Management decision making Books

Book SynopsisTable of ContentsPreface vii 1 Not knowing 1 2 Beyond book knowledge 19 3 Wisdom and sorrow 37 4 The Golden Rule 51 5 Forgiveness 61 6 Envy 73 7 Greed 85 8 Listening 95 9 Choose your battles wisely 109 10 Courage 121 11 Happiness 135 12 Conclusion 151 About the Author 159 Index 163

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Book SynopsisDecoded in one volume are the five simple steps that everyone can master to succeed in negotiation.

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Book SynopsisDiscover the next major revolution in data science and AI and how it applies to your organization In Causal Artificial Intelligence: The Next Step in Effective, Efficient, and Practical AI, a team of dedicated tech executives delivers a business-focused approach based on a deep and engaging exploration of the models and data used in causal AI. The book's discussions include both accessible and understandable technical detail and business context and concepts that frame causal AI in familiar business settings. Useful for both data scientists and business-side professionals, the book offers: Clear and compelling descriptions of the concept of causality and how it can benefit your organization Detailed use cases and examples that vividly demonstrate the value of causality for solving business problems Useful strategies for deciding when to use correlation-based approaches and when to use causal inference An enlightening and easTable of ContentsForeword xix Preface xxiii Introduction xxix Chapter 1 Setting the Stage for Causal AI 1 Why Causality Is a Game Changer 2 Causal AI in Perspective with Analytics 7 Analytical Sophistication Model 8 Analytics Enablers 10 Analytics 10 Advanced Analytics 11 Scope of Services to Support Causal AI 11 The Value of the Hybrid Team 13 The Promise of AI 14 Understanding the Core Concepts of Causal AI 15 Explainability and Bias Detection 15 Explainability 17 Detecting Bias in a Model 17 Directed Acyclic Graphs 18 Structural Causal Model 19 Observed and Unobserved Variables 20 Counterfactuals 21 Confounders 21 Colliders 22 Front- Door and Backdoor Paths 23 Correlation 24 Causal Libraries and Tools 25 Propensity Score 25 Augmented Intelligence and Causal AI 26 Summary 27 Note 27 Chapter 2 Understanding the Value of Causal AI 29 Defining Causal AI 30 The Origins of Causal AI 33 Why Causality? 34 Expressing Relationships 37 The Ladder of Causation 38 Rung 1: Association, or Passive Observation 40 Rung 2: Intervention, or Taking Action 40 Rung 3: Counterfactuals, or Imagining What If 42 Why Causal AI Is the Next Generation of AI 43 Deep Learning and Neural Networks 43 Neural Networks 44 Establishing Ground Truth 45 The Business Imperative of a Causal Model 46 The Importance of Augmented Intelligence 51 The Importance of Data, Visualization, and Frameworks 52 Getting the Appropriate Data 52 Applying Data and Model Visualization 55 Applying Frameworks After Creating a Model 56 Getting Started with Causal AI 57 Summary 58 Notes 59 Chapter 3 Elements of Causal AI 61 Conceptual Models 62 Correlation vs. Causal Models 63 Correlation- Based AI 63 Causal AI 63 Understanding the Relationship Between Correlation and Causality 64 Process Models 66 Correlation- Based AI Process Model 67 Causal- Based AI Process Model 69 Collaboration Between Business and Analytics Professionals 72 The Fundamental Building Blocks of Causal AI Models 75 The Relations Between DAGs and SCMs 76 Explaining DAGs 76 Causal Notation: The Language of DAGs 78 Operationalizing a DAG with an SCM 79 The Elements of Visual Modeling 81 Nodes 83 Variables 83 Endogenous and Exogenous Variables 83 Observed and Unobserved Variables 84 Paths/Relationships 84 Weights 86 Summary 88 Notes 89 Chapter 4 Creating Practical Causal AI Models and Systems 91 Understanding Complex Models 92 Causal Modeling Process: Part 1 94 Step 1: What Are the Intended Outcomes? 95 Step 2: What Are the Proposed Interventions? 97 Step 3: What Are the Confounding Factors? 99 Step 4: What Are the Factors Creating the Effects and Changes? 102 Common/Universal Effects in a Causal Model 102 Refined Effects in a Causal Model 103 Step 5: Creating a Directed Acyclic Graph 105 Step 6: Paths and Relationships 105 Types of Paths 106 Path Connecting an Unobserved Variable 107 Front- Door Paths 108 Backdoor Paths 108 Modeling for Simplicity to Understand Complexity 109 Step 7: Data Acquisition 110 Causal- Based Approach: Part 2 112 Step 8: Data Integration 113 Step 9: Model Modification 114 Step 10: Data Transformation 115 Step 11: Preparing for Deployment in Business 118 Summary 121 Notes 122 Chapter 5 Creating a Model with a Hybrid Team 125 The Hybrid Team 126 Why a Hybrid Team? 127 The Benefits of a Hybrid Team 128 Establishing the Hybrid Team as a Center of Excellence 129 How Teams Collaborate 131 But Why? 132 Defining Roles 134 Leaders and Business Strategists 137 Subject- Matter Experts 138 Data Experts 140 Software Developers 142 Business Process Analysts 143 Information Technology Expertise 143 Project Manager(s) 144 The Basics Steps for a Hybrid Team Project 145 An Overview of Model Creation 146 It Depends on Your Destination 150 Understanding the Root Cause of a Problem 151 Understanding What Happened and Why 153 The Importance of the Iterative Process 154 Summary 155 Chapter 6 Explainability, Bias Detection, and AI Responsibility in Causal AI 157 Explainability 158 The Ramifications of the Lack of Explainability 159 What Is Explainable AI in Causal AI Models? 161 Black Boxes 162 Internal Workings of Black-Box Models 162 Deep Learning at the Heart of Black Boxes 163 Is Code Understandable? 163 The Value of White-Box Models 166 Understanding Causal AI Code 167 Techniques for Achieving Explainability 169 Challenges of Complex Causal Models 169 Methods for Understanding and Explaining Complex Causal AI Models 171 The Importance of the SHAP Explainability Method 172 Detecting Bias and Ensuring Responsible AI 175 Bias in Causal AI Systems 176 Responsible AI: Trust and Fairness 178 How Causal AI Addresses Bias Detection 180 Tools for Assessing Fairness and Bias 182 The Human Factor in Bias Detection and Responsible AI 183 Summary 184 Note 184 Chapter 7 Tools, Practices, and Techniques to Enable Causal AI 185 The Causal AI Pipeline 187 Define Business Objectives 190 Model Development 193 Data Identification and Collection 195 Data Privacy, Governance, and Security 197 Synthetic Data 198 Model Validation 199 Deployment/Production 201 Monitor and Evaluate 203 Update and Iterate 205 Continuous Learning 208 The Importance of Synthetic Data 210 Why Create Synthetic Data? 210 Overcoming Data Limitations 211 Enhancing Data Privacy and Security 211 Model Validation and Testing 211 Expanding the Range of Possible Scenarios 212 Reducing the Cost of Data Collection 212 Improving Data Imbalance 213 Encouraging Collaboration and Openness 213 Streamlining Data Preprocessing 213 Supporting Counterfactual Analysis 213 Fostering Innovation and Experimentation 214 Creating Synthetic Data 214 Generative Models 214 Agent-Based Modeling 215 Data Augmentation 215 Data Synthesis Tools and Platforms 215 Conditional Synthetic Data Generation 216 Synthetic Data from Text 216 The Limitations of Synthetic Data 217 Current State of Tools and Software in Causal AI 218 The Role of Open Source in Causal AI 218 Commercial Causal AI Software 221 CausaLens 221 Geminos Software 223 Summary 223 Chapter 8 Causal AI in Action 225 Enterprise Marketing in a Business- to- Consumer Scenario 226 DDCo Marketing Causal Model: Annual Pricing Review and Update Cycle 228 Incorporating Internal and External Factors in the Model and DAG 230 Easily Enabling Iterating 231 End-User-Driven Exploration 232 Bench Testing 234 DDCo Marketing Causal Model: Semiannual Product Planning Cycle 236 Always Consider Model Reuse 237 Give and Take in Building a New Model 239 Typical Model and Process Operation: Iterating 239 Keeping the Process/Model Scope Manageable and Understandable 240 Moving from Strategy to Building and Implementing Causal AI Solutions 241 Agriculture: Enhancing Crop Yield 242 Key Causal Variables 244 Creating the DAG 246 Moving from the DAG to Implementing the Causal AI Model 247 Commercial Real Estate: Valuing Warehouse Space 250 Key Causal Variables 251 Implementing the Causal AI Model 253 Video Streaming: Enhancing Content Recommendations 254 Key Causal Variables 255 Implementing the Causal AI Model 256 Healthcare: Reducing Infant Mortality 258 Key Causal Variables 259 Implementing the Causal AI Model 261 Retail: Providing Executives Actionable Information 263 Key Causal Variables 264 Implementing the Causal Model 265 Summary 267 Chapter 9 The Future of Causal AI 271 Where We Stand Today 271 Foundations of Causal AI 273 The Causal AI Journey 274 Causal AI Today 274 What’s Next for Causal AI 276 Integrating Causal AI and Traditional AI 278 The Imperative for Managing Data 279 Ensembles of Data 279 Generative AI Is Emerging as a Game Changer for Causal AI 281 The Future of Causal Discovery 282 The Emergence of Causal AI Reinforcement Learning Will Accelerate Model Training 284 Causal AI as a Common Language Between Business Leaders and Data Scientists 284 The Emergence of Probabilistic Programming Languages 286 The Predictable Model Evolution Cycle 286 The Emergence of the Digital Twin 287 Improving the Ability to Understand Ground Truth 289 The Development of More Sophisticated DAGs 289 Visualizing Complex Relationships in the DAGs 290 The Merging of Causal and Traditional AI Models 291 The Future of Explainability 291 The Evolution of Responsible AI 292 Advances in Data Security and Privacy 293 Integration Will Be Between Models and Business Applications 294 Summary 295 Glossary 299 Appendix 313 Selected Resources 329 Acknowledgments 331 About the authors 335 About the contributor 339 Index 341

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Book SynopsisLearn how to make decisions in the face of increasingly complex and multifaceted challenges In A Symphony of Choices: How Mentorship Taught a Manager Decision-Making, Project Management and Workplace Engagement -- and Saved a Concert Season, workplace culture and strategy expert Gerald Leonard delivers a fascinating narrative following one Jerry Hall, the new Symphony Orchestra manager at a prestigious symphony concerned about the challenging plans for an upcoming season. In the book, you'll watch Jerry connect with a former college professor and learn the skills necessary to successfully manage his way through these unprecedented times in his business and personal life. Does he have all skills necessary for effective decision-making and managing a major symphony's portfolio of projects? Will his fear of succumbing to daunting challenges prevent him from succeeding? The author answers these questions, and more. You'll also find: Hands-on strategies for dTable of ContentsForeword xi Preface xv Chapter 1 The Right People and the Right Time 1 Chapter 2 Choosing Your Portfolio 11 Chapter 3 Selecting Your Projects 27 Chapter 4 Choosing Your Portfolio Processes 41 Chapter 5 Choosing Your Strategy 57 Chapter 6 Choosing Your Rules of Engagement 79 Chapter 7 Choosing Your Performance Metrics 101 Chapter 8 Choosing Your Communication Strategy 123 Chapter 9 Choosing Your Risks Strategy 143 Chapter 10 Choosing Your Implementation Strategy 163 Chapter 11 Reaping the Benefits of Your Choices 181 Epilogue 191 Implementation Guide 197 Dr. Richard’s Lessons 209 Recommended Reading and Resources 215 Bibliography 221 Acknowledgments 223 About the Author 225 Index 227

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Book SynopsisChris Griffiths is founder and CEO of OpenGenius, and world-leading expert on the application of innovation and Mind Mapping. He has helped drive business growth for thousands worldwide, including teams and individuals from Fortune 500 and FTSE 100 companies, the United Nations and Nobel Laureates. His is based in Cardiff, Wales.Melina Costi is a professional business writer with a background in marketing management. She has co-authored several books. She is based in Cheshire, UK.Caragh Medlicott is a full-time freelance writer and a Senior Editor at Wales Arts Review, based in Cardiff, Wales.Trade Review"Chris Griffiths and his work to help support creativity and neurodiversity is making a difference to the lives of many. This book sheds light on how important neurodivergent thinking is in team creativity. Neurodiversity in Business knows that bringing your authentic self to work allows for improved diversity of thought and that's better client outcomes." * Dan Harris, CEO, Neurodiversity in Business *Table of Contents Chapter - 00: Introduction; Section - ONE: Thinking About Your Thinking; Chapter - 01: The Decision Radar; Chapter - 02: Common thinking errors - Selective thinking; Chapter - 03: Common thinking errors - Reactive thinking; Chapter - 04: Common thinking errors - Assumptive thinking; Section - TWO: The Solution Finder; Chapter - 05: The context for creative problem solving; Chapter - 06: The Solution Finder Step 1 - Understanding; Chapter - 07: The Solution Finder Step 2 - Ideation; Chapter - 08: The Solution Finder Step 2 - Ideation toolkit; Chapter - 09: The Solution Finder Step 3 - Analysis; Chapter - 10: The Solution Finder Step 4 - Direction; Section - THREE: The End of the Beginning; Chapter - 11: Commit to ‘thinking differently’; Chapter - 12: Creative leadership; Chapter - 13: Conclusion - Where do you go from here?

