard professor emeritus Raiffa and his co-authors have everything covered in this exhaustive work, which examines the dynamics of win-lose, win-win and multi-party negotiations and throws novel approaches like game theory into the mix. Especially timely is the analysis of "external help," in which the authors evaluate the growing trend of mediation and arbitration...It's certainly thorough, with its plethora of decision-making scenarios...to bring advanced theories to life. And Raiffa is one of the deans of the field. * Publishers Weekly *Negotiation Analysis makes a significant contribution to an important field...This is a classic text, synthesizing two approaches to negotiation: the 'art' handles human factors and the 'science' structured models. The book aims to equip negotiators with the skills 'to do a better job.' It is a massive work--550 pages--created by perhaps the most powerful intellect in the field. -- Douglas Hague * Times Higher Education Supplement *Howard Raiffa created the field of negotiation analysis, and this book is a great development of his ideas. It pushes negotiation analysis to a higher level and should be required reading for all serious students and practitioners of negotiation and alternative dispute resolution. The book is brilliant. It will help to make the world a better place. -- Max Bazerman, author of Judgment in Managerial Decision MakingTable of ContentsPreface Part I. Fundamentals 1. Decision Perspectives On four approaches to decision making 2. Decision Analysis On how individuals should and could decide 3. Behavioral Decision Theory On the psychology of decisions; on how real people do decide 4. Game Theory On how rational beings should decide separately in interactive situations 5. Negotiation Analysis On how you should and could collaborate with others Part II. Two-Party Distributive (Win-Lose) Negotiations 6. Elmtree House On setting the stage for adversarial bargaining 7. Distributive Negotiations: The Basic Problem On the essence of noncooperative, win-lose negotiations 8. Introducing Complexities: Uncertainty On deciding to settle out of court and other problems of choice under uncertainty 9. Introducing Complexities: Time On entrapments and downward escalation; on real and virtual strikes 10. Auctions and Bids On comparing different auction and competitive bidding procedures Part III. Two-Party Integrative (Win-Win) Negotiations 11. Template Design On brainstorming alone and together; on deciding what must be decided 12. Template Evaluation On deciding what you need and want 13. Template Analysis (I) On finding a joint compromise for a special simple case 14. Template Analysis (II) On finding a joint compromise for the general case 15. Behavioral Realities On learning how people do negotiate in the laboratory and the real world 16. Noncooperative Others On how to tackle noncooperative adversaries Part IV. External Help 17. Mostly Facilitation and Mediation On helping with people problems 18. Arbitration: Conventional and Nonconventional On how a neutral joint analyst might help 19. What Is Fair? On principles for deciding joint outcomes 20. Parallel Negotiations On negotiating without Negotiating Part V. Many Parties 21. Group Decisions On organizing and managing groups 22. Consensus On how to achieve a shared agreement for all 23. Coalitions On the dynamics of splitting and joining subgroups 24. Voting On anomalies of collective action based on voting schemes 25. Pluralistic Parties On dealing with parties fractured by internal conflict 26. Multiparty Interventions On the role of external helpers in multiparty negotiations 27. Social Dilemmas On the conflict between self-interest and group interest References Note on Sources Index