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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 SynopsisJo Owen is a best-selling and multi-award winning leadership author, keynote speaker and social entrepreneur. He is a founder of eight charities, including the UK's largest graduate recruiter Teach First. His books The Mindset of Success, The Leadership Skills Handbook and Management Stripped Bare, all published by Kogan Page, have been translated into eight different languages.Table of Contents Chapter - 00: Introduction; Section - ONE: We Know What Leadership Is; Chapter - 01: Myth 1 - We Know What Leadership Is; Chapter - 02: Myth 2 - The Perfect Leader; Chapter - 03: Myth 3 - Leadership is About Your Rank, Title or Position; Chapter - 04: Myth 4 - Managers are Leaders; Chapter - 05: Myth 5 - Leaders Know What Leadership Is; Chapter - 06: Myth 6 - The Founder is the Leader; Chapter - 07: Myth 7 - Leadership is Universal; Section - TWO: We Know What Leaders Do; Chapter - 08: Myth 8 - We Know What Leaders Do - Top Level Leaders; Chapter - 09: Myth 9 - We Know What Leaders Do - Your Leadership Journey; Chapter - 10: Myth 10 - Leaders Motivate their Followers; Chapter - 11: Myth 11 - Leaders Communicate Well; Chapter - 12: Myth 12 - Leaders are Decisive; Chapter - 13: Myth 13 - Leaders Set Goals and Give Directions; Chapter - 14: Myth 14 - Great Leaders Build Great Teams; Chapter - 15: Myth 15 - The Leader Knows What’s Going On; Section - THREE: We Know What Leaders are Like - Character and Traits; Chapter - 16: Myth 16 - Leaders are Born, not Bred; Chapter - 17: Myth 17 - Leaders are Visionary; Chapter - 18: Myth 18 - Leaders are Charismatic and Inspirational; Chapter - 19: Myth 19 - Leaders are Honest; Chapter - 20: Myth 20 - Leaders are Brave; Chapter - 21: Myth 21 - The Leader is the Smartest Person in the Room; Chapter - 22: Myth 22 - The Best Leaders are Clever; Chapter - 23: Myth 23 - Male and Female Leaders are Different; Chapter - 24: Myth 24 - Psychopaths Succeed as Leaders; Chapter - 25: Myth 25 - Leaders are Reasonable; Chapter - 26: Myth 26 - An Effective Leader is a Skilled Leader; Section - FOUR: We Know How Leaders Succeed; Chapter - 27: Myth 27 - Leaders Succeed on Merit; Chapter - 28: Myth 28 - Leadership is About Survival of the Fittest; Chapter - 29: Myth 29 - It’s Not What You Know But Who You Know; Chapter - 30: Myth 30 - Power Comes from Your Position; Chapter - 31: Myth 31 - Leaders Need Experience; Chapter - 32: Myth 32 - The First 90 Days; Chapter - 33: Myth 33 - You Have to Manage Before You Can Lead; Chapter - 34: Myth 34 - Sporting Heroes Show Us How to Lead; Chapter - 35: Myth 35 - You Can Teach Leadership; Chapter - 36: Myth 36 - Leaders Know When to Move On; Section - FIVE: We Have a Theory of Leadership; Chapter - 37: Myth 37 - The Great Man Theory of Leadership; Chapter - 38: Myth 38 - Servant Leadership; Chapter - 39: Myth 39 - The Humble Leader; Chapter - 40: Myth 40 - Distributed Leadership; Chapter - 41: Myth 41 - Transactional and Transformational Leadership; Chapter - 42: Myth 42 - Authentic Leadership; Chapter - 43: Myth 43 - Leadership is a Team Sport; Chapter - 44: Myth 44 - Leadership and Money - The Dog That Didn’t Bark; Chapter - 45: Myth 45 - Leaders are Like Tea Bags; Section - SIX: We Have Beliefs About Leadership; Chapter - 46: Myth 46 - It’s Lonely at the Top; Chapter - 47: Myth 47 - The Buck Stops Here; Chapter - 48: Myth 48 - It’s Tough at the Top; Chapter - 49: Myth 49 - The Leader Makes a Difference; Chapter - 50: Myth 50 - The Leader is In Control; Chapter - 51: Myth 51 - Leaders are Role Models; Chapter - 52: Myth 52 - Leaders are Popular; Chapter - 53: Myth 53 - Leaders Deserve Exceptional Rewards; Section - SEVEN: Conclusions; Chapter - 54: Myths, Fads and Theories; Chapter - 55: Leaders Take People Where They Would Not Have Got By Themselves; Chapter - 56: I Have the Answer - Myth or Reality?

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Book SynopsisJordan Morrow is known as the "Godfather of Data Literacy", having helped pioneer the field by building one of the world's first data literacy programs. He is the founder and CEO of Bodhi Data, served as the Chair of the Advisory Board for The Data Literacy Project and has helped companies and organizations around the world, including the United Nations, build and understand data literacy. Morrow is the author of three books: Be Data Literate, Be Data Driven, and Be Data Analytical, all published by Kogan Page. He is based near Salt Lake City, Utah.Trade Review"A must-read for anyone looking to harness the power of data. Be Data Analytical stands out as a comprehensive guide that empowers readers to unlock the hidden potential within their data, driving innovation and growth in any field." * Bernard Marr, Founder & CEO, Bernard Marr & Co *"If you're looking for a practical guide to learn about the four levels of analytics, look no further than Be Data Analytical. Jordan Morrow's hands-on approach to teaching data analytics makes the book an invaluable resource for anyone who wants to learn the skills needed to succeed in the field. The clear explanations, practical examples and content breakdown make this book an excellent choice for both beginners and experienced professionals." * Chandra Donelson, Washington D.C. Chapter Lead, Women in Data *"Jordan's passion and enthusiasm for data shines through. Breaking down analytics into four accessible levels means this book is for everyone. Its real-life examples and analogies bring to life the importance of understanding and implementing good analytics." * Susan Walsh, Founder & Managing Director, The Classification Guru Ltd *"This book provides an excellent framework for data-driven decision-making in organizations. By framing the analytics implementations progressively through the four levels of analytics, Be Data Analytical is easy to follow as an analytics guidebook. At each stage, the book covers key definitions, roles of the different enterprise players, numerous business examples and strategy suggestions to get the analytics job done." * Kirk Borne, Founder, Data Leadership Group *"Data Analytics is a crucial aspect of decision-making in the modern business landscape, and this book provides a comprehensive guide to understanding its nuances. The author's expertise and passion for the subject is present in every chapter, making this book a must-read for anyone seeking to improve their data literacy and enhance their decision-making skills. I highly recommend this book to anyone looking to unlock the power of data analytics in their organization." * Esther Munyi, Chief Data and Analytics Officer, Sasfin *"Be Data Analytical is a book about leadership, decision making, staying ahead and having your own built-in systems. A consummate storyteller, Jordan speaks to those who know this space and those who perhaps need to. The data environment has changed forever and the complexity and challenge for leaders means the rule book we used to follow, and our previous frames of reference, are redundant. New ways of thinking and improving decision making are therefore vital." * Mike Roe, CEO, Tensense.ai *"Ingenious! Jordan's engaging work propels the reader from data literacy to data analysis." * Major General Dustin Shultz *Table of Contents Chapter - 00: Introduction; Section - ONE: Data and analytics; Chapter - 01: Defining data and analytics; Chapter - 02: Defining the four levels of analytics; Chapter - 03: The power of analytics in decision making; Section - TWO: The four levels of analytics - define, empower, understand and learn; Chapter - 04: Descriptive analytics; Chapter - 05: How are descriptive analytics used today?; Chapter - 06: How individuals and organizations can improve in descriptive analytics; Chapter - 07: Diagnostic analytics; Chapter - 08: How are diagnostic analytics used today?; Chapter - 09: How individuals and organizations can improve in diagnostic analytics; Chapter - 10: Predictive analytics; Chapter - 11: How are predictive analytics used today?; Chapter - 12: How individuals and organizations can improve in predictive analytics; Chapter - 13: Prescriptive analytics; Chapter - 14: How are prescriptive analytics used today?; Chapter - 15: How individuals and organizations can improve in prescriptive analytics; Section - Three: Bringing it all together; Chapter - 16: Using all four levels of analytics to empower decision making; Chapter - 17: Conclusion;

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Book SynopsisJordan Morrow is known as the "Godfather of Data Literacy", having helped pioneer the field by building one of the world's first data literacy programs. He is the founder and CEO of Bodhi Data and the Senior Vice President of Data and AI Transformation for AgileOne, helping to utilize data and AI in the total talent management space. He served as the Chair of the Advisory Board for The Data Literacy Project and has helped companies and organizations around the world, including the United Nations, build and understand data literacy. Morrow is the author of four books: Be Data Literate, Be Data Driven, Be Data Analytical, and Business 101 for the Data Professional all published by Kogan Page. He is based near Salt Lake City, Utah.

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Book Synopsis* The definitive up--to--date guide to the field. * Original contributions by the leading scholars of Organizational Learning and Knowledge Management world--wide. * Editors internationally recognised authorities. * Handbook shows links between a knowledgea and a learninga literatures.Trade Review"The handbook shows perfectly what has been achieved in the field of KM and OL, but also clearly demonstrates the gaps in our research and the need to start a dialogue, to fight and unite, to build bridges between old and emerging management disciplines." Organization StudiesTable of ContentsList of Figures. List of Tables. List of Contributors. Foreword: Karl E. Weick. Part I: Disciplinary Perspectives:. Introduction: Watersheds Of Organizational Learning And Knowledge Management: Mark Easterby-Smith (Lancaster University)and Marjorie A. Lyles (Indiana University). 1. Psychological Perspectives Underlying Theories of Organizational Learning: Robert Defillippi (Suffolk University) and Suzyn Ornstein (Suffolk University). 2. Social Learning Theory: Learning As Participation In Social Processes: Bente Elkjaer (Danish University of Education). 3. The Role of Information and Communication Technologies In Knowledge Management Initiatives: Niall Hayes (Lancaster University) and Geoff Walsham (University of Cambridge). 4. Knowledge Management: What Can Organizational Economics Contribute? Nicolai J. Foss (Copenhagen Business School) and Volker Mahnke (Copenhagen Business School). 5. Knowledge Management: The Information Technology Dimension: Maryam Alavi (Emory University) and Amrit Tiwana (Emory University). Part II: Learning And Knowledge In Organizations:. 6. Organizational Learning And Knowledge Management: Toward An Integrative Framework: Dusya Vera (University of Western Ontario) and Mary Crossan (University of Western Ontario). 7. Organizations As Learning Portfolios: Anthony J. Dibella (East Greenwich and Worcester Polytechnic Institute). 8. Framework For The Development of Communities Of Practice In A Corporate Environment: Josh Plaskoff (Eli Lilly and Company). 9. Understanding Outcomes Of Organizational Learning Interventions: Amy C. Edmondson (Harvard Business School) and Anita Williams Woolley (Harvard Business School). 10. The Impact Of Intercultural Communication On Global Organizational Learning: Sully Taylor (Portland State University), Joyce S. Osland (Portland State University) and Dr Robert B. Pamplin. 11. Knowledge Seeking FDI And Learning Across Borders: Shige Makino (Chinese University of Hong Kong) and Andrew C. Inkpen (American Graduate School of International Management). 12. Beyond Alliances: Towards A Meta-Theory Of Collaborative Learning: Jane E. Salk (University of Texas at Dallas)and Bernard L. Simonin (Tufts University). 13. Knowledge Management And Competitive Advantage: Bala Chakravarthy (IMD), Sue McEvily (University of Pittsburgh), Yves Doz (INSEAD) and Devaki Rau (Northern Illinois University). 14. Absorptive Capacity: Antecedents, Models, And Outcomes: Frans A. J. Van Den Bosch (Erasmus University Rotterdam), Raymond Van Wijk (Erasmus University Rotterdam), and Henk W. Volberda (Erasmus University Rotterdam),. 15. Narrative Knowledge In Action: Adaptive Abduction As A Mechanism For Knowledge Creation And Exchange In Organizations: Caroline A. Bartel (New York University) and Raghu Garud (New York University). Part III: Organizational Knowledge And KM:. 16. Dominant Logic, Knowledge Creation, And Managerial Choice: Richard A. Bettis (University of North Carolina at Chapel Hill) and Sze-Sze Wong (Duke University). 17. Innovation And Knowledge Management: Scanning, Sourcing, And Integration: Paul Almeida (Georgetown University), Anaupama Phene (University of Utah), David Eccles & Rob Grant (Georgetown University). 18. Knowledge Sharing And The Communal Resource: Georg Von Krogh (University of St Gallen). 19. Organizational Forgetting: Pablo Martin De Holan (University of Alberta) and Faculté Saint-Jean. 20. Do We Really Understand Tacit Knowledge? Haridimos Tsoukas. 21. Knowledge And Networks: Raymond Van Wijk (Erasmus University Rotterdam), Frans A. J. Van Den Bosch (Erasmus University Rotterdam), Henk W. Volberda (Erasmus University Rotterdam). 22. The Political Economy Of Knowledge Markets In Organizations: Rob Cross (University of Virginia) and Laurence Prusak (IBM Institute for Knowledge-based Organizations). 23. Barriers To Creating Knowledge: Mikelle A. Calhoun (New York University) and William H. Starbuck (New York University). Part IV: Problematizing OL And Knowledge:. 24. Discourses of Knowledge Management And The Learning Organization: Their Production And Consumption: Harry Scarbrough (University of Warwick). 25. Stickiness: Conceptualizing, Measuring, And Predicting Difficulties To Transfer Knowledge Within Organizations: Gabriel Szulanski (University of Pennsylvania) & Rossella Cappetta (Bocconi University). 26. Social Identity And Organizational Learning: John Child (University of Birmingham) and Suzana Rodrigues (University of Birmingham). 27. Emotionalizing Organizational Learning: Stephen Fineman (University of Bath). 28. Learning From Organizational Experience: John S. Carroll (MIT Sloan School of Management), Jenny W. Rudolph (Boston College) and Sachi Hatakenaka (MIT Sloan School of Management). 29. Deliberate Learning And The Evolution Of Dynamic Capabilities: Maurizio Zollo (INSEAD)and Sidney G. Winter (University of Pennsylvania). 30. Semantic Learning As Change Enabler: Relating Organizational Identity & Organizational Learning: Kevin G. Corley (Penn State University) & Dennis A. Gioia (Penn State University). 31. Organizational Learning And Knowledge Management: Agendas For Future Research: Marjorie A. Lyles (Indiana University) and Mark Easterby-Smith (Lancaster University). Index