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Book SynopsisThis revised and updated fifth edition of Accounting for Managers builds on the international success of the previous editions in explaining how accounting is used by non-financial managers. Emphasizing the interpretation as opposed to the construction of accounting information, Accounting for Managers encourages a critical rather than unthinking acceptance of accounting techniques. Whilst accounting information is immensely valuable for planning, decision making and control, users need to recognize the assumptions behind, and the limitations of, particular accounting techniques. As in the previous editions, Accounting for Managers combines theory with practical examples and contemporary case studies drawn from real business situations across a wide range of manufacturing, retail and service industries. Accounting for Managers is an ideal companion for postgraduate and undergraduate students, as well as non-financial managers in execuTable of ContentsPreface to the Fifth Edition xiii About the Author xvii Acknowledgements xix Part I Context of Accounting 1 1 Introduction to Accounting 3 Accounting, accountability, and the account 3 A short history of accounting 5 Introducing the functions of accounting 7 The role of financial accounting 7 The role of management accounting 8 Recent developments in accounting 10 The relationship between financial accounting and management accounting 12 A critical perspective 14 Conclusion 16 References 16 Questions 17 2 Accounting and its Relationship to Shareholder Value and Corporate Governance 19 Capital and product markets 19 Shareholder value‐based management 21 Shareholder value, strategy, and accounting 23 Company regulation and corporate governance 25 Risk management, internal control, and accounting 28 A critical perspective 29 Conclusion 30 References 30 Questions 31 3 Recording Financial Transactions and the Principles of Accounting 33 Business events, transactions, and the accounting system 33 The double entry: recording transactions 35 Extracting financial information from the accounting system 38 Basic principles of accounting 42 Cost terms and concepts: the limitations of financial accounting 45 Conclusion 47 References 47 Questions 47 4 Management Control, Accounting, and its Rational‐Economic Assumptions 51 Management control systems 51 Planning and control in organizations 54 Non‐financial performance measurement 58 A theoretical framework for accounting 64 Conclusion 65 References 65 Websites 67 Questions 67 5 Interpretive and Critical Perspectives on Accounting and Decision Making 69 Research and theory in management control and accounting 70 Alternative paradigms 73 The interpretive paradigm and the social construction perspective 75 Culture, control, and accounting 77 The radical paradigm and critical accounting 78 Power and accounting 80 Creative accounting, ethics, and accounting 84 Conclusion 90 References 91 Questions 93 Part II The Use of Financial Statements for Decision Making 95 6 Constructing Financial Statements: IFRS and the Framework of Accounting 97 International Financial Reporting Standards (IFRS) 98 Framework for the Preparation and Presentation of Financial Statements 100 True and fair view 103 Reporting profitability: the Income Statement and Statement of Comprehensive Income 104 Reporting financial position: the Balance Sheet or Statement of Financial Position 107 The matching principle and accruals accounting 109 Depreciation 111 Specific IFRS accounting treatments 112 Reporting cash flow: the Statement of Cash Flows 116 Differences between the financial statements 118 A theoretical perspective on financial statements 120 A critical perspective on financial statements and accounting standards 121 Conclusion 122 Reference 122 Websites 122 Appendix to Chapter 6: List of IFRS and FRS 123 Questions 125 7 Interpreting Financial Statements 129 Annual Reports 129 The context of financial statements 131 Ratio analysis 132 Profitability 133 Liquidity 135 Gearing 135 Activity/efficiency 136 Working capital 137 Managing receivables 138 Managing inventory 138 Managing payables 139 Managing working capital 139 Shareholder return 140 The relationship between financial ratios 141 Interpreting financial statements using ratios 143 Using the Statement of Cash Flows 145 Limitations of ratio analysis 152 A wider view on corporate reporting 156 Intellectual capital 157 Institutional theory 158 Corporate social and environmental responsibility 158 Applying different perspectives to financial statements 161 Conclusion 162 References 163 Questions 163 8 Accounting for Inventory 171 Introduction to inventory 171 Methods of costing inventory in manufacturing 175 Management accounting statements 180 Conclusion 181 Questions 182 Part III Using Accounting Information for Decision Making, Planning, and Control 185 9 Accounting and Information Systems 187 Introduction to accounting and information systems 187 Methods of data collection 188 Big data 190 Types of information system 190 Business processes 192 Information systems design and controls 194 Conclusion 196 References 196 Questions 196 10 Marketing Decisions 197 Marketing strategy 197 Cost behaviour 199 Cost–volume–profit analysis 201 Alternative approaches to pricing 208 Segmental profitability 212 Customer profitability analysis 216 Conclusion 219 References 219 Questions 220 11 Operating Decisions 223 The operations function 223 Managing operations – manufacturing 225 Managing operations – services 227 Accounting for the cost of spare capacity 228 Capacity utilization and product mix 229 Theory of Constraints 231 Operating decisions: relevant costs 232 Supply chain management, total cost of ownership, and supplier cost analysis 237 The cost of quality 239 Environmental cost management 241 Conclusion 246 References 247 Questions 247 12 Human Resource Decisions 251 Human resources and accounting 251 The cost of labour 252 Relevant cost of labour 255 Conclusion 261 References 262 Questions 262 13 Overhead Allocation Decisions 267 Cost classification 267 The overhead allocation problem 271 Shifts in management accounting thinking 272 Alternative methods of overhead allocation 273 Differences between absorption and activity‐based costing 282 Contingency theory 285 International comparisons 286 Behavioural implications of management accounting 287 Conclusion 290 References 291 Questions 292 14 Strategic Investment Decisions 297 Strategy 297 Capital expenditure evaluation 298 Accounting rate of return 301 Payback 304 Discounted cash flow 304 Comparison of techniques 307 Conclusion 311 References 311 Appendix to Chapter 14: Present value factors 311 Questions 313 15 Performance Evaluation of Business Units 317 Structure of business organizations 317 The decentralized organization and divisional performance measurement 320 Controllability 323 Comparison of methods 326 Transfer pricing 327 Transaction cost economics 329 Conclusion: a critical perspective 330 References 331 Questions 332 16 Budgeting 335 What is budgeting? 335 The budgeting process 336 The profit budget 339 Cash forecasting 345 A behavioural perspective on budgeting 349 A critical perspective: beyond budgeting? 350 Conclusion 354 References 354 Questions 354 17 Budgetary Control 359 What is budgetary control? 359 Variance analysis 361 Flexible budgets and sales variances 362 Flexible budgets and cost variances 363 Interpreting variances 365 Criticism of variance analysis 366 Applying different perspectives to management accounting 368 Conclusion 368 References 369 Questions 369 18 Strategic Management Accounting 371 Trends in management accounting 371 Strategic management accounting 372 Accounting techniques to support strategic management accounting 374 Lean production, lean accounting, and backflush costing 381 Conclusion 384 References 384 Further reading 385 Questions 386 Part IV Supporting Information 387 Readings 389 Reading 1 Cooper and Kaplan (1988). How cost accounting distorts product costs 390 Reading 2 Dent (1991). Accounting and organizational cultures: a field study of the emergence of a new organizational reality 403 Glossary of Accounting Terms 435 Solutions to Questions 449 Index 509

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Book SynopsisTrade ReviewAs a respected equity analyst, Kenneth A. Posner has seen firsthand what it means to be blindsided by black swans. In this deeply thoughtful and heartfelt book, he traces out the sources of what we think of as 'surprise events' and offers a pragmatic approach for confronting and hopefully mitigating their adverse effects. Along the way, there are many beautifully elaborated stories depicting how swans often won the day, as well as descriptions of the all-too-rare positive outcomes. This is a valuable book for anyone who treads a path through an uncertain world (hint: that should be everyone!). -- Martin Leibowitz, managing director, Morgan Stanley, and coauthor of The Endowment Model of Investing How do highly intelligent bankers and investors get surprised and brought down by financial crises created by their own interactions? Why can't formulaic rules and regulations prevent such crises? How can sophisticated models be so far off? How can one cope with the 'the unpredictability of collective action'? Posner provides insightful, honest, and very instructive real-world adventures in how 'to learn to live with extreme volatility,' as financial markets marched, trumpets blaring, into the quicksands of recursiveness. -- Alex J. Pollock, American Enterprise Institute, and former president and CEO of the Federal Home Loan Bank of Chicago Posner's Stalking the Black Swan is an insightful integration of the emerging field of behavioral economics with real-world insights about financial markets. Posner combines true intellect, a fascinating professional background, and a critical mind to help us understand where laboratory insights hold up and where they might not. This book will be a valuable read for anyone interested in the role of behavioral economics in predicting market behavior. -- Max H. Bazerman, Straus Professor, Harvard Business School, and author of Negotiation Genius (with Deepak Malhotra) and Judgment in Managerial Decision Making (with Don A. Moore) Posner has drawn on his extensive experience as a first-rate analyst to examine the clues leading up to the recent meltdown of a number of once-respected financial institutions. But this is not a financial retrospective. He shows us how to combine numbers crunching with intuition, and he provides us with a set of disciplines to use in anticipating future Black Swan events--both positive and negative--and to profit accordingly. -- Byron R. Wien, Blackstone Advisory Partners LP If you are looking for a well-written book which seeks to merge quantitative analysis, fundamental research, and human psychology, Stalking the Black Swanprovides a great resource to help you fine tune your investing framework for the volatile environment of our times. Wall Street Cheat Sheet a wonderful read on how to think about, analyze, and react to extreme events. Motley Fool Stalking the Black Swan provides a great resource to help you fine tune your investing framework for the volatile environment of our times. -- Damien Hoffman Wall St. Cheat Sheet Stalking the Black Swan doesn't attempt to explain why or how the crisis happened, but instead offers practical, crisis-tested advice on methods for uncovering a similar looming disaster in your own portfolio. Seeking AlphaTable of ContentsAcknowledgments Introduction PART I: Uncertainty 1. Forecasting in Extreme Environments 2. Thinking in Probabilities 3. The Balance Between Overconfidence and Underconfidence, and the Special Risk of Complex Modeling PART II: Information 4. Fighting Information Overload with Strategy 5. Making Decisions in Real Time: How to React to New Information Without Falling Victim to Cognitive Dissonance 6. Mitigating Information Asymmetry PART III: Analysis and Judgment 7. Mapping from Simple Ideas to Complex Analysis 8. The Power and Pitfalls of Monte Carlo Modeling 9. Judgment Notes Index