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Book SynopsisHandbook of Decision Making presents a wide range of theoretical and empirical approaches to the understanding of strategic decisions. Written by leading international experts from North America, Canada and Europe, this guidebook is a tour de force of understanding decisionmaking from a variety of perspectives and contexts.Trade Reviewrecommended to those interested in the field of strategic decision making. It offers a diverse set of topics and provides many ideas and applications InterfacesTable of ContentsNotes on the Contributors ix About the Editors xxi Part I Introduction 1 1 Crucial Trends and Issues in Strategic Decision Making 3 Paul C. Nutt And David C. Wilson 2 Research on Strategic Decisions: Taking Stock and Looking Ahead 31 Vassilis Papadakis, Ioannis Thanos, and Patrick Barwise Part II Key Theoretical Perspectives 71 3 Decision Making: It’s Not What You Think 73 Henry Mintzberg And Frances Westley 4 Organizing and the Process of Sensemaking 83 Karl E. Weick, Kathleen M. Sutcliffe, And David Obstfeld 5 The Political Aspects of Strategic Decision Making 105 John Child, Said Elbanna, and Suzana Rodrigues 6 Organizational Identity and Strategic Decision Making 139 Aimee L. Hamilton And Dennis A. Gioia Part III Conceptualizing Strategic Decision Making 153 7 Building a Decision-making Action Theory 155 Paul C. Nutt 8 A Decision Process Model to Support Timely Organizational Innovation 197 Andre L. Delbecq, Terri L. Griffith, Tammy L. Madsen, And Jennifer L. Woolley 9 Decision Making in Groups: Theory and Practice 231 Colin Eden And Fran Ackermann Part IV Factors and Considerations That Impinge On Decision Making 273 10 Decision Making in Professional Service Firms 275 Tim Morris, Royston Greenwood, and Samantha Fairclough 11 Risk Taking and Strategic Decision Making 307 Philip Bromiley And Devaki Rau 12 Decision Errors of the 4th, 5th, and 6th Kind 327 Kim Boal And Mark Meckler 13 Decision Making in Public Organizations 349 Hal G. Rainey, John C. Ronquillo, And Claudia N. Avellaneda 14 Strategic Decision Making and Knowledge: A Heideggerian Approach 379 Haridimos Tsoukas 15 Challenges of Using IT to Support Multidisciplinary Team Decision Making 403 Michael Barrett and Eivor Oborn Part V Recent Empirical Findings That Support Theories And Views 431 16 The Bradford Studies: Decision Making and Implementation Processes and Performance 433 Susan Miller 17 Comparing the Merits of Decision-making Processes 449 Paul C. Nutt 18 Of Baseball, Medical Decision Making, and Innumeracy 501 Lori Ferranti, Steven Cheng, and David Dilts 19 The Dimensions of Decisions: A Conceptual and Empirical Investigation 517 Lori S. Franz and Michael W. Kramer Part VI Methodology for The Study Of Decision Making 541 20 Empirical Methods for Research on Organizational Decision-Making Processes 543 Marshall Scott Poole and Andrew H. Van De Ven 21 On the Study of Process: Merging Qualitative and Quantitative Approaches 581 Paul C. Nutt 22 The Bradford Studies: Issues Raised by These and Other Studies for the Understanding of Decision Making 619 David C. Wilson Part VII Directions and Perspectives 643 23 Discussion and Implications: Toward Creating a Unified Theory of Decision Making 645 Paul C. Nutt and David C. Wilson Index 679

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Book SynopsisUsing original empirical data, this book explores how local government officers and politicians negotiate 'difficult subjects' linked with community cohesion policy: diversity, inequality, discrimination, extremism, migration, religion, class, power and change. Winner of the BSA Philip Abrams Memorial Prize 2014Trade Review"A beautifully written book that gets right to the heart of negotiations over community relations in contemporary Britain." Ben Rogaly, University of Sussex"Provides original insights into the challenges of negotiating multiculturalism and diversity in the U.K. context." American Journal of Sociology"This book provides an original and critical analysis with significant implications for public policy and will be essential reading for those concerned with cohesion, inequality and social change." Marjorie Mayo, Emeritus Professor, Goldsmiths, University of London"Focusing on the how rather than the what, this incisive and challenging account explores community cohesion policy as practice, exploring how it is embedded in particular places and in the narratives and emotional biographies of its practitioners." Claire Alexander, University of Manchester"Reading this book is rewarding…compelling account of how policy is translated through negotiations and narrative frames" Public AdministrationJones draws on a range of methods – participant observation, interviews, and documentary analysis – to produce a rich and detailed ethnography of community cohesion policy and practice in particular places and specific moments." Critical Social Policy"The rich details of this book, in which interviews and in situ accounts are integrated with a national imperative to engage with and direct the diversification of society, are compelling, and the book should be widely read by academics, policy makers and policy enactors." LSE Review of Books blog"Hannah Jones sympathetically and persuasively brings the politics of local government to life far beyond the mechanics of service delivery, showing how politicians and bureaucrats make up places as they make policy." Allan Cochrane, The Open University"This important book delivers fresh thinking on cohesion as a policy approach to complex, diverse communities. It elegantly extends our understandings of emotion and policy work and makes a significant contribution to public sociology debates." Dr Sarah Neal, University of SurreyTable of ContentsIntroduction: Getting Uncomfortable; Negotiating cohesion, inequality and change; Contradictory narratives of cohesion; 'Is there anything the council did that distracted you from extremism?'; I Love Hackney/Keep It Crap; 'We spent a lot of time trying to be known for other things'; 'You need to be totally objective, but you can't be'; Thinking Inside the Box.

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Book SynopsisUsing original empirical data, this book explores how local government officers and politicians negotiate 'difficult subjects' linked with community cohesion policy: diversity, inequality, discrimination, extremism, migration, religion, class, power and change. Winner of the BSA Philip Abrams Memorial Prize 2014Trade Review"A beautifully written book that gets right to the heart of negotiations over community relations in contemporary Britain." Ben Rogaly, University of Sussex"Provides original insights into the challenges of negotiating multiculturalism and diversity in the U.K. context." American Journal of Sociology"This book provides an original and critical analysis with significant implications for public policy and will be essential reading for those concerned with cohesion, inequality and social change." Marjorie Mayo, Emeritus Professor, Goldsmiths, University of London"Focusing on the how rather than the what, this incisive and challenging account explores community cohesion policy as practice, exploring how it is embedded in particular places and in the narratives and emotional biographies of its practitioners." Claire Alexander, University of Manchester"Reading this book is rewarding…compelling account of how policy is translated through negotiations and narrative frames" Public AdministrationJones draws on a range of methods – participant observation, interviews, and documentary analysis – to produce a rich and detailed ethnography of community cohesion policy and practice in particular places and specific moments." Critical Social Policy"The rich details of this book, in which interviews and in situ accounts are integrated with a national imperative to engage with and direct the diversification of society, are compelling, and the book should be widely read by academics, policy makers and policy enactors." LSE Review of Books blog"Hannah Jones sympathetically and persuasively brings the politics of local government to life far beyond the mechanics of service delivery, showing how politicians and bureaucrats make up places as they make policy." Allan Cochrane, The Open University"This important book delivers fresh thinking on cohesion as a policy approach to complex, diverse communities. It elegantly extends our understandings of emotion and policy work and makes a significant contribution to public sociology debates." Dr Sarah Neal, University of SurreyTable of ContentsIntroduction: Getting Uncomfortable; Negotiating cohesion, inequality and change; Contradictory narratives of cohesion; 'Is there anything the council did that distracted you from extremism?'; I Love Hackney/Keep It Crap; 'We spent a lot of time trying to be known for other things'; 'You need to be totally objective, but you can't be'; Thinking Inside the Box.

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Book SynopsisDive inside this textbook for an accessible guide to the discipline of public services; explore core public service topics and understand the fundamental elements of working in the public services.Table of ContentsIntroduction: Defining and understanding public services - Elizabeth Cookingham Bailey and E.K. Sarter Part 1: Public services and the welfare state 1. Public services and public policies - E.K. Sarter 2. Mixed economy - Elizabeth Cookingham Bailey 3. Public services and the law - Simon Read Part 2: The internal dynamics of public services 4. Organisations and institutions - Elizabeth Cookingham Bailey 5. Strategy and strategic management - Jennifer Law 6. Leadership and management - David Phillips and Simon Read Part 3: Achieving social and environmental impact 7. Public services and the challenge of sustainability - E.K. Sarter 8. Public services and equality - E.K. Sarter, Wendy Booth and Vida Greaux 9. Public services and the environmental crisis - E.K. Sarter 10. Adapting organisations: public services, climate change and the energy transition - Filippos Proedrou Conclusion: Current developments and the future of public services - Elizabeth Cookingham Bailey, E.K. Sarter, Wendy Booth, Vida Greaux, Stuart Jones, Jennifer Law, David Phillips, Filippos Proedrou and Simon Read

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Book SynopsisBest-selling author Cass R. Sunstein examines how to avoid worst-case scenariosThe world is increasingly confronted with new challenges related to climate change, globalization, disease, and technology. Governments are faced with having to decide how much risk is worth taking, how much destruction and death can be tolerated, and how much money should be invested in the hopes of avoiding catastrophe. Lacking full information, should decision-makers focus on avoiding the most catastrophic outcomes? When should extreme measures be taken to prevent as much destruction as possible?Averting Catastrophe explores how governments ought to make decisions in times of imminent disaster. Cass R. Sunstein argues that using the maximin rule, which calls for choosing the approach that eliminates the worst of the worst-case scenarios, may be necessary when public officials lack important information, and when the worst-case scenario is too disastrous to contemplate. He underscores this argument by emphTrade Review"Sunstein is unique in knowing about both the nature of risk and uncertainty and having crafted policy to protect us from it. This book tells us what we can do to 'sleep better at night' in an uncertain world. This is wisdom that should be acted on." -- Michael Greenstone, Milton Friedman Distinguished Service Professor of Economics, University of Chicago"If you want to understand how to analyze and avert potential catastrophes of the modern world, from pandemics to climate change, you should start with this brilliant book. Ranging widely and deeply over law, economics, and philosophy, Sunstein explains through examples and principles how societies can deal with the deep uncertainties we face." -- William Nordhaus, Nobel laureate in Economics"A must-read book for anyone with an interest in public policy or personal decision-making in the face of uncertainty. Which makes it a must-read book, period." -- Robert S. Pindyck, Bank of Tokyo-Mitsubishi Professor in Economics and Finance, Massachusetts Institute of Technology"This is an important book of extraordinary timeliness. At once modest and transformative, Sunstein’s pragmatic recommendations can help policymakers manage the world’s biggest problems—even in the face of catastrophic uncertainty." -- Arden Rowell, co-author, The Psychology of Environmental Law"A must-read if you want the expert guidance of one of the most brilliant minds in American law about how our nation should address its most serious risks, including pandemics, climate change, and terrorist attacks. Cass Sunstein has written a tour-de-force that makes the most vexing problems in decision theory accessible—and enjoyable to read—to a broad audience." -- Richard L. Revesz, Bryce Professor of Law and Dean Emeritus, New York University School of Law"Uncertainty is everywhere, and the list of potential catastrophes seems to grow longer every year. Few are better positioned to shed light into the gloom than Cass Sunstein. Drawing on his deep engagement with a wide range of intellectual disciplines and his years of government experience during the Obama administration, Sunstein demonstrates how clear thinking can help us navigate through difficult times." -- Michael A. Livermore, Edward F. Howrey Professor of Law, University of Virginia

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Book SynopsisIn Fruit of the Orchard, Jennifer N. Brown builds upon academic discourse about medieval readers, trans-Reformation studies, and Catherine of Siena to reveal insights into the changing devotional reading appetites and practices of the period.Trade Review"Brown has written a very well researched work. On the basis of twenty-one manuscript and printed excepts or complete copies of works by and about Catherine, she has constructed a plausible picture of how Catherine became known in England between 1400 and 1700, who read her and why." -- Hugh Feiss * Journal of British Studies *"[Fruit of the Orchard] is a fascinating study of English piety that clearly will interest specialists in women’s visionary culture. [Brown’s] close readings of specific texts add to our understanding of their creation, transmission, and reception. Scholars investigating connections between gender and spiritual authority, as well as the discourse between Latin and vernacular texts in an era of increasing literacy and print culture, will come away with new questions to pursue." -- Lezlie Knox, Marquette University * Early Modern Women *"Fruit of the Orchard has been a decade in the writing: it was worth waiting for." -- Luke Penkett, The Julian Centre, Norwich * Spiritus *Table of ContentsAcknowledgments Introduction: Finding Catherine of Siena in Late Medieval and Early Modern England 1. Compiling Catherine: The Visionary Woman, Stephen Maconi, and the Carthusian Audience 2. William Flete, English Spirituality, and Catherine of Siena 3. Catherine Excerpted: Reading the Miscellany 4. The Orcherd of Syon: How to Read in the Convent 5. Catherine in Print: Lay Audiences and Reading Hagiography Conclusion - Reforming Reading: Catherine of Siena in an Age of Reform Appendix A: Literary Ancestry Chart Appendix B: Catherine Texts in England Notes Bibliography Index