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Book SynopsisAndy Brophy is a lean & innovation facilitator who has been working in the lean field for the past twelve years in domains including manufacturing, hospital, software development, hospitality, food and financial services. He is Director of the consultancy business Lean 2 Innovative Thinking. Andy holds a 1st Class MSc in Lean Operations and is a Six Sigma Black Belt. In 2010 he published a co-authored book with John Bicheno called Innovative Lean.   http://www.lean2innovativethinking.com/  Table of Contents Part I: Getting started: Lean orientation and diagnostic phase Chapter 1 Lean management Chapter 2 Hoshin Kanri strategy deployment Chapter 3 Value stream mapping Part II: Lean transformation practices Chapter 4 Lean methods and tools (part I) Chapter 5 Lean methods and tools (part II) Chapter 6 Lean methods and tools (part III) Chapter 7 Lean methods and tools (part IV) Chapter 8 Lean methods and tools (part V) Chapter 9 Lean methods and tools (part VI) Part III: Leading the Lean transformation Chapter 10 Developing the Lean culture Chapter 11 The technical side of sustaining Lean Chapter 12 The people side of sustaining Lean Chapter 13 Putting it all together: The Lean Roadmap to Transformation References and further reading Glossary Appendix Index

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Book SynopsisTHE classic work about improving creativity from world-renowned writer and philosopher Edward de BonoIn schools we are taught to meet problems head-on: what Edward de Bono calls ''vertical thinking''. This works well in simple situations - but we are at a loss when this approach fails. What then?Lateral thinking is all about freeing up your imagination. Through a series of special techniques, in groups or working alone, Edward de Bono shows how to stimulate the mind in new and exciting ways. Soon you will be looking at problems from a variety of angles and offering up solutions that are as ingenious as they are effective. You will become much more productive and a formidable thinker in your own right.Trade ReviewIf more bankers and traders had read Lateral Thinking and applied the ideas of Edward de Bono to their own narrow definitions of risk, reward and human expectations, I suspect we would be in much better shape than we are. Sir Richard Branson

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Book SynopsisToday''s most successful companies are Intelligent Companies that use the best available data to inform their decision making. This is called Evidence-Based Management and is one of the fastest growing business trends of our times. Intelligent Companies bring together tools such as Business Intelligence, Analytics, Key Performance Indicators, Balanced Scorecards, Management Reporting and Strategic Decision Making to generate real competitive advantages. As information and data volumes grow at explosive rates, the challenges of managing this information is turning into a losing battle for most companies and they end up drowning in data while thirsting for insights. This is made worse by the severe skills shortage in analytics, data presentation and communication. This latest book by best-selling management expert Bernard Marr will equip you with a set of powerful skills that are vital for successful managers now and in the future. Increase your market value by gaiTrade Review‘…provides an effective, simple and practical model…useful to all managers who need to make clear objective decisions.' (Proffessional Manager, October 2010) ‘Bernard's simple, step-by-step model offers managers a vital tool for analysing their business and improving performance.' (Better Business Focus, August 2010). ‘Bernard Marr's book is manna from heaven for those who prefer to base decisions on facts.' (Quality World, October 2010).Table of ContentsABOUT THE AUTHOR xi FOREWORD xv ACKNOWLEDGEMENTS xix 1 THE DATA–KNOWLEDGE CRUNCH 1 Introduction 1 The data and information explosion 2 The failure to turn data into mission-critical insights 3 Investment in business intelligence 6 Evidence-based management 9 Conclusions 12 2 THE EVIDENCE-BASED MANAGEMENT MODEL 13 Introduction 13 Evidence-based medicine 15 The scientific method 15 The EbM model explained 16 Conclusions 20 3 IDENTIFYING OBJECTIVES AND INFORMATION NEEDS 21 Introduction 21 How a police ‘SWAT’ team uses EbM 22 Step 1 – sub-step one: what do we need to know? 25 Strategic performance management frameworks 30 A strategy map as a hypothesis 50 Who needs to know what, when and why? 52 What are the most important unanswered questions? 54 Ten steps for creating good KPQs and KAQs 58 Conclusions 63 4 COLLECTING THE RIGHT DATA 65 Introduction 65 Key performance indicators and building evidence 67 Collecting the right data 69 What is evidence and what is data? 70 Data collection methodologies 71 Quantitative data collection methods 72 Qualitative data techniques 78 Using both quantitative and qualitative data 83 Making data collection part of the job 84 Engaging people in data collection 87 Assigning meaning to data 89 Reliability and validity 93 Planning the data collection process 94 The role of IT infrastructure and applications in the collection of data 96 Conclusions 100 5 ANALYSE THE DATA AND GAIN INSIGHTS 101 Introduction 101 Data analysis 104 Budgeting and planning 112 Reporting and consolidation 113 Value-driver modelling 113 Experimentation 117 Role of IT infrastructure and applications in analysing data 129 Conclusions 132 6 PRESENT AND COMMUNICATE THE INFORMATION 135 Introduction 135 How to get the attention of decision makers 137 Publishing analogies 138 Guidance for presenting information 144 The role of IT infrastructure and applications in presenting information 151 Conclusions 160 7 TURNING INFORMATION INTO ACTIONABLE KNOWLEDGE 163 Introduction 163 Ensure that the available evidence is used to make the best decisions 167 Turning knowledge into action 172 The knowing doing gap 173 Conclusions 188 8 CONCLUSION AND ACTION CHECKLIST 189 Introduction 189 Action checklist 193 Final words 207 REFERENCES 209 INDEX 213