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Book SynopsisThe result of extensive international research with multinationals, governments, and non-profits, Design Thinking at Work explores the challenges that organizations face when developing creative strategies to innovate and solve problems. Now available for the first time in paper, Design Thinking at Work explores how many organizations have embraced design thinking as a fresh approach to fundamental problems, and how it may be applied in practice. Design thinkers constantly run headlong into challenges in bureaucratic and hostile cultures. Through compelling examples and stories from the field, Dunne explains the challenges they face, how the best organizations, including Procter & Gamble and the Australian Tax Office, are dealing with these challenges, and what lessons can be distilled from their experiences. Essential reading for anyone interested in how design works in the real world, Design Thinking at Work challenges many of the wild claims that have Table of ContentsAcknowledgements Part 1: Framing Design Thinking in Organizations 1. Thinking Like a Designer 2. The Adoption of Design Thinking Part 2: The Three Tensions 3. The Tension of Inclusion 4. The Tension of Disruption 5. The Tension of Perspective Part 3: Reframing Design Thinking for Your Organization 6. Reframing Design Thinking 7. Where Do You Begin? Building Your Design Thinking Program

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Book SynopsisWinner of the Independent Press Award in PsychologyOur decisions are expressions of who we are and how we move through the world. Rarely, though, do we examine our decisions or even look inward to consider the psychology of our decision-making. Instead, we often make decisions based on what we call instinct (which relies on cognitive bias), false assumptions, mis-remembering, and mental mistakes. Truthfully, we don''t see the world as it is; we see it as we are. We can develop self-knowledge about our decision-making styles. We can wake ourselves up to how biases cloud our judgment and impede good decision-makingand we can counter bias. From there, we can transform our decision-making habits to make better big decisions alone and together. Problem Solver provides you with tools to identify: The five basic decision-making approaches, or Problem Solver Profiles (PSPs): Adventurer, Detective, Listener, Thinker, and Visionary Your dominantTable of ContentsIntroduction: The Data of Living To Know Thyself: How to Use This Book 1. How Do You Decide? 2. Lexicon, Situationality, & Community 3. The Adventurer 4. The Detective 5. The Listener 6. The Thinker 7. The Visionary 8. Hunt Like the Cheetah 9. PSPs & Risk Profiles 10. PSPs & Cognitive Biases 11. Ambiguity versus Uncertainty 12. Using PSPs to Bolster Strengths 13. How PSPs Color Our Relationship with Data 14. Situationality and Dynamic Decision-Making 15. The Relationship between PSPs and Life Outlook

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Book SynopsisCreativity has long been thought of as a personal trait, a gift bestowed on some and unachievable by others. While we laud the products of creativity, the stories behind them are often abridged to the elusive "aha!" moment, the result of a momentary stroke of genius. In The Craft of Creativity Matthew A. Cronin and Jeffrey Loewenstein present a new way to understand how we innovate. They emphasize the importance of the journey and reveal the limitations of focusing on outcomes. Drawing on a wide range of scholarship, their own research, and interviews with professionals and learners who employ creativity in the arts, engineering, business, and more, Cronin and Loewenstein argue that creativity is a cognitive process that hinges on changing one's perspective. It's a skill that anyone can hone, and one that benefits from thinking with others and over time. Breaking new ground in the discussion about how we innovate, this book provides strategies that everyone can use to be more creative.Trade Review"Clear, digestible writing paired with the most up-to-date scholarship and illustrative examples invite even those with no prior knowledge of creativity or the science behind it into this outstanding book."—Roni Reiter-Palmon, University of Nebraska at Omaha"I have not seen another book that skillfully disseminates this knowledge to readers who are not pure researchers. Based on some of the most cutting-edge work in business and management, Cronin and Loewenstein provide actionable practices for the entire creative process."—Jing Zhou, Rice University"This book won't just convince you that everyone has the potential to be creative. It will show you how. It's a rare read on creativity that's engaging, evidence-based, and entirely useful."—Adam Grant, New York Times bestselling author of Originals, Give And Take, and Option B with Sheryl Sandberg"The Craft of Creativity completely changed my thinking about creativity. It not only provides deep insights, but useful skill-building exercises, examples, and tools you can use on the job. A must-read for those eager for a new perspective on creativity and innovation."—Jennifer Mueller, author of Creative Change: Why We Resist ItHow We Can Embrace It"Matthew Cronin and Jeffrey Loewenstein show that creativity is more than you think: more practical, more transformational, and more learnable. Today's fast-paced, unpredictable world simply demands that you develop and use creativity—and this book helps you do it."—Heidi K. Gardner, Harvard Law SchoolTable of Contents1. Perspectives on Creativity 2. Getting Insight 3. Turning Potential into Inventions 4. Enlightenment as a Creative Product 5. Cues as Clues to the Process 6. Thinking Tools for the Road 7. The Value of Persistence 8. Developing the Craft of Creativity

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Book SynopsisA step-by-step guide for developing an operational plan that identifies specific results to be achieved within a set period of time, and for implementing and assessing every phase of the plan. Offers a simple, logical approach that can be adapted to any size or type of business.

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Book SynopsisThe seventh book in the Frontiers of Industrial and OrganizationalPsychology Series, sponsored by the Society for Industrial andOrganizational Psychology, a division of the American PsychologicalAssociation. Get the latest perspective on teams from leading professionals inmanagement and social, industrial, and organization psychology.You'll get the latest research perspective on teams and theirnature, function, effectiveness, decision-making process, and theirability to change the face of organizational life. This research-based resource: * Explores the ins and outs of staffing teams, emphasizing thenecessity for the right mix of skills, talents, job functions, andpersonalities * Examines diversity and its effect on the group process * Provides the latest findings on accurate measurement of teamperformance * Shows the results of using information technology to help teamsget work done and reshape the way individuals work together Plus, you'll get tested models and methods for improving teameffectiveness in any organizational context. Use it as a handbookon team dynamics and as a guide to a better understanding of theeffect of teams on organizational design.Table of Contents1. Introduction: At the Intersection of Team Effectiveness andDecision Making (Richard A. Guzzo) 2. Measuring and Managing for Team Performance: Lessons fromComplex Environments (Robert M. Mcintyre, Eduardo Salas) 3. Computer-Assisted Groups: A Critical Review of the EmpiricalResearch (Andrea B. Hollingshead, Joseph E. Mcgrath) 4. Cooperation Theory, Constructive Controversy, andEffectiveness: Learning from Crisis (Dean Tjosvold) 5. Raising an Individual Decision Making Model to the TeamLevel: A New Research Model and Paradigm (Daniel R. Ilgen, DebraA. Major, John R. Hollenbeck, Douglas J. Sego) 6. Innovations in Modeling and Stimulating Team Performance:Implications for Decision Making (Michael D. Coovert, J. PhilipCraiger, Janis A. Cannon-Bowers) 7. Understanding the Dynamics of Diversity in Decision MakingTeams (Susan E. Jackson, Karen Ae May, Kristina Whitney) 8. Teamwork Stress Implications for Team Decision Making (BenB. Morgan, Jr., Clint A. Bowers) 9. Staffing for Effective Group Decision Making: Key Issues inMatching People and Teams (Richard Klimoski, Robert G. S.Jones) 10. Defining Competencies and Establishing Team TrainingRequirements (Janis A. Cannon-Bowers, Scott I. Tannenbaum,Eduardo Salas, Catherine E. Volpe) 11. Conclusion: Common Themes Amongst the Diversity (RichardA. Guzzo)

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Book SynopsisAlong with increased complexities in work and life in general in the twenty-first century come new and dangerous risks to workers, customers, and the general public. Drawing on decades of experience as a researcher and consultant for a range of organizations and individuals in high-risk domains, the author of this book presents a powerful theory of open communication and teamwork. This unites a range of communication practices and principles that have proven to combat risk and complexity in organizations.The book initially focuses on NASA, an organization that experiences and engages with high complexity and risk daily. As a participant-observer in the Apollo program, the author witnessed pioneering communication practices that, for example, empowered engineers with “automatic responsibility” for any technical problem they perceived. It was partly the failure to follow such protocols that resulted in the catastrophes experienced in the Challenger and Columbia tragedies, as the author shows.Using the lessons learned from the space program, the book then explores complexity and risk in medicine, aviation, the fighting of forest fires, and homelessness, again consistently finding communication practices that worked and did not work. Based on detailed research conducted over several decades, the book presents a unified theory linked to generally applicable communication practices. Case studies include the results of an international experiment of surgery conducted in ten countries that produced a highly significant reduction of deaths and infections in Africa, India, and other parts of the world, to the creation of innovative communication practices that significantly reduced risks in the US aviation industry.

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Book SynopsisIn this new second edition, M. A. Mian has expanded and updated the first volume of Project Economics and Decision Analysis by incorporating new advancements and clarifying concepts to facilitate their understanding.New to the second edition of Project Economics and Decision Analysis, Volume 1 is a section on netback pricing and indexed netback pricing. Additionally, the new edition expands the weighted average cost of capital (WACC) concept for better comprehension and to recognise its weakness in practice. The concept of unit technical cost, also known as long-run marginal cost (LRMC), has been expanded as well to aid with its calculation and application.

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Book SynopsisIn Volume 2: Probabilistic Models, author M. A. Mian presents the concepts of decision analysis, incorporating risk and uncertainty as applied to capital investments. In the expanded and updated second edition of Volume 2, Mian integrates new advancements and clarifies concepts to facilitate their understanding. Each topic is introduced, followed by a brief discussion related to its application in practice and a solved example. Includes a companion CD with applications, spreadsheets, and tables that expand the practical application of the book's material.

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Book SynopsisMost decisions and plans in a firm require a forecast. Not matching supply with demand can make or break any business, and that's why forecasting is so invaluable. Forecasting can appear as a frightening topic with many arcane equations to master. For this reason, the authors start out from the very basics and provide a non-technical overview of common forecasting techniques as well as organizational aspects of creating a robust forecasting process. The book also discusses how to measure forecast accuracy to hold people accountable and guide continuous improvement. This book does not require prior knowledge of higher mathematics, statistics, or operations research. It is designed to serve as a first introduction to the non-expert, such as a manager overseeing a forecasting group, or an MBA student who needs to be familiar with the broad outlines of forecasting without specializing in it.

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Book SynopsisThe next crisis might be here now, or it might be around the corner. In The Prepared Leader: Emerge from Any Crisis More Resilient Than Before, two history-making experts in crisis leadership—James, dean of The Wharton School of the University of Pennsylvania, and Wooten, president of Simmons University—forcefully argue that the time to prepare is always. In no other time in recent history have leaders in every industry and on every continent grappled with so many changes that have independently and simultaneously undermined their ability to lead. The Prepared Leader encapsulates more than two decades of the authors’ research to convey how it has positioned them to navigate through the distinct challenges of today and tomorrow. Their insights have implications for every leader in every industry and every worker at every level. In their fast-reading and actionable book, James and Wooten provide tools and frameworks for addressing and learning from crises, and they provide insight into what you need to know to become a Prepared Leader, including: The five phases of crisis management and the skills you need for each phase. They examine how the National Basketball Association and its commissioner, Adam Silver, responded to the COVID-19 pandemic. Making the right decisions under pressure and how to avoid common mistakes. They reveal how Burger King CEO Jose Cil began planning for the aftermath of a crisis right in the middle of one. Building a crisis leadership team and how to lead one that you’ve inherited. They detail how Wonya Lucas, CEO and President of the Crown Media Family Networks, aligned and mobilized an executive team during a time of crisis. James and Wooten argue that—in addition to people, profit, and the planet—prepared leadership should be the fourth “P” in a company’s bottom line. They bring decades of world-renowned research on crisis leadership, diversity and inclusion, management strategy, and positive leadership to the table to help leaders better prepare themselves to lead through crises—and for whatever lies around the corner.Trade Review"Crisis management is often approached as damage control and risk assessment, but James and Wooten offer an optimistic alternative. The prepared leader, they argue, is one who can convert failures into lessons, resilience and growth opportunities." * Financial Times *"The Prepared Leader is a strong roadmap for how to lead during a crisis, filled with relatable, real-world examples. I found myself nodding my head and saying ‘yes’ while reading. The book also inspires us all and reminds us that with preparation, companies and their team members can emerge from challenging times stronger and more resilient than ever, and spawning a new phase of innovation." * Roz Brewer, Chief Executive Officer, Walgreens Boots Alliance *"Brilliant and fast-reading, The Prepared Leader, by Erika H. James and Lynn Perry Wooten, is a must-read for anyone who aspires to successfully navigate a major crisis—for the sake of their organization, their employees, and their customers. Their research supports what I’ve experienced leading a company in a time of crisis: developing the right skills, continuing to learn, and leveraging the power of a diverse and knowledgeable team are all essential aspects of becoming a Prepared Leader." * Ed Bastian, CEO, Delta Air Lines *"The Prepared Leader is a timely assessment of what it takes to be an effective leader in our hyper-connected world. In detailing how best to identify and plan for a crisis of any size, Erika H. James and Lynn Perry Wooten provide an informed strategy any executive can employ. However, by including thoughtful methods for learning from our challenges, James and Wooten ensure every reader can take away invaluable lessons to prepare us for an unknown future." * James Gorman, Chairman and CEO, Morgan Stanley *"By definition, the specifics of a crisis can’t be predicted. But the best leaders both anticipate areas where a crisis might emerge, and they prepare themselves and their teams to respond. The Prepared Leader, by Erika H. James and Lynn Perry Wooten, is an excellent playbook for doing both. The frameworks and processes they share are world-class." * Reggie Fils-Aime, Former President and COO of Nintendo of America, and Author, Disrupting the Game: From the Bronx to the Top of Nintendo *"The Prepared Leader was written for this moment—but it stems from years of research and the personal experience of two remarkable and pathbreaking leaders. Seizing on the premise that you can prepare for crises—after all, they are both inevitable and increasingly common—frees us to manage with greater capacity and control and to seize the unique opportunities revealed in the urgency of the moment. Wooten and James have written this book for all of us who lead organizations, teams, and enterprises in an exceedingly complicated world." * Judy Samuelson, Executive Director, Aspen Institute Business & Society Program *"This book is truly special and right on time. In their important new book, Erika H. James and Lynn Perry Wooten provide aspiring and established leaders with a roadmap for navigating competing crises such as racial injustice, political upheaval, economic instability, and pandemic recovery. For leaders of organizations fighting and advocating for societal change, The Prepared Leader is an essential read, revealing how we can shape better outcomes. This book is a must read." * Wes Moore, Bestselling Author and Former CEO, Robin Hood Foundation *"Erika James and Lynn Wooten have created a guidebook for those who know we need to be a Prepared Leader. You’ll learn how we humans are hardwired to prevent us from absorbing a threat. They explain how this realization is a critical step towards developing the mindset necessary to become the leader we want to be. We probably won’t know exactly what the next crisis will be, but we can be prepared. With real world examples of leaders who flourished in the crisis of COVID to those who failed spectacularly in the tectonic shift in racial justice, every chapter has something to teach us." * Karen Finerman, CEO & Co-founder, Metropolitan Capital Advisors *"Erika H. James and Lynn Perry Wooten present a practical and insightful tour through the critical elements of effective crisis management. Crises are inevitable but the key to leadership through one is building resilience before the crisis—feedback and learning loops are essential to prepare leaders for the serious challenges they must address. James and Wooten show that crises provide risks coupled with opportunities and that the leaders who thrive during crises are those who push themselves to learn thoroughly and rapidly and to seize on both wins and losses." * Ruth Porat, SVP & Chief Financial Officer, Alphabet and Google *"In my experience, crises are inevitable; the question is how you respond. In their well-researched and actionable new book, The Prepared Leader, Erika H. James and Lynn Perry Wooten share the stories of the companies that have successfully navigated crises and offer guidance to help organizations prepare for and manage through uncertain times and challenging moments." * Vikram Malhotra, Senior Partner, McKinsey & Company, and Chair, Wharton Graduate Executive Board *"Erika H. James and Lynn Perry Wooten’s The Prepared Leader is more than just a smart take on the lessons learned from the private sector during the COVID-19 pandemic. This book offers a wealth of insights and best practices that empower managers at any level to successfully navigate whatever crisis comes their way. A must-read for managing the unexpected in an ever more complex and interconnected world." * Alex Gorsky, Executive Chairman, Johnson & Johnson *"Dean James and President Wooten have penned an indisputable blueprint of how to successfully manage, leverage, and emerge victoriously from any global crisis. More importantly, they invite leaders to be deeply introspective to challenge themselves to an elevated level of leadership." * Carla Harris, Senior Client Advisor, Morgan Stanley, and Author, Lead to Win and Expect to Win *"Erika H. James and Lynn Perry Wooten have written a brilliant new book, The Prepared Leader. In it, they lay out a practical framework to help leaders build teams, manage through crises, and help their institutions emerge even stronger. I only wish the book had been available as we navigated the Great Financial Crisis!" * F. William (Bill) McNabb III, Former Chairman and CEO, Vanguard Group *"Combining extensive experience and evidence, this dynamic duo has created the road map you need to prepare for the unexpected." * Adam Grant, Wharton School professor and bestselling author, Think Again, “10 Books to Enrich Your Thinking” *

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Book SynopsisThe next crisis might be here now, or it might be around the corner. In The Prepared Leader: Emerge from Any Crisis More Resilient Than Before, two history-making experts in crisis leadership—James, dean of The Wharton School of the University of Pennsylvania, and Wooten, president of Simmons University—forcefully argue that the time to prepare is always. In no other time in recent history have leaders in every industry and on every continent grappled with so many changes that have independently and simultaneously undermined their ability to lead. The Prepared Leader encapsulates more than two decades of the authors’ research to convey how it has positioned them to navigate through the distinct challenges of today and tomorrow. Their insights have implications for every leader in every industry and every worker at every level. In their fast-reading and actionable book, James and Wooten provide tools and frameworks for addressing and learning from crises, and they provide insight into what you need to know to become a Prepared Leader, including: The five phases of crisis management and the skills you need for each phase. They examine how the National Basketball Association and its commissioner, Adam Silver, responded to the COVID-19 pandemic. Making the right decisions under pressure and how to avoid common mistakes. They reveal how Burger King CEO Jose Cil began planning for the aftermath of a crisis right in the middle of one. Building a crisis leadership team and how to lead one that you’ve inherited. They detail how Wonya Lucas, CEO and President of the Crown Media Family Networks, aligned and mobilized an executive team during a time of crisis. James and Wooten argue that—in addition to people, profit, and the planet—prepared leadership should be the fourth “P” in a company’s bottom line. They bring decades of world-renowned research on crisis leadership, diversity and inclusion, management strategy, and positive leadership to the table to help leaders better prepare themselves to lead through crises—and for whatever lies around the corner.Trade Review"Crisis management is often approached as damage control and risk assessment, but James and Wooten offer an optimistic alternative. The prepared leader, they argue, is one who can convert failures into lessons, resilience and growth opportunities." * Financial Times *"The Prepared Leader is a strong roadmap for how to lead during a crisis, filled with relatable, real-world examples. I found myself nodding my head and saying ‘yes’ while reading. The book also inspires us all and reminds us that with preparation, companies and their team members can emerge from challenging times stronger and more resilient than ever, and spawning a new phase of innovation." * Roz Brewer, Chief Executive Officer, Walgreens Boots Alliance *"Brilliant and fast-reading, The Prepared Leader, by Erika H. James and Lynn Perry Wooten, is a must-read for anyone who aspires to successfully navigate a major crisis—for the sake of their organization, their employees, and their customers. Their research supports what I’ve experienced leading a company in a time of crisis: developing the right skills, continuing to learn, and leveraging the power of a diverse and knowledgeable team are all essential aspects of becoming a Prepared Leader." * Ed Bastian, CEO, Delta Air Lines *"The Prepared Leader is a timely assessment of what it takes to be an effective leader in our hyper-connected world. In detailing how best to identify and plan for a crisis of any size, Erika H. James and Lynn Perry Wooten provide an informed strategy any executive can employ. However, by including thoughtful methods for learning from our challenges, James and Wooten ensure every reader can take away invaluable lessons to prepare us for an unknown future." * James Gorman, Chairman and CEO, Morgan Stanley *"By definition, the specifics of a crisis can’t be predicted. But the best leaders both anticipate areas where a crisis might emerge, and they prepare themselves and their teams to respond. The Prepared Leader, by Erika H. James and Lynn Perry Wooten, is an excellent playbook for doing both. The frameworks and processes they share are world-class." * Reggie Fils-Aime, Former President and COO of Nintendo of America, and Author, Disrupting the Game: From the Bronx to the Top of Nintendo *"The Prepared Leader was written for this moment—but it stems from years of research and the personal experience of two remarkable and pathbreaking leaders. Seizing on the premise that you can prepare for crises—after all, they are both inevitable and increasingly common—frees us to manage with greater capacity and control and to seize the unique opportunities revealed in the urgency of the moment. Wooten and James have written this book for all of us who lead organizations, teams, and enterprises in an exceedingly complicated world." * Judy Samuelson, Executive Director, Aspen Institute Business & Society Program *"This book is truly special and right on time. In their important new book, Erika H. James and Lynn Perry Wooten provide aspiring and established leaders with a roadmap for navigating competing crises such as racial injustice, political upheaval, economic instability, and pandemic recovery. For leaders of organizations fighting and advocating for societal change, The Prepared Leader is an essential read, revealing how we can shape better outcomes. This book is a must read." * Wes Moore, Bestselling Author and Former CEO, Robin Hood Foundation *"Erika James and Lynn Wooten have created a guidebook for those who know we need to be a Prepared Leader. You’ll learn how we humans are hardwired to prevent us from absorbing a threat. They explain how this realization is a critical step towards developing the mindset necessary to become the leader we want to be. We probably won’t know exactly what the next crisis will be, but we can be prepared. With real world examples of leaders who flourished in the crisis of COVID to those who failed spectacularly in the tectonic shift in racial justice, every chapter has something to teach us." * Karen Finerman, CEO & Co-founder, Metropolitan Capital Advisors *"Erika H. James and Lynn Perry Wooten present a practical and insightful tour through the critical elements of effective crisis management. Crises are inevitable but the key to leadership through one is building resilience before the crisis—feedback and learning loops are essential to prepare leaders for the serious challenges they must address. James and Wooten show that crises provide risks coupled with opportunities and that the leaders who thrive during crises are those who push themselves to learn thoroughly and rapidly and to seize on both wins and losses." * Ruth Porat, SVP & Chief Financial Officer, Alphabet and Google *"In my experience, crises are inevitable; the question is how you respond. In their well-researched and actionable new book, The Prepared Leader, Erika H. James and Lynn Perry Wooten share the stories of the companies that have successfully navigated crises and offer guidance to help organizations prepare for and manage through uncertain times and challenging moments." * Vikram Malhotra, Senior Partner, McKinsey & Company, and Chair, Wharton Graduate Executive Board *"Erika H. James and Lynn Perry Wooten’s The Prepared Leader is more than just a smart take on the lessons learned from the private sector during the COVID-19 pandemic. This book offers a wealth of insights and best practices that empower managers at any level to successfully navigate whatever crisis comes their way. A must-read for managing the unexpected in an ever more complex and interconnected world." * Alex Gorsky, Executive Chairman, Johnson & Johnson *"Dean James and President Wooten have penned an indisputable blueprint of how to successfully manage, leverage, and emerge victoriously from any global crisis. More importantly, they invite leaders to be deeply introspective to challenge themselves to an elevated level of leadership." * Carla Harris, Senior Client Advisor, Morgan Stanley, and Author, Lead to Win and Expect to Win *"Erika H. James and Lynn Perry Wooten have written a brilliant new book, The Prepared Leader. In it, they lay out a practical framework to help leaders build teams, manage through crises, and help their institutions emerge even stronger. I only wish the book had been available as we navigated the Great Financial Crisis!" * F. William (Bill) McNabb III, Former Chairman and CEO, Vanguard Group *"Combining extensive experience and evidence, this dynamic duo has created the road map you need to prepare for the unexpected." * Adam Grant, Wharton School professor and bestselling author, Think Again, “10 Books to Enrich Your Thinking” *

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Book SynopsisIn a category saturated with breezy, self-help volumes, Russell Korobkin’s long-awaited The Five Tool Negotiator stands apart as a revelatory guide for anyone eager to improve their bargaining skills. The nationally renowned author, who has spent three decades studying successful negotiations, now shares five distinct “tools” that we can all readily utilise: Bargaining Zone Analysis, Persuasion, Deal Design, Power and Fairness Norms. Drawing on his academic research, Korobkin incorporates lively anecdotes that bring to life concepts from the disparate fields of psychology, economics and game theory, along with fascinating social science experiments. These invaluable tools can be applied to everyday negotiations and transactions—from consumers hoping to obtain the best price for a used car to executives trying to close a multimillion-dollar deal. Intuitively accessible and reassuringly persuasive, this is a vital guide to mastering the critical skills of negotiation at the social, cultural and human level.

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Book SynopsisDecision analysis has changed very little since Decision Analysis for Managers (first edition) was published. However, in light of recent megatrends (e.g. the “Great Recession” of 2008, collapse of commodity prices – especially oil and gas, the poor performance of large projects), more discussion of project risk (cost, schedule, and technical) within the context of DA is appropriate. And, in light of these same megatrends, a more detailed and thorough discussion of decision quality is an appropriate addition to the original text.

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Book SynopsisHow to Make Good Business Decisions is a book to assist people with thoughts surrounding essential aspects of finances and business. Much of the decision making for people derives from experiences and exposure. The ability to see multiple perspectives allows for a higher level of understanding, increasing the perception of common sense. The standard belief for the concept of common sense is a general acceptance as a usual occurrence or stance among a group of people. However, reality demonstrates that people view topics very differently. In today's climate, there are many avenues for information leading to conflicting positions and confusion.This book provides a concise method of removing distortions among education, business practices, finances, and ownership. There are countless variables, obstacles, and barriers inherent in the journey of life, and operating with common sense will alleviate many issues. However, exposure to information, experiences, and education redefines what is "common." Readers will learn how their thoughts, viewpoints, and focus shape their responses and navigation through important decision-making realities. This book serves as a tool for increasing the decision-making ability for all people.

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Book SynopsisThis book is for pathfinders— product, services, business, and nonprofit managers searching for ways to reach beyond the artificial barriers that constrain innovation and make "work" harder. Inspired by real life trailblazers and their own experiences, the authors decode the secrets of achieving breakthrough success at both organizational and interpersonal levels. Learn to use their methodology with the help of checklists and detailed examples that will transform your thinking and skills.