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Book SynopsisA step--by--step, real world guide to the use of Value at Risk (VaR) models, this text applies the VaR approach to the measurement of market risk, credit risk and operational risk. The book describes and critiques proprietary models, illustrating them with practical examples drawn from actual case studies.Trade Review"This book is a clear explanation of the science and art of the Value at Risk approach to risk measurement. There is no better explication of both the theory underlying the approach and its practical implementation. It is an invaluable tool to anyone involved in any type of risk management." Mark Zandi, Economy.comTable of ContentsList of Figures xiv List of Tables xvi Preface xviii List of Abbreviations xx 1 Introduction to Value at Risk (VaR) 1 2 Quantifying Volatility in VaR Models 21 3 Putting VaR to Work 82 4 Extending the VaR Approach to Non-tradable Loans 119 5 Extending the VaR Approach to Operational Risks 158 6 Applying VaR to Regulatory Models 200 7 VaR: Outstanding Research 233 Notes 236 References 257 Index 270

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Book Synopsis"The rarest of business books that teaches decision makers how to think, not what to think." - Malcolm GladwellWhen it comes to our hardest choices, it can seem as though making trade-offs is inevitable. But what about those crucial times when accepting the obvious trade-off just isn't good enough? What do we do when the choices in front of us don't get us what we need? Rather than choosing the least worst option, Creating Great Choices offers a model that guides you towards a new and superior answer... integrative thinking.First introduced by world-renowned strategic thinker Roger Martin in The Opposable Mind, integrative thinking is an approach to problem solving that uses opposing ideas as the basis for innovation. Now, in Creating Great Choices, Martin and his longtime thinking partner Jennifer Riel vividly illustrate how integrative thinking works, and how to do it.The book includes fresh stories of successful integrative thinkers that will demystify the process of creative problem solving, as well as practical tools and exercises to help readers engage with the ideas. And it lays out the authors' four-step methodology for creating great choices, which can be applied in virtually any context. The result is a replicable, thoughtful approach to finding a "third and better way" to make important choices in the face of unacceptable trade‐offs.Insightful and instructive, Creating Great Choices blends storytelling, theory, and hands-on advice to help any leader or manager facing a tough choice.Trade Review"…a refreshing and novel twist on the underlying cognitive processes of great decision-making…sound and wonderfully articulated." -- CHOICE, the publication of the American Library Association"useful management guide to decision making" -- Engineering and Technology Magazine, The Institution of Engineering and Technology"The Opposable Mind introduced the idea of 'integrative thinking'…[In Creating Great Choices], Riel and Martin turn this insight into a method that they say everyone can learn and practise. In the process they interweave the latest in behavioural and design thinking with new examples from Lego to Unilever." -- Financial Times"If you're trying to plan an organization's future, this book contains multitudes. Two talented strategists offer vivid stories to unlock your creativity, strong evidence to challenge your assumptions, and practical exercises to sharpen your thinking." -- Adam Grant, LinkedIn"Roger Martin has been recognized in our annual business book awards more than any other author… Perhaps the only thing more impressive than the consistently high quality of that prolific output is range." -- 800 CEO READ, Editor's Choice"Making good choices is central to business and personal success...This new book … focuses on the process of learning and practice, the methodology, and the tools and skills leaders need to cultivate integrative thinking." -- IEDP Developing Leaders"A decade on from The Opposable Mind, Martin sets out a practical workbook on the subject… If you take one thing away it is that to make great choices you need must be prepared to take problems apart before building fully creative solutions." -- EconomiaA 2017 Best Business Book -- The Globe & MailAdvance Praise for Creating Great Choices:Malcolm Gladwell, bestselling author, The Tipping Point, Blink, and Outliers; staff writer, The New Yorker--"Creating Great Choices is the rarest of business books that teaches decision makers how to think, not what to think. I found it superb and wholly original."Adam Grant, New York Times–bestselling author, Give and Take and Originals; coauthor, Option B--"This book contains multitudes. Two talented strategists offer vivid stories to unlock your creativity, strong evidence to challenge your assumptions, and practical exercises to sharpen your thinking. I’ll be recommending it to leaders, students, and anyone else who wants to get better at problem solving."David Taylor, Chairman and CEO, Procter & Gamble--"Integrative thinking is powerful. It provides a concrete way to leverage diverse voices and to collaboratively create better choices. I have worked hard to become a practitioner of this approach of finding the better third way, because I truly believe it leads to more effective and more creative choices. Creating Great Choices provides an essential resource for thinking differently that can help leaders resolve some of their toughest problems."Arianna Huffington, author, Thrive; CEO, Thrive Global; and founder, Huffington Post--"Everybody wants to succeed in their jobs and in their relationships and make the world a better place if they can. Creating Great Choices is a book that can actually help you make that happen, offering concrete, practical advice and tools to help you overcome challenges and manage your relationships. It’s an essential read that won't just change how you think, it will also change how you act."Tim Brown, CEO, IDEO; author, Change by Design--"Integrative thinking is a critical skill for business and life. The Opposable Mind introduced the idea. With practical and inspirational approaches, Creating Great Choices sets you on the path to mastery."Daniel H. Pink, author, Drive and To Sell Is Human--"Integrative thinking is a powerful idea that offers new answers to our toughest problems. In this compelling work, Riel and Martin show us how to use this fresh mental model to make great choices rather than settle for weak compromises. Bursting with practical tips, engaging exercises, and keen insights, this book belongs within arm's reach of every leader trying to navigate the future."Lowell C. McAdam, Chairman and CEO, Verizon Communications--"In an age where society is tending more and more to lock in on one line of thinking, Riel and Martin give us the tools to break away from our prejudices and eliminate our blind spots, giving us the chance to arrive at a different and better conclusion. A critical tool in both business and life."

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Book SynopsisThe need for HR professionals to understand and apply data analytics is greater than ever. Today’s successful HR professionals must ask insightful questions, understand key terms, and intelligently apply data, but may lack a clear understanding of the many forms, types, applications, interpretations, and capabilities of HR analytics. HR Analytics provides a practical approach to using data to solve real HR challenges in organizations and demystifies analytics with clear guidelines and recommendations for making the business case, starting an HR analytics function, avoiding common pitfalls, presenting data through visualization and storytelling, and much more.

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Book SynopsisComplexity has met its match! Today, every leader and organisation grapples with unprecedented complexity. Some thrive in these situations while the vast majority do not. Now updated for a post-Covid world, David Benjamin and David Komlos share their cutting-edge, highly-engaging step-by-step formula for rapidly cracking incredibly knotty and important challenges, by involving and mobilizing all the right people-no matter where they are-to co-create solutions.Filled with compelling stories and advice distilled from years of experience applying the Complexity Formula across a broad range of sectors, Benjamin and Komlos have delivered the defining handbook for current and future leaders.Fully updated to include highly successful and proven virtual methods and practices that have been used to solve real problems. This book serves up the mindset, steps and skills that you and your team will need to crack complexity, wherever you are in the world, so that you can find clarity and build momentum even in the most uncertain of times.