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Book SynopsisIn 2018, the celebrated biotechnology startup Theranos collapsed from a market valuation of over $9 billion into bankruptcy and felony charges against its superstar founder, Elizabeth Holmes. This spectacular failure was due in large part to the silencing of dissenting voices who challenged the dubious claims and questionable decisions by Theranos leadership. Similar catastrophic examples can be found in business, the military and other human activities.Modern Devil's Advocacy is a form of challenge analysis that's intended to help overcome our human bias and fallacious reasoning, disrupt groupthink, reduce risk, and achieve better outcomes. By creating a strong counter case to any decision, modern Devil's Advocates can help others see potential weaknesses in their assumptions, beliefs, and judgments.This book will show you how practically anyone from the CEO to the newly minted manager can and should think and act like a modern Devil's Advocate. You will learn the origin of modern Devil's Advocacy, why the practice is desperately needed today, and how to apply modern Devil's Advocacy in any setting. If you want to learn how to constructively challenge the judgments that you and others make and achieve better outcomes, then this book is for you.

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Book SynopsisThe COVID-19 pandemic provides an illustration of how chaotic changes to large systems are caused by small, seemingly insignificant environmental events such as the initial case(s) of COVID-19 in China. From this small starting point for the pandemic, there have been (and continue to be) millions of lives lost and trillions of dollars spent trying to alleviate the effects of the COVID-19 pandemic. World government and corporate leaders are striving to deal with this pandemic, but uncertainty is felt across the globe. Unprecedented strategies (e.g., the United States government's multi-trillion-dollar stimulus package (s)) have been used to halt the spread of COVID-19.These small events cascade throughout larger and larger systems leading to unforeseeable consequences. Organizations must experiment and make decisions on how to react. Decisions must be made and implemented to see what the effects of these decisions are.The chapters in this volume provide important insights for all organizations during this time of crisis. The chapters express bottomup and top-down approaches to a crisis-initiating environmental change by organizations. The chapters provide insight into the way organizations perceive the effect of COVID-19 as 1) a permanent or transitory change in the organization's environment; and 2) as a crisis or opportunity. Taken together, the chapters provide both scientists and practitioners with a starting point for understanding the impact of COVID-19 on organizational theory and on management practice for readers.

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Book SynopsisThe COVID-19 pandemic provides an illustration of how chaotic changes to large systems are caused by small, seemingly insignificant environmental events such as the initial case(s) of COVID-19 in China. From this small starting point for the pandemic, there have been (and continue to be) millions of lives lost and trillions of dollars spent trying to alleviate the effects of the COVID-19 pandemic. World government and corporate leaders are striving to deal with this pandemic, but uncertainty is felt across the globe. Unprecedented strategies (e.g., the United States government's multi-trillion-dollar stimulus package (s)) have been used to halt the spread of COVID-19.These small events cascade throughout larger and larger systems leading to unforeseeable consequences. Organizations must experiment and make decisions on how to react. Decisions must be made and implemented to see what the effects of these decisions are.The chapters in this volume provide important insights for all organizations during this time of crisis. The chapters express bottomup and top-down approaches to a crisis-initiating environmental change by organizations. The chapters provide insight into the way organizations perceive the effect of COVID-19 as 1) a permanent or transitory change in the organization's environment; and 2) as a crisis or opportunity. Taken together, the chapters provide both scientists and practitioners with a starting point for understanding the impact of COVID-19 on organizational theory and on management practice for readers.

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Book Synopsis

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Book Synopsis

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Book SynopsisBehavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the “objective’ economics-based view with substantive attention to the “subjective” individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literatures. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent sub-field or as a distinct perspective of strategy. This book series on Research in Behavioral Strategyi will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy.Decision Making in Behavioral Strategy contains contributions by leading scholars in the field of behavioral strategy research. The 10 chapters in this volume cover a number of significant issues relating to the decision making processes, practices, and perspectives in the field of behavioral strategy, covering diverse topics such as failures in acquisitions, entrepreneurs under ambiguity, metacognition, neural correlates of emotion, knowledge flows, behavioral responses, business modeling, and alliance capability. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on decision making in behavioral strategy.

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Book SynopsisBehavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the “objective’ economics-based view with substantive attention to the “subjective” individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literatures. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent sub-field or as a distinct perspective of strategy. This book series on Research in Behavioral Strategyi will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy.Decision Making in Behavioral Strategy contains contributions by leading scholars in the field of behavioral strategy research. The 10 chapters in this volume cover a number of significant issues relating to the decision making processes, practices, and perspectives in the field of behavioral strategy, covering diverse topics such as failures in acquisitions, entrepreneurs under ambiguity, metacognition, neural correlates of emotion, knowledge flows, behavioral responses, business modeling, and alliance capability. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on decision making in behavioral strategy.

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Book SynopsisThe ability to make effective and timely decisions is critical for executives who want to be successful in their roles. This book explores a decision-making framework that is linked to strategic thinking. It provides readers with the tools and knowledge they need to evaluate various decision options and select the ones that best support organizational success. Through real-world examples, the book highlights the importance of making informed decisions and demonstrates how the decision-making framework can be applied in practice.Table of Contents Chapter 1 Introduction to Decision Making Chapter 2 Theories and Models of Decision Making Chapter 3 Decision-Making Process Chapter 4 Role of Decision Making in Different Domains Chapter 5 Tools and Techniques of Decision Making Chapter 6 Role of Culture on Decision Making Chapter 7 Role of Technology in Decision Making Chapter 8 Common Errors and Biases in Decision Making

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Book SynopsisThe objective of this book is to provide a comprehensive guide for businesses looking to optimize their technology organization. Written by industry experts, this book introduces the SIGMA approach - a strategic framework designed to align technology with overall business objectives. It delves into key concepts such as IT governance, technology strategy, organization design, and change management. With practical insights and real-world case studies, the book empowers business leaders to enhance their technology organization's efficiency, agility, and value delivery. Whether you are a CIO, IT manager, or business executive, this book offers actionable strategies to drive digital transformation and achieve sustainable competitive advantage.Table of Contents Chapter 1 Introduction to Business Technology Organization Chapter 2 Business Technology Organization: Managing Digital Information Technology for Value Creation Chapter 3 E-Entrepreneurship and ICT Ventures: Strategy, Organization, and Technology Chapter 4 Essentials of Organization and Technology in the Networked Enterprise Chapter 5 Information Technology and Organizational Transformation: Innovation for the 21st Century Organization Chapter 6 Digital Technologies and Transformation in Business, Industry, and Organizations Chapter 7 Challenges and Opportunities in Business Technology Organization Chapter 8 Future Trends in Business Technology Organization

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Book SynopsisThis book offers a process for conceiving solutions to complex, wicked, messy, swampy or socio-technical problems. When charged with complex problem solving, a useful set of concepts needs to emerge, be agreed, and acted upon. Using relevant examples and solution mapping, Mike Metcalfe explains how pragmatic philosophy can be used as a process for solving such issues.To explain why and how to formulate reflective, pragmatic, or concept driven problem-solving, this book uses the concepts of:- Pragmatic inquiry- Stakeholders' concerns- Idea networking- Solution concepts- Paradoxical outcomes, and- Intent (with related actions).This innovative book will be of interest to academics, postgraduate students and managers charged with solving complex social or managerial problems.Contents: Preface 1. Reflective Thinking 2. Problem-solving as Pragmatic Inquiry 3. Concerns as Default Concepts 4. Collaborative Planning 5. Idea Networking 6. Solution Concepts 7. Concepts as Dialectic Decision Criteria 8. Solution Action Plans 9. Paradoxical Consequences 10. Questioning Action Plans 11. Solutions Mapping 12. Conclusion Appendix 1: Networking StatementsTrade Review‘Metcalfe has provided us with a book that offers practical yet philosophically underpinned tools to seek solutions that work for problems constituted by many and contradictory concerns, i.e. wicked problems. . . Metcalfe’s thoughtful exposé of problem-solving techniques routed in pragmatism makes you want to go out and do it.’ -- Philosophy of ManagementTable of ContentsContents: Preface 1. Reflective Thinking 2. Problem-solving as Pragmatic Inquiry 3. Concerns as Default Concepts 4. Collaborative Planning 5. Idea Networking 6. Solution Concepts 7. Concepts as Dialectic Decision Criteria 8. Solution Action Plans 9. Paradoxical Consequences 10. Questioning Action Plans 11. Solutions Mapping 12. Conclusion Appendix 1: Networking Statements

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Book SynopsisThis book offers a process for conceiving solutions to complex, wicked, messy, swampy or socio-technical problems. When charged with complex problem solving, a useful set of concepts needs to emerge, be agreed, and acted upon. Using relevant examples and solution mapping, Mike Metcalfe explains how pragmatic philosophy can be used as a process for solving such issues.To explain why and how to formulate reflective, pragmatic, or concept driven problem-solving, this book uses the concepts of:- Pragmatic inquiry- Stakeholders' concerns- Idea networking- Solution concepts- Paradoxical outcomes, and- Intent (with related actions).This innovative book will be of interest to academics, postgraduate students and managers charged with solving complex social or managerial problems.Contents: Preface 1. Reflective Thinking 2. Problem-solving as Pragmatic Inquiry 3. Concerns as Default Concepts 4. Collaborative Planning 5. Idea Networking 6. Solution Concepts 7. Concepts as Dialectic Decision Criteria 8. Solution Action Plans 9. Paradoxical Consequences 10. Questioning Action Plans 11. Solutions Mapping 12. Conclusion Appendix 1: Networking StatementsTrade Review‘Metcalfe has provided us with a book that offers practical yet philosophically underpinned tools to seek solutions that work for problems constituted by many and contradictory concerns, i.e. wicked problems. . . Metcalfe’s thoughtful exposé of problem-solving techniques routed in pragmatism makes you want to go out and do it.’ -- Philosophy of ManagementTable of ContentsContents: Preface 1. Reflective Thinking 2. Problem-solving as Pragmatic Inquiry 3. Concerns as Default Concepts 4. Collaborative Planning 5. Idea Networking 6. Solution Concepts 7. Concepts as Dialectic Decision Criteria 8. Solution Action Plans 9. Paradoxical Consequences 10. Questioning Action Plans 11. Solutions Mapping 12. Conclusion Appendix 1: Networking Statements

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Book Synopsis'The book is a much needed foundation into current scholarship on the practice and logic of team formation and function in entrepreneurial situations. The book offers both in-depth and comprehensive views of theory on entrepreneurial teams, as well as examples of current research. I am particularly impressed with the insights offered through a disciplined focus on the contextual aspects of entrepreneurial teams.'- William B. Gartner, Copenhagen Business School, Denmark and California Lutheran University, USIn recent years there has been an increasing body of evidence suggesting that firms founded by entrepreneurial teams are more likely to achieve fast growth than firms founded by lone actors. This Research HandbookM explores the position of entrepreneurial teams within existing literature and challenges current perspectives through a diverse range of research lenses. Research Handbook on Entrepreneurial Teams expands the boundaries of entrepreneurship literature by examining essential issues such as formation, structuring, deep-level diversity and emergent states. The chapters also consider different contexts of application and investigate under-researched topics such as entrepreneurial teams within indigenous communities, ethnically diverse groups and women entrepreneurs. This comprehensive Research Handbook offers a wide range of research methodologies, perspectives and insights that will appeal to scholars, practitioners and entrepreneurs alike.Contributors include: H.E. Aldrich, C. Ben-Hafaiedh, M. Brettel, G. Campopiano, L. Cassia, L.M. Cloutier, T.M. Cooney, S. Cueille, J.P. De Borst, A. Discua Cruz, F. Dufays, E. Hadjielias, M. Henare, C. Howorth, B. Huybrechts, M.K. Kihiko, P.H. Kim, M.W. Kinoti, J.-F. Lalonde, J. Levie, B. Lythberg, R. Mauer, T. Minola, A. Nicholson, G. Recasens, S. Schoss, D. Vredenburgh, C. Woods, W. ZhouTrade Review'This book is a must-read for anyone interested in entrepreneurial teams. The chapters span various issues in the structuring and processes of entrepreneurial teams and place entrepreneurial teams in multiple contexts. The book provides a solid foundation for developing or furthering understanding of entrepreneurial teams whether a novice or an experienced researcher or practitioner.' --Leon Schjoedt, Mahasarakham University, Thailand'Entrepreneurship is increasingly recognised as a joint effort amongst people with ambition and vision. This book brings together the latest research on entrepreneurial teams by the world's leading authorities on the subject. The chapters provide insight on contemporary theoretical and practical issues in relation to entrepreneurial teams and are a must-read for those interested in this growing aspect of the economy.' --Robert Blackburn, Kingston University, UK'Ben-Hafaiedh and Cooney have put together a book that is an impressive contribution to entrepreneurial team research and practice. It brings together a collection of studies on how these teams are formed, how they function, are led, and ultimately impact on venture performance. I highly recommend this collection of essays to researchers and those in the entrepreneurship eco-system who seek evidence based prescriptions to achieve venture team effectiveness.' --Maw-Der Foo, Entrepreneurship Theory & Practice and National University of SingaporeTable of ContentsContents: Foreword Mike Wright 1. Introduction Cyrine Ben-Hafaïedh and Thomas Cooney PART I LEARNING FROM THEORY AND PRACTICE 2. Entrepreneurial Teams Research in Movement Cyrine Ben-Hafaïedh 3. Urban Legends or Sage Guidance: A Review of Common Advice about Entrepreneurial Teams Phillip H. Kim and Howard E. Aldrich PART II DEVELOPING ENTREPRENEURIAL TEAMS 4. Entrepreneurial Team Formation: The Role of the Family Giovanna Campopiano, Tommaso Minola and Lucio Cassia 5. Entrepreneurs’ Perspectives on the Structuring Phase of the Entrepreneurial Team L. Martin Cloutier, Sandrine Cueille and Gilles Recasens 6. Which Deep-Level Diversity Compositions of New Venture Teams Lead to Success or Failure? Stephanie Schoss, René Mauer and Malte Brettel 7. How Owner-Manager Team Size Influences the Potential Economic Contribution of Owner-Managed Businesses Jonathan Levie and Johan P. De Borst 8. Dispositional Antecedents of Shared Leadership Emergent States on Entrepreneurial Teams Wencang Zhou and Donald Vredenburgh PART III CONTEXTUALIZING ENTREPRENEURIAL TEAMS 9. Family Entrepreneurial Teams Allan Discua Cruz, Elias Hadjielias and Carole Howorth 10. Te Ohu Umanga Māori: Temporality and Intent in the Māori Entrepreneurial Team Mānuka Hēnare, Billie Lythberg, Amber Nicholson and Christine Woods 11. Ethnic Diversity in Entrepreneurial Teams and the Role of Culture Shock on Performance Jean-François Lalonde 12. Women Empowerment through Government Loaned Entrepreneurship Teams (GLETs) in Kenya Mary Wanjiru Kinoti, Moses Kibe Kihiko and Thomas M. Cooney 13. Entrepreneurial Teams in Social Entrepreneurship: When Team Heterogeneity Facilitates Organizational Hybridity Frédéric Dufays and Benjamin Huybrechts Index

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Book SynopsisThis Handbook brings together experts in the field of leadership to provide insights into methods for leadership research. It serves to motivate them to use new research methods to further our knowledge of the leadership field. Illustrating novel approaches to research with sample questions and applications to the field of leadership, this comprehensive and accessible Handbook covers key methodologies in leadership research today, as well as introducing methods that will be invaluable in the future. With chapters written by established leadership scholars, the Handbook of Methods in Leadership Research is arranged to cover three core areas of research: measurement and design, quantitative analytic approaches, and qualitative analytic approaches. The book provides an accessible overview and starting point to discover new methods. All chapters are well researched and provide references for those who want to delve deeper into the topics covered. The volume ends with a summary of tips for each method presented. This book will be an indispensable resource for leadership students, scholars, and practitioners alike, to inspire their future research but also to support their understanding of the quality of research carried out by others.Contributors: C.-H. Chang, S.H. Chong, A.R. Cook, A.J. Dixon, E. Djurdjevic, R.J. Foti, V. Gochmann, J. Gooty, R.J. Hall, R. Ilies, R.E. Johnson, M. Jokisaari, R.B. Kline, M. Lewis, W.-D. Li, R.G. Lord, M.E. McCusker, B. Meyer, P. Neves, S. Ohly, M. Pina e Cunha, A. Rego, E.F. Rietzschel, D. Rus, J. Schilling, B. Schyns, W.K. Smith, S. Trichas, W. Wang, J.M. Webb, B. Wisse, F.J. YammarinoTrade Review'Interest in leadership continues to grow, as does research on this complex and fascinating topic. This book provides a much-needed guide to conducting (and deciphering) leadership research. Every student of leadership needs to have this detailed guidebook in his or her reference library.' --Ronald E. Riggio, Claremont McKenna College, US'This is an indispensable volume for all leadership researchers, from beginning students and early career researchers to seasoned veterans in the field. The contents provide a comprehensive treatment of important topics in leadership research, including foundational measurement and design concerns to both quantitative and qualitative analytical approaches. I am sure to refer to it often and recommend it highly.' --David V. Day, Claremont McKenna College, US'This volume fills a critical gap in the leadership literature. The authors have done a tremendous job of tackling a wide variety of topics in leadership research - from facial coding, to behavioral genetics, to biographical methods - and illustrating novel approaches with which to explore them. A valuable resource for everyone (from the brand new scholar to the seasoned researcher) looking to incorporate one or more of the new techniques available. Highly recommended!' --Michelle Bligh, Claremont Graduate University, USTable of ContentsContents: PART I Introduction 1 Introduction and Overview Birgit Schyns, Pedro Neves and Rosalie J. Hall PART II Measurement and Design 2. Implicit Measures for Leadership Research SinHui Chong, Emilija Djurdjevic and Russell E. Johnson 3. Puppet Masters in the Lab: Experimental Methods in Leadership Research Eric F. Rietzschel, Barbara Wisse and Diana Rus 4. Assessing Leadership Behavior with Observational and Sensor-Based Methods: A Brief Overview Alexandra (Sasha) Cook and Bertolt Meyer 5. The Contribution of Sophisticated Facial Expression Coding to Leadership Research Savvas Trichas 6. Behavioral Genetics and Leadership Research Wen-Dong Li, Remus Ilies and Wei Wang 7. Biosensor Approaches to Studying Leadership Aurora J. Dixon, Jessica M. Webb and Chu-Hsiang (Daisy) Chang PART III Quantitative Methods and Analytic Approaches 8. Mediation Analysis in Leadership Studies: New Developments and Perspectives Rex B. Kline 9. Person-Oriented Approaches to Leadership: A Roadmap Forward Roseanne J. Foti and Maureen E. McCusker 10. Multi-Level Issues and Dyads in Leadership Research Francis J. Yammarino and Janaki Gooty 11. A Social Network Approach to Examining Leadership Markku Jokisaari 12. Diary studies in leadership Sandra Ohly and Viktoria Gochmann 13. Modeling leadership-related change with a growth curve approach Rosalie J. Hall PART IV Qualitative Methods and Analytic Approaches 14. Qualitative content analysis in leadership research: Principles, process and application Jan Schilling 15. Biographical methods in leadership research Miguel Pina e Cunha, Marianne Lewis, Arménio Rego and Wendy K. Smith PART V Summary 16. Leadership in the future, and the future of leadership research Robert G. Lord 17. Authors’ Tips for Doing Top-Quality Research Index

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Book SynopsisThis Handbook brings together experts in the field of leadership to provide insights into methods for leadership research. It serves to motivate them to use new research methods to further our knowledge of the leadership field. Illustrating novel approaches to research with sample questions and applications to the field of leadership, this comprehensive and accessible Handbook covers key methodologies in leadership research today, as well as introducing methods that will be invaluable in the future. With chapters written by established leadership scholars, the Handbook of Methods in Leadership Research is arranged to cover three core areas of research: measurement and design, quantitative analytic approaches, and qualitative analytic approaches. The book provides an accessible overview and starting point to discover new methods. All chapters are well researched and provide references for those who want to delve deeper into the topics covered. The volume ends with a summary of tips for each method presented. This book will be an indispensable resource for leadership students, scholars, and practitioners alike, to inspire their future research but also to support their understanding of the quality of research carried out by others.Contributors: C.-H. Chang, S.H. Chong, A.R. Cook, A.J. Dixon, E. Djurdjevic, R.J. Foti, V. Gochmann, J. Gooty, R.J. Hall, R. Ilies, R.E. Johnson, M. Jokisaari, R.B. Kline, M. Lewis, W.-D. Li, R.G. Lord, M.E. McCusker, B. Meyer, P. Neves, S. Ohly, M. Pina e Cunha, A. Rego, E.F. Rietzschel, D. Rus, J. Schilling, B. Schyns, W.K. Smith, S. Trichas, W. Wang, J.M. Webb, B. Wisse, F.J. YammarinoTrade Review'Interest in leadership continues to grow, as does research on this complex and fascinating topic. This book provides a much-needed guide to conducting (and deciphering) leadership research. Every student of leadership needs to have this detailed guidebook in his or her reference library.' --Ronald E. Riggio, Claremont McKenna College, US'This is an indispensable volume for all leadership researchers, from beginning students and early career researchers to seasoned veterans in the field. The contents provide a comprehensive treatment of important topics in leadership research, including foundational measurement and design concerns to both quantitative and qualitative analytical approaches. I am sure to refer to it often and recommend it highly.' --David V. Day, Claremont McKenna College, US'This volume fills a critical gap in the leadership literature. The authors have done a tremendous job of tackling a wide variety of topics in leadership research - from facial coding, to behavioral genetics, to biographical methods - and illustrating novel approaches with which to explore them. A valuable resource for everyone (from the brand new scholar to the seasoned researcher) looking to incorporate one or more of the new techniques available. Highly recommended!' --Michelle Bligh, Claremont Graduate University, USTable of ContentsContents: PART I Introduction 1 Introduction and Overview Birgit Schyns, Pedro Neves and Rosalie J. Hall PART II Measurement and Design 2. Implicit Measures for Leadership Research SinHui Chong, Emilija Djurdjevic and Russell E. Johnson 3. Puppet Masters in the Lab: Experimental Methods in Leadership Research Eric F. Rietzschel, Barbara Wisse and Diana Rus 4. Assessing Leadership Behavior with Observational and Sensor-Based Methods: A Brief Overview Alexandra (Sasha) Cook and Bertolt Meyer 5. The Contribution of Sophisticated Facial Expression Coding to Leadership Research Savvas Trichas 6. Behavioral Genetics and Leadership Research Wen-Dong Li, Remus Ilies and Wei Wang 7. Biosensor Approaches to Studying Leadership Aurora J. Dixon, Jessica M. Webb and Chu-Hsiang (Daisy) Chang PART III Quantitative Methods and Analytic Approaches 8. Mediation Analysis in Leadership Studies: New Developments and Perspectives Rex B. Kline 9. Person-Oriented Approaches to Leadership: A Roadmap Forward Roseanne J. Foti and Maureen E. McCusker 10. Multi-Level Issues and Dyads in Leadership Research Francis J. Yammarino and Janaki Gooty 11. A Social Network Approach to Examining Leadership Markku Jokisaari 12. Diary studies in leadership Sandra Ohly and Viktoria Gochmann 13. Modeling leadership-related change with a growth curve approach Rosalie J. Hall PART IV Qualitative Methods and Analytic Approaches 14. Qualitative content analysis in leadership research: Principles, process and application Jan Schilling 15. Biographical methods in leadership research Miguel Pina e Cunha, Marianne Lewis, Arménio Rego and Wendy K. Smith PART V Summary 16. Leadership in the future, and the future of leadership research Robert G. Lord 17. Authors’ Tips for Doing Top-Quality Research Index