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Book SynopsisInnovators have long recognised that constraints very often stimulate or guide the process of creativity and innovation. When you work with limitation, creativity often comes to the surface organically as the most ultimate and natural solution. Restraints should never be a reason not to innovate. Often the contrary is true: restraints accelerate creativity, the driving force behind innovation. This book provides multiple inspiring examples from different industries, and offers the reader a real suite of techniques on how to use natural or self-imposed constraints to the benefit of creativity and innovation. The book is aimed at every professional who’s convinced that creativity plays a crucial role in the daily work environment, but is also aware of the boundaries that take away the illusion of ‘the sky is the limit’. Turning undeniable reality into a real creative advantage is the ultimate goal of this book.

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Book SynopsisJohn Adair is acknowledged internationally as an authority on leadership, based in Guildford, UK. The world's first Professor of Leadership Studies, he advises organizations and has received the Lifetime Achievement in Leadership Award. He is the author of the bestselling classics Not Bosses But Leaders, The John Adair Lexicon of Leadership and The Inspirational Leader, all published by Kogan Page.Table of Contents Chapter - 00: Introduction; Chapter - 01: Your mind at work; Chapter - 02: The art of effective decision making; Chapter - 03: Sharing decisions with others; Chapter - 04: Key problem-solving strategies; Chapter - 05: How to generate ideas; Chapter - 06: Thinking outside the box; Chapter - 07: Developing your thinking skills; Chapter - 08: Appendix; Chapter - 09: References and Further reading

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Book SynopsisSince the 2008 financial crisis, existing methods of executive leadership have experienced in-depth scrutiny beyond their control. In reference to Patrick Lencioni, to understand teams is to comprehend an "inattention to results, an avoidance of accountability, and a lack of commitment." Executive leaders have been operating through silent, lucrative and confidential team dynamics that are difficult to access, and subsequently difficult to challenge and understand. Dr Katsarou-Makin explores the team-to-trust and trust-to-team relations between executives and their associates - pertaining to the familial relations between these members and their unconventional codes of conduct. Under this umbrella of governance, directors, leaders and corporate gatekeepers operate in teams that are selected and trusted through unorthodox relations which must now come to light. Upon entry, Maria seeks to explore how these teams operate through a collective consensus of trust, the values this trust demands, the actions it produces and the failures it can cause.

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Book SynopsisINSTANT NEW YORK TIMES BESTSELLEROne of the most important books I've ever read-an indispensable guide to thinking clearly about the world. - Bill GatesHans Rosling tells the story of 'the secret silent miracle of human progress' as only he can. But Factfulness does much more than that. It also explains why progress is so often secret and silent and teaches readers how to see it clearly. -Melinda GatesFactfulness by Hans Rosling, an outstanding international public health expert, is a hopeful book about the potential for human progress when we work off facts rather than our inherent biases. - Former U.S. President Barack ObamaFactfulness: The stress-reducing habit of only carrying opinions for which you have strong supporting facts. When asked simple questions about global trends-what percentage of the world's population live in poverty; why the world's population is increasing; how

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Book SynopsisMaster data analysis, modeling and the effective use of spreadsheets with the popular BUSINESS ANALYTICS: DATA ANALYSIS AND DECISION MAKING, 7E. The quantitative methods approach in this edition helps you maximize your success with a proven teach-by-example presentation, inviting writing style and complete integration of the latest version of Excel. The approach is also compatible with earlier versions of Excel for your convenience. This edition is more data-oriented than ever before with a new chapter on the two main Power BI tools in Excel -- Power Query and Power Pivot -- and a new section of data visualization with Tableau Public. Current problems and cases demonstrate the importance of the concepts you are learning. In addition, a useful Companion Website provides data and solutions files, SolverTable for optimization sensitivity analysis and Palisade DecisionTools Suite. MindTap online resources are also available.Table of Contents1. Introduction to Business Analytics. Part 1: DATA ANALYSIS. 2. Describing the Distribution of a Variable. 3. Finding Relationships among Variables. 4. Business Intelligence (BI) Tools for Data Analysis Part 2: PROBABILITY AND DECISION MAKING UNDER UNCERTAINTY. 5. Probability and Probability Distributions. 6. Decision Making under Uncertainty. Part 3: STATISTICAL INFERENCE. 7. Sampling and Sampling Distributions. 8. Confidence Interval Estimation. 9. Hypothesis Testing. Part 4: REGRESSION ANALYSIS AND TIME SERIES FORECASTING. 10. Regression Analysis: Estimating Relationships. 11. Regression Analysis: Statistical Inference. 12. Time Series Analysis and Forecasting. Part 5: OPTIMIZATION AND SIMULATION MODELING. 13. Introduction to Optimization Modeling. 14. Optimization Models. 15. Introduction to Simulation Modeling. 16. Simulation Models. Part 6: ADVANCED DATA ANALYSIS. 17. Data Mining. Part 7: BONUS ONLINE MATERIAL. 18. Analysis of Variance and Experimental Design. 19. Statistical Process Control. Appendix A: Statistical Reporting.

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Book Synopsis* Instant Wall Street Journal bestseller * Translated into 18 languages* #1 Most Recommended Book of the year (Bloomberg annual survey of CEOs and entrepreneurs)* An Bloomberg, Financial Times, Forbes, Inc., Newsweek, Strategy + Business, Tech Crunch, Washington Post Best Business Book of the year* Recommended by Bill Gates, Daniel Kahneman, Malcolm Gladwell, Dan Pink, Adam Grant, Susan Cain, Sid Mukherjee, Tim FerrissWhy do good teams kill great ideas?Loonshots reveals a surprising new way of thinking about the mysteries of group behavior that challenges everything we thought we knew about nurturing radical breakthroughs.Safi Bahcall, a physicist and entrepreneur, shows why teams, companies, or any group with a mission will suddenly change from embracing new ideas to rejecting them, just as flowing water will suddenly change into brittle ice. Mountains of prin

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Following The Little Book of Hygge, The Gentle Art of Swedish Death Cleaning and other bestsellers, Shikake introduces the latest example of practical wisdom from abroad: shikakeology, a phenomenon sweeping Japan. Naohiro Matsumura—renowned as the founder of the study of shikake, the Japanese word for “device”—has devised a new approach to design as astonishingly simple in its logic as it is sophisticated in its psychology. For example: • a staircase painted like piano keys prompts people to exercise • a symbol of a shrine placed in a public square discourages vandalism Combining traditional Japanese aesthetics with the lessons of behavioural economics, Matsumura presents a tool kit for literally anyone who wants to create their own mindful designs—and reveals how shikakes can help us address big challenges, including even climate change. Mind-bending yet elegant, Shikake will inspire readers to appreciate—and transform—the analogue world around them.

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Book SynopsisIn this witty and wise guide to the dilemmas of entrepreneurship, Rizwan Virk debunks misconceptions about how the world of startups works and offers hard-earned advice for every step of the journey. Startup Myths and Models is an ideal companion for readers from those just embarking on the startup life to those looking for their next adventure.Trade ReviewIn this lively read, Riz Virk scrutinizes popular startup myths and provides crystal-clear startup models to guide entrepreneurs on their journey. Fortify yourself on this book’s rich experience and insights before you set out. -- Randy Komisar, partner, Kleiner Perkins Caufield & Byers, author of The Monk and the Riddle and Straight Talk for StartupsRiz Virk has been a founder, advisor and investor in startups for twenty-five years; Startup Myths and Models condenses those years of experience into a set of coherent lessons about the real challenges entrepreneurs face and how to overcome them. If you are going on the entrepreneur's journey, this book is a great companion for every stage of the adventure! -- Brad Feld, cofounder of Foundry Group and author of #GiveFirst and Venture DealsWhen launching a new business, there's no one I'd rather have at my side than Riz Virk as a cofounder or adviser. Having Riz's book, Startup Myths and Models, is the next-best thing. Equip yourself to win the battles that you'll encounter in your startup adventure by reading and digesting the lessons in this book. 100% results, no fluff! -- Mitchell Liu, cofounder of SLIVER.tv, Theta Labs, Gameview, and TapjoyIn Startup Myths, Riz Virk debunks common misconceptions about life in Startup Land. Both funny and wise, this book is a worthwhile read for any entrepreneur. -- Jeffrey Bussgang, Harvard Business School, general partner at Flybridge Capital Partners, and author of Mastering the VC GameI’ve founded five companies, made angel investments in over 100, and served on numerous startup boards—I wish I'd had a book like this before I started! Packed with hard-earned wisdom, Riz Virk does a great job of debunking myths and over-simple rules of thumb in the startup universe. -- Michael Dornbrook, COO of Harmonix (makers of Guitar Hero), member of Common Angels, and VP of marketing at InfoCom (makers of Zork)Startup Myths and Models is one of the best textbooks for founders who are going through accelerators, (and, of course for those that aren't). Riz Virk reveals secrets about starting, funding, growing, and selling your startup all while doing what's most important - staying sane and healthy. This is one of my go-to recommendations for any founder beginning or currently on the startup journey. -- Pat Riley, CEO of GAN (Global Accelerator Network)Riz Virk was one of my inspirations to be an entrepreneur. My advice to would-be entrepreneurs is to read Riz's book Startup Myths and Models, because it contains wisdom drawn from his twenty-five years of startup battles. -- Rajeev Surati, cofounder of Flash Communications (sold to Microsoft) and Photo.netWhether you're a curious student or a serial entrepreneur, Startup Myths and Models is on my recommended reading list for any startup founder. Riz's use of the Hero's Journey will help you understand how answering the call to the startup adventure will forever change you for the better! -- Tim Miano, associate director, Harvard Innovation Labs, and cofounder/CEO, SP@CEStartup Myths and Models cuts through all the startup noise, bringing real world experience to every entrepreneur in a super easy to access reference book. -- Will Herman, coauthor of The Startup Playbook, angel investor, founder of 5 startups (2 IPOs)This cogent, far-thinking explanation of how start-ups work will be invaluable for any aspiring founders stymied by traditional business wisdom. * Publisher’s Weekly *There are practical do's and don'ts, and a nuanced discussion of how to tell if a truism is going to help or hurt your particular situation. This is the kind of expertise most founders don't have direct access to, and there are plenty of useful nuggets here. * ZDNet *Table of ContentsIntroductionStage 1: The Call to Adventure: Myths About Starting a CompanyMyth #1: Build a Billion-Dollar CompanyMyth #2: Founders Start Companies to Make a Lot of MoneyMyth #3: You Have to Be First to MarketBonus Myth #B-1: Start Something You Are Passionate AboutStage 2: Fuel for the Journey: Myths About Raising MoneyMyth #4: A Great Product and a Big Market Are the Most Important ThingsMyth #5: Two Guys and a Business Are Better Than Two Guys and a PlanMyth #6: Talk to as Many Investors as You CanMyth #7: Take the Highest Valuation You Can GetBonus Myth #B-2: Raise as Little (as Much) Money as PossibleStage 3: Travel Companions: Myths About Hiring and ManagementMyth #8: Hire the Most Experienced People You Can FindMyth #9: Get Out of the Way and Let People Do Their Jobs, or I Can Do It Faster Myself!Myth #10: Better Management Causes Faster GrowthBonus Myth #B-3: If I own X%, Then My Stock Is worth $x!Stage 4: The Road of Trials: Myths About Going to MarketMyth #11: Focus, Focus, FocusMyth #12: My Product Failed Because My Sales Guy SucksMyth #13: If Only We Could Spend More on Marketing!Myth #14: Fail Fast, Pivot QuicklyBonus Myth #B-4: There Is No Such Thing as Bad PublicityStage 5: Acquiring the Treasure: Myths About Exiting Your CompanyMyth #15: At This Rate, My Startup Will Be Worth Twice as Much Tomorrow!Myth #16: They’re Buying Us Because Our Product is Awesome!Myth #17: The Best Way to Cash Out Is to Sell or Go PublicBonus Myth #B-5: Upfront Cash Is Better than Stock or an EarnoutStage 6: The Underworld and the Return: Myths About Life and Death in a StartupMyth #18: Startups Are Hard WorkMyth #19: Whew, I’m Glad That’s Over! No More Startups for Me!Bonus Myth #B-6: If My Startup Fails, My Life Is Over!Bonus MythsAppendix A: The Startup Market Lifecycle and CurvesAppendix B: Meet Our Cast of Characters and StartupsAcknowledgmentsAbout the AuthorIndex

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Book SynopsisJérôme Barthélemy is Executive Vice-President, Dean for Post Experience Programs, Corporate Programs and Relations and Professor of strategy and management at ESSEC Business School, Paris, France. He has been a visiting professor and visiting research scholar at New York University (NYU), Stanford University and Cambridge University.His book, Unleash your company's competitive spirit, received France's best management book award in 2017.Trade Review"Myths of Strategy will surprise you. Backed by deep research and packed with rich nuggets of insight, this book serves up a potpourri of smart ideas. A clever, practical and fun read!" * Kathleen Eisenhardt, Professor, Stanford University, co-author of Simple Rules *"A great book and a must read for strategists and CEOs altogether. Jérôme Barthélemy's analysis of 35 strategic myths is full of great stories quickly read which often defy conventional wisdom." * Pierre-André de Chalendar, Chairman of the Board, Saint-Gobain *"The business world abounds with claims about what it takes to achieve high performance. In Myths of Strategy, Jérôme Barthélemy considers many popular claims and, by drawing on empirical research, reveals them to be at best partially right - and often downright wrong. An insightful, entertaining, and thought-provoking read!" * Phil Rosenzweig, Professor, IMD, author of The Halo Effect *"Far from the linear structure of classic studies on business strategy, Myths of strategy is a book to explore with curiosity and enthusiasm. Senior managers may not agree with the author on all points, but this lively and solidly researched essay with its many insightful examples will doubtless open up some relevant avenues for making strategy a powerful force in leveraging performance!" * Benoît Coquart, CEO, Legrand *"Grounded on findings from decades of research, Jérôme Barthélemy's book reveals the limitations of strategy recommendations and tools by debunking myths about business strategy. A compelling read that presents powerful lessons for anyone seeking to develop an effective business strategy." * Laurence Capron, Professor, INSEAD *Table of Contents Chapter - 00: Introduction; Chapter - 01: You should look to the best for inspiration; Chapter - 02: Strategy is very different from the sciences; Chapter - 03: The most successful strategies are carefully planned; Chapter - 04: Success is essentially about talent; Chapter - 05: It is impossible to think strategically in an environment of volatility, uncertainty, complexity and ambiguity; Chapter - 06: Direct aim is the best way to attain goals; Chapter - 07: Firms achieve higher performance when they adopt a raison d’être; Chapter - 08: Having a corporate social responsibility strategy is bad for performance; Chapter - 09: The best strategy is to set up an attractive business and try to beat competitors; Chapter - 10: In most firms, costs are too high; Chapter - 11: In the digital era, having the best or cheapest product is enough for success; Chapter - 12: A firm must address its weaknesses before it develops its strengths; Chapter - 13: Business success depends primarily on a firm’s capabilities; Chapter - 14: The best business leaders are visionaries; Chapter - 15: Businesses benefit from hiring stars; Chapter - 16: Interviews are the best technique for selecting new employees; Chapter - 17: A good strategy is enough for success; Chapter - 18: It’s easy to drop a strategy that has failed to deliver; Chapter - 19: Boards of directors are willing to challenge bad strategy decisions; Chapter - 20: Innovation requires state-of-the-art technologies; Chapter - 21: To innovate, businesses need experts; Chapter - 22: Always listen to customers; Chapter - 23: Innovating means offering customers new products or services; Chapter - 24: Businesses innovate more when they have more resources; Chapter - 25: Business leaders have a long-term outlook; Chapter - 26: It is impossible to reconcile the long term and the short term; Chapter - 27: A firm that’s improving is headed for success; Chapter - 28: Change is always good for businesses; Chapter - 29: The first thing to do in a recession is cut costs; Chapter - 30: Process management improves performance; Chapter - 31: Mergers and acquisitions create value for shareholders; Chapter - 32: Outsourcing is good for firms; Chapter - 33: Adopting management fads is pointless; Chapter - 34: Financial analysts like firms that have an original strategy; Chapter - 35: Consultants always help improve performance

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Book SynopsisCompanies have more data at their fingertips than ever before. Yet, studies show that many executives and organizations fail to extract real value from it.Challenging the conventional wisdom of data-driven decision-making, marketing professors and behavioral scientists Bart De Langhe and Stefano Puntoni argue that many analytics efforts flounder because data analyses are disconnected from the decisions to be made. In their important book, they offer a new approach they call decision-driven analytics. Counterintuitively, they argue that the key to making good decisions with data is to start by putting data in the background.Drawing from their own research and teaching, as well as real-world business cases, De Langhe and Puntoni offer four pillars of decision-driven analytics and guide you around common mistakes that have held back many organizations from using data for impact.In Decision-Driven Analytics, you will learn how to:+ Avoid comm

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Book SynopsisTHE #2 WALL STREET JOURNAL BESTSELLERBased on a career of making high-stakes, split-second decisions as a U.S. fighter pilot, The Art of Clear Thinking teaches readers to apply Hasard Lee''s combat-tested techniques in everyday life.The training to become a fighter pilot is among the most competitive and difficult in the world with fewer than one in a thousand succeeding. Pushing a cutting-edge jet to its limits at over 1,000 mph means that every split-second decision can have catastrophic consequences. This extreme environment has forged a group of warriors who for the last fifty years have been considered at the apex of decision-making theory and practice.In The Art of Clear Thinking, Hasard Lee distills what he's learned during his career flying some of the Air Force's most advanced aircraft. With gripping firsthand accounts from his time as a fighter pilot and fascinating turning points throughout history, Hasard reveals

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Book SynopsisPut your strategy into action.Even the best competitive strategies mean nothing if they aren't executed well. Yet many organizations struggle when they move from defining a strategy to actually applying it. Somehow, all the careful planning falls apart, initiatives fail, and leaders are left wondering how to pick up the pieces.The HBR Guide to Executing Your Strategy is here to help. This book offers leaders and managers tips and advice for sharing the strategy with your employees, making the shift toward the right objectives, and seeing your strategy come to fruition.You'll learn how to: Understand the "why" behind your strategy Identify the capabilities you have—and the ones you need Communicate objectives and priorities effectively to your team Prioritize strategic projects and let go of outdated ones Encourage cross-silo collaboration toward organizational goals Adjust course when necessary Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

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Book SynopsisFilled with practical advice and real-life examples, The Dharma of Capitalism is a thought-provoking, process-based toolkit that will help you evaluate every aspect of your business and achieve profit with purpose rather than profit for profit's sake.

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Book SynopsisWe need a new approach for solving tough problems in a complex world—we need to collaborate smarter.Market volatility. Sustainability demands. Hybrid working. Opportunities and hazards of fast-changing technology and regulations. Companies and nonprofits face more daunting challenges than ever. How can we collaborate in our organizations—and with outside partners—to solve problems, innovate, and succeed?Smarter Collaboration offers groundbreaking solutions. This indispensable new book lays out a pragmatic action plan blending rich stories, new empirical research, and loads of practical advice to help companies thrive by collaborating more effectively. As Harvard professor Heidi K. Gardner and senior executive Ivan A. Matviak show, firms that collaborate smarter consistently generate higher revenues and profits, boost innovation, strengthen client relationships, and attract and retain better talent. In this successor to Gardner's bestselling first book, Smart Collaboration, the authors expand their mandate, illustrating the fundamental dynamics of collaborating well across industries like financial services, health care, biotech/pharma, consumer products, automotive, and technology.Based on their research with thousands of executives from around the world, they share deep insights on how to implement smarter collaboration and avoid the potential pitfalls. They also help leaders troubleshoot thorny challenges like misaligned incentives, collaboration overload, and unintended consequences on diversity and inclusion. Complete with how-tos and cases, the book concludes with inspiring examples of groups harnessing smarter collaboration to tackle society's biggest challenges such as saving the oceans, eradicating diseases, and tackling global warming.Smarter Collaboration is the essential guide for forward-thinking leaders to transform their organizations, reshape the way they work, and increase impact and success.Trade Review"This is an essential guide for forward-thinking leaders who want to transform their organizations, reshape the way they work, and increase impact and success." — SHRM (Society of Human Resource Management)Advance Praise for Smarter Collaboration:"In the coming years, one of the most significant private-sector divides will be between companies that embrace collaboration, bridge-building, and collective action to help them thrive and those that remain limited by siloed thinking and poor partnership skills. Gardner and Matviak will help your business ensure it is on the right side of that line." — Paul Polman, former CEO, Unilever; business leader; campaigner; coauthor, Net Positive"The authors' deep grasp of the business world combines with expertise in the psychology underpinning our human foibles. The result is actionable advice for implementing smarter collaboration to capture its financial and human benefits." — Amy C. Edmondson, professor, Harvard Business School; author, The Fearless Organization"Gardner and Matviak provide leaders with a clear guide to making smarter collaboration happen. It's full of tips on today's most pressing topics, including hybrid working, inclusion, diversity and equity, and the role of technology and analytics. This is a must-read for any business leader." — Nhlamu Dlomu, Global Head of People, KPMG International"An organization's culture determines its destiny. Smarter Collaboration does an excellent job of showing you how to get a great one." — Ray Dalio, Founder, Bridgewater Associates; author, Principles"Everyone talks about collaboration, but relatively few people actually know how to do it effectively. Gardner and Matviak have written the go-to guide for doing collaboration right. Their use cases for smarter collaboration will resonate deeply with any business leader who's seeking to rev up innovation, profitability, and employee engagement." — Gunjan Kedia, Vice Chairman, U.S. Bank"With the scale and complexity of challenges facing business and society today, knowing how to collaborate—how to really collaborate—is one of the most important skills of our time. Through pragmatic insight and engaging examples, Gardner and Matviak illuminate a path for leaders that begins with truly valuing the wisdom people bring, and results in innovations beyond what any one group could create alone." — Sandy Speicher, former CEO, IDEO

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Book SynopsisThrough a parable which chronicles the woe of a fictitious manager who discovers the "GAPS" (G - go for the shoulds, A - analyse the is, P - pin down the causes, S - select the right solutions) approach to performance improvement, this text provides an example of how to implement this strategy.

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Book SynopsisExplores how people and organizations are learning to be more creative in work and in life, and investigates the ways in which individuals, corporations, and nations are boosting their CQ. This book embodies a bundle of specific literacies that increase our ability to navigate the unknown.Trade Review"Bruce Nussbaum demystifies one of the most important initiatives of our time -- unlocking the creativity within ourselves and our organizations." -- David Kelley, Founder of IDEO and the Stanford d.school "An intriguing mixture of challenging ideas and Utopian solutions to the broader issues regarding social welfare currently under debate." -- Kirkus Reviews "Creative Intelligence lays out the forces that will drive us toward a prosperous future. Read this book if you want to be inspired and provoked to lead the way." -- Richard Florida, Professor, University of Toronto and NYU and Senior Editor, The Atlantic "Bruce Nussbaum is one of America's most interesting design minds. His latest work is both a clarion call and a guidebook for moving creativity to the center of our lives." -- Daniel H. Pink, author of To Sell is Human, Drive, and A Whole New Mind "In Creative Intelligence, Bruce Nussbaum makes a compelling case for the economic and cultural power of creativity and offers practical tools and applications for enhancing it in any organization." -- Beth Comstock, SVP, Chief Marketing Officer, GE "This is a refreshing, informative, and groundbreaking new work that has implications for every level of the business arena." -- Publishers Weekly "Thought-provoking insight on the important topic of creativity." -- Booklist

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Book SynopsisTrade Review"Al Pittampalli is leading a new generation of big thinkers. He's willing to show us what works, and he does it with flair and generosity. Read this book and share it. Hurry." -- Seth Godin, Author of Your Turn "The benefits of persuadability have long been underappreciated. No more, not after this compelling and well-informed account of when and how to change our minds most productively." -- Robert B. Cialdini, author of INFLUENCE "In a complex decision-making environment, staying the course can often mean marching toward oblivion. That's why PERSUADABLE is so refreshing. This terrific book is full of captivating stories and convincing research about the value of changing your mind, along with lessons that help you become a more effective leader." -- Daniel H. Pink, author of TO SELL IS HUMAN and DRIVE "Pittampalli offers a crucial but counter-intuitive insight -- that being persuadable makes you more powerful -- and lays out why this is so and how to get there. In a different mood, I would tell you that it's the best business book you'll ever read." -- Douglas Stone, coauthor of Difficult Conversations and Thanks for the Feedback

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Book SynopsisTrade Review"Success in business depends on getting things done. Simple Sabotage is a quick, insightful read about the things that can get in the way of this noble pursuit. A great read for managers in companies big or small." -- Darren Huston, President & CEO, The Priceline Group "Simple Sabotage is the succinct and elegant transformation of an historical document into an important message for current and future leaders. A quick and enjoyable read, it goes to the essence of organizational effectiveness, productivity, and success." -- The Honorable Barbara H. Franklin, Former U.S. Secretary of Commerce "To be a great leader you must understand how seemingly innocent everyday behaviors can become 'simple sabotage.' This book will help you on your journey to being a more effective leader." -- Thomas J. Wilson, Chairman and Chief Executive Officer, The Allstate Corporation "In the most clever way, Simple Sabotage calls out the behaviors that hurt organizations, and quickly cuts to the chase on what we can do about it. A great read!" -- Christine C. Marcks, President, Prudential Retirement

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