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Book SynopsisPertinent to modern industry, administration, finance and society, the most pressing issue for firms today is how to reapproach the way we think and work in business. With topics ranging from improving productivity and coaxing economic growth after periods of market inactivity, Complex Decision-Making in Economy and Finance offers pragmatic solutions for dealing with the critical levels of disorder and chaos that have developed throughout the modern age. This book examines how to design complex products and systems, the benefits of collective intelligence and self-organization, and the best methods for handling risks in problematic environments. It also analyzes crises and how to manage them. This book is of benefit to companies and public bodies with regards to saving assets, reviving fortunes and laying the groundwork for robust, sustainable societal dividends. Examples, case studies, practical hints and guidelines illustrate the topics, particularly in finance. Table of ContentsIntroduction xiii Part 1. Dealing with Complexity 1 Chapter 1. Engineering Complexity within Present-Day Industrial Systems 3 1.1. Introduction 3 1.1.1. Reference definitions 3 1.1.2. What are the problems to be solved? 5 1.1.3. What is the “engineering” approach developed here? 7 1.2. Basic properties of complex industrial systems 7 1.2.1. Structure and organization of system functions 8 1.3. The complexity of systems 9 1.3.1. The basic principles of complexification 9 1.3.2. The complexification process 10 1.3.3. The smoothing property of chaotic characteristics 11 1.4. Analysis of some industrial dynamic systems 13 1.4.1. Introduction 13 1.4.2. Interactions in industrial workshops 14 1.4.3. Product flow in a flexible production system 16 1.4.4. Message flows in complex information systems 18 1.5. Applications of new concepts in industrial systems 20 1.5.1. New features and functionalities to consider 20 1.5.2. Design of complex industrial systems management tools 21 1.5.3. The contribution of chaos and self-organization 22 1.5.4. Consequences 24 Chapter 2. Designing Complex Products and Services 27 2.1. Complex systems engineering: the basics 27 2.1.1. Relationship between organization and product: basic principles 27 2.1.2. Reminder of the operating rules of an organization 28 2.1.3. The challenges of such organizations 30 2.1.4. Concepts of sociability and emergence of order 32 2.1.5. The genesis and evolution of complex systems 34 2.1.6. How and where do structures emerge? 36 2.2. The implementation conditions for self-organization 38 2.2.1. Emergence of self-organized patterns 39 2.2.2. Best stability conditions: homeostasis 40 2.3. Advantages and benefits of a complexity approach 41 Chapter 3. Engineering and Complexity Theory: A Field Design Approach 43 3.1. Design approach for a complex system 43 3.1.1. Methodological elements for the design of a complex system 43 3.1.2. Example: how can we propose a “customized product”? 45 3.2. Applications and solutions 46 3.2.1. Case 1: current approaches based on “design on demand” 46 3.2.2. Case 2: “design by assembly according to demand” approach 47 3.2.3. Case 3: product reconfiguration and on-demand adaptation 50 3.2.4. Case 4: product auto-configuration and adaptation for use 53 3.2.5. Case 5: designing self-propagating computers 55 3.3. Application: organization and management in companies 56 3.4. Main conclusions related to the first three chapters 57 Chapter 4. Organizational Constraints and Complexity Theory: Modeling with Agents 61 4.1. A preamble to modeling 61 4.2. Introducing collective intelligence 62 4.3. Studying the agent concept 63 4.3.1. Some definitions of an agent 64 4.3.2. The different categories and models of agents available 65 4.4. Applications using agents 69 4.4.1. Modeling the behavior of a living organism 69 4.4.2. Modeling of an industrial management and control system 71 4.5. Conclusion: information related to the use and usage of modeling 71 4.5.1. Free Trade considerations 71 4.5.2. Harmonization of situations and objectives 72 4.5.3. Emergence of the ecology and “patriotism” 72 4.5.4. Comments and expectations on modeling expectations 73 Chapter 5. Complexity and the Theory of Organizations: Implementation of Collective Intelligence 75 5.1. Introducing the notion of collective intelligence 75 5.2. Definition of a multi-agent system 76 5.2.1. Introduction 76 5.2.2. What’s in a multi-agent system? 77 5.2.3. MAS areas of application 78 5.2.4. Negotiation protocols between agents 79 5.3. Behavioral and interaction strategies between agents 86 5.3.1. Applying the above principles 86 5.3.2. Application example: workshop reconfiguration 89 5.3.3. Influence of the individual characteristics of agents on the decision process 89 5.4. Concluding comments 95 Chapter 6. Complexity and the Theory of Organizations: The Notion of Collective Patterns 97 6.1. The emergence of collective patterns 98 6.1.1. Conditions and method of emergence of patterns 98 6.2. System complexity factors and their measurement 102 6.3. Conclusion: towards the notion of “complex adaptive systems” (CAS) 104 Chapter 7. Complexity and Theory of Organizations: Structure and Architecture of an Enterprise 107 7.1. Notions of structure in organizations 107 7.1.1. The “enabling” environment for Information and Decision Systems 107 7.1.2. The structural environment 108 7.1.3. The company and the global context 109 7.2. Structure of distributed complex systems 111 7.2.1. Introduction 111 7.2.2. The centralized structure 113 7.2.3. The non-centralized structure; the hierarchical structure 114 7.2.4. The heterarchical non-centralized structure 116 7.2.5. The n-cube structure 117 7.3. Conclusion 118 Chapter 8. Complexity and the Theory of Organizations: Applications 119 8.1. Applications: trends and models 119 8.1.1. Application of the principles to steering systems 119 8.2. Application and implementation of concepts in the “Fractal Factory” 125 8.2.1. The case of the Fractal Factory – organization 125 8.2.2. Consequences for production management 126 Chapter 9. Complexity and the Theory of Organizations: Complex Systems Reengineering 129 9.1. The reengineering of complex systems 129 9.1.1. Introduction 129 9.1.2. The approach and the initial conditions 131 9.1.3. The RECOS reengineering methodology 134 9.2. Comments on the technologies used 136 9.2.1. Modeling techniques and tools 136 9.2.2. Role and contribution of IT in BPR 138 9.3. Theory of constraints and complexity management 140 9.4. Measurement of the complexity of a new organization. 141 9.5. Concluding remark 143 Chapter 10. Evaluating and Measuring Complexity: The CINSYS Methodology 145 10.1. A brief overview of the CINSYS system 145 10.2. What can be found in a CINSYS model? 147 10.3. Functional analysis of the method: interpretation by the CINSYS symbolic and structural diagram 148 10.3.1. The vertical axis is the axis of the “structure” 149 10.3.2. The horizontal axis is the axis of “explanations” 152 10.3.3. The ascending bisector axis 153 10.3.4. The “descriptive inversion” axis 155 10.4. Illustration of the method 156 10.4.1. Evaluating project proposals 156 10.4.2. The RAGTIME proposal 157 10.4.3. The BOLERO proposal 158 10.5. What are the advantages of using the method? 158 10.6. “The network metaphor” as the general application context of the method 159 10.7. Perspectives beyond the CINSYS method 160 10.7.1. A generic methodology for dealing with complex problems 161 10.7.2. Analysis of how, or design of new systems 162 10.7.3. Systems development: organization 163 10.8. Conclusion 163 Part 2. Dealing with Risk in Complex Environments 165 Chapter 11. Underlying Mechanisms in Finance 167 11.1. Introduction to finance theory and its evolution 167 11.2. What are the best candidates for the so-called econophysics? 168 11.3. Action plans in financial regulation and bank regulation: are they ok? 169 11.4. Back to physics and matter: their contribution 170 11.5. From matter up to living beings: how can big events be generated? 172 11.6. The evolution of an economic system – the problem of CRISIS 176 11.6.1. Pre-industrial crises 177 11.6.2. Industrial crises 177 11.7. Role of complexity and diversity in Nature 178 11.8. Application: how should we proceed when faced with crises and financial crashes/crises? 180 11.8.1. Definition of a crisis and frequencies of occurrence 180 11.8.2. Future possible crisis 182 11.9. Crisis as the end of an evolution 182 11.10. Collapse theory and modeling – a theory of the “end” 186 11.10.1. Modeling the collapse 187 11.10.2. Application 188 11.10.3. Comments 190 11.11. Design of financial products: the example of world interconnections 190 11.12. Conclusion 192 Chapter 12. Physics and Social Networks: Domain Similarities 195 12.1. Introducing a similarity of domains 195 12.1.1. Problems of complexity and connectivity 196 12.2. On the principle of emergence 198 12.3. Finance, economics and physics: the quantification of emergence 200 12.3.1. Emergence and complexity 200 12.3.2. Complexity as a quality – self-organization and emergence 201 12.3.3. Emergence and thermodynamics: a general view 201 12.3.4. A few applications 202 12.4. About Gödel theorems 204 12.5. Conclusion 205 Chapter 13. Managing Behavioral Risks: Uncertainty and Catastrophes 209 13.1. Introduction 209 13.1.1. Uncertainty is not disorder 210 13.1.2. The different realities 211 13.1.3. World time 213 13.2. Implications for intellectual approaches 216 13.3. The uncertainties 217 13.3.1. Social acceptability 218 13.3.2. From ordinary risk… 220 13.3.3. …To major risk 221 13.3.4. Risk management 223 Chapter 14. On Managing Risk in the Energy Domain: Conventional Problems Encountered 225 14.1. From a new oil crisis (peak oil) and the resulting energy crisis 225 14.1.1. At present, what do we mean by energy crisis? 226 14.1.2. Energy crisis: impacts on prices and the economy 228 14.1.3. Biofuels: how can we prepare for and manage the shortage? 229 14.1.4. What about raw materials and resulting products? 230 14.2. The future: limit of price increases? Implications of the shortage 232 14.3. Modeling the problem correctly 234 14.4. Crisis or heuristic tactics? Large-scale oil shock? 238 14.5. A few conclusive remarks 239 Chapter 15. On Managing Risk in the Financial Domain 241 15.1. Taking about disasters – from risks to catastrophes in finance 241 15.2. An interesting approach: financial analysis of losses 242 15.3. When the drama occurs 243 15.4. How to conduct a risk consequence analysis process? 244 15.5. Conservatory measures: risk and diversification 247 15.6. An additional risk: the decline and inversion rate at the stock exchange 248 15.7. Concluding with additional risks of the shared economy 249 Chapter 16. Why Current Tools are Inadequate 251 16.1. On the shortcomings of current tools: risk and probability 251 16.2. A thematic illustration 252 16.3. What regularities? 254 16.4. Characteristics of rational expectations in economics 255 16.5. Risk characteristics in the industry 256 16.6. A philosophical summary: chance and necessity 258 16.7. The environment’s new challenge 262 Chapter 17. How to Manage Crises? 265 17.1. The fundamental principles of crisis management 265 17.2. Early warning risk signals and the basics of risk management 267 17.2.1. Several families of crises 268 17.2.2. Mechanisms and crisis preparation 269 17.2.3. Detecting early warning signals and containing damage 271 17.3. Five fundamental elements that describe a company 272 17.4. About stakeholders 273 Chapter 18. Managing Crises in Finance and Other Domains 275 18.1. Reorienting company aims 275 18.1.1. The growing importance of the shareholder 276 18.1.2. The specialization of companies in the new economy 276 18.1.3. The advantages and consequences of this evolution 277 18.1.4. Cultivating diversity 279 18.2. Interactions: towards a crisis model? 279 18.2.1. Effects of the crisis of confidence 280 18.2.2. Banks’ subprime exposure 280 18.2.3. Subprime effects within banks and the stock exchange 281 18.2.4. Subprime effects, at the level of individuals 281 18.2.5. Subprime effects, at bank level 281 18.2.6. Effects of changes in securities 282 Chapter 19. Technological, Monetary and Financial Crashes 283 19.1. Yet another view to complexity 283 19.1.1. Global complexity of economy 285 19.2. The reference financial systems are continuously changing 289 19.2.1. The US Dollar and Chinese Yuan 289 19.2.2. Lifetime of a currency. Importance of gold? 291 19.2.3. Distribution of GDP around the world 292 19.2.4. In terms of economical and overtime evolution 292 19.3. Conclusive discussion 294 19.3.1. Problem of gold and rare earth materials 294 19.3.2. Summary and main conclusions 295 19.3.3. T-bonds versus Eurobonds and Chinese bonds, etc. 297 19.3.4. Application and comments 297 Conclusion 299 List of Abbreviations 305 References 313 Index 327

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Book SynopsisForged at the heart of international political bodies by expert researchers, the innovation cluster concept has been incorporated into most public policies in industrialized countries. Based largely on the ideas behind the success of Silicon Valley, several imitative attempts have been made to geographically group laboratories, companies and training in particular fields in order to generate “synergies” between science and industry. In its first part, Innovation in Clusters analyzes the infatuation with the system of clusters that is integral to innovative policies by analyzing its socio historical context, its revival in management and its worldwide expansion, looking at a French example at a local level. In its second part, the book explores a specialized biotechnology cluster dating back to the end of the 1990s. The sociological survey conducted twenty years later sheds a different light on the dynamics and relationships between laboratories and companies, contradicting the commonly held belief that innovation is made possible by geographical proximity.Table of ContentsForeword ix Philippe BRUNET Introduction xiii Part 1 Persistence and Renewal of the Cluster Concept in Contemporary Innovation Policies 1 Chapter 1 From Industrial Districts to Knowledge Valleys: the Legacy of the Cluster 3 1.1 The industrial district: the oldest ancestor of the cluster 3 1.1.1 The economic approach of industrial atmosphere 3 1.1.2 The first Italian districts and their influence in France 5 1.1.3 The rise of districts: the end of the Fordist enterprise? 7 1.2 Spatial concentrations of technological activities 10 1.2.1 The time of technopoles: reconciling regional planning and innovation 10 1.2.2 A spontaneous and innovative environment conducive to a “technological atmosphere”? 13 1.2.3 The era of cognitive capitalism: the race for creativity of individuals and territories 15 1.3 The valleys of knowledge: interindividual relations as a source of innovation 17 1.3.1 Informal links in the heart of Silicon Valley 17 1.3.2 The relational logic essential to geographical proximity 19 1.3.3 Social capital as a driver of innovation 21 Chapter 2 The Management Roots of the Cluster and Its Worldwide Dissemination 25 2.1 An economic and management concept destined to become a public action mechanism 25 2.1.1 Porter’s cluster: the rapid spread of success stories 25 2.1.2 Knowledge management and its workers as a dominant paradigm 29 2.1.3 A theoretical and practical toolkit provided by researcher-experts in clustering 33 2.2 Global dissemination of good clustering practices 36 2.2.1 A paradigm born in the United States and forged at the heart of the OECD 36 2.2.2 To adopt OECD recommendations, or have them imposed? 38 2.2.3 The European Union, sponsor of the race to the knowledge economy 40 2.3 The French legislative framework from the 1980s to the 2010s: a favored coming together of science and industry 43 2.3.1 Researchers converted into entrepreneurs 44 2.3.2 The university: a link in the cluster supply chain 46 2.3.3 A cluster for every territory 49 Chapter 3 The Cluster Imaginary: Tools, Local Narrative and Promise 53 3.1 Performative instruments: benchmarking, territorial marketing, visual instrumentation 53 3.1.1 Benchmarking or territorial mimicry 54 3.1.2 Territorial marketing: asserting the cluster’s symbolic capital 55 3.1.3 Visual instrumentation: the image of a dense, expanding campus 57 3.2 The construction of a narrative 60 3.2.1 Evry, the French cradle of human genomics 60 3.2.2 Industrial renewal: the cluster as a solution to local economic development 62 3.2.3 The rhetoric of technological backwardness: overcoming French scientific slowness 63 3.3 Promises of innovation and employment at the territorial level 65 3.3.1 The promise of the biocluster: a sustainable environment and the medicine of the future 65 3.3.2 Becoming the capital of genobiomedicine, creating jobs for innovators 68 3.3.3 The naturalization of the cluster effect: an unquestionable concept? 71 Part 2 Prevented Synergies: the Case of a Biotechnology Cluster 75 Chapter 4 Networking Systems: Repeated but Hindered Initiatives 77 4.1 Scientific and industrial administration: establishing a recurrent event 77 4.1.1 The emergence of an intermediary figure: the cluster administrator 78 4.1.2 Networking and renewing acquaintances among cluster members through regular events 80 4.1.3 Fostering communities of practice: the creation of thematic bodies 83 4.2 Sharing a technology platform: mutualization or collaboration? 87 4.2.1 Resources as an intermediary: a policy of sharing expensive equipment 88 4.2.2 Platform usage: service provision before collaboration 91 4.2.3 Equipment demonstrations: connecting or making visible? 94 4.3 The institutionalization of conviviality: “la vie de site” 98 4.3.1 Bringing together and involving employees from different backgrounds 98 4.3.2 Building emotional and community connections through volunteering and sport 101 4.3.3 L’Escale, a space of sociability revealing professional hierarchies 103 Chapter 5 Scientific Competition and Economic Competition: Social Fields Spanned by Internal Struggles 107 5.1 Asynchronous organizations and work rhythms 107 5.1.1. Dissonant work schedules between companies and laboratories 108 5.1.2 Belonging to the large biotechnology family or disciplinary demarcation logics? 112 5.2 A scientific field built from struggle and precarity 114 5.2.1 A workforce that is becoming precarious 114 5.2.2 Scientific work destabilized and concealed by competition 117 5.2.3 Researchers and industrial collaboration: an unequal commitment 121 5.3 An unstable relationship between economic development and industrial secrets for companies 124 5.3.1 Individuals are increasingly encouraged to start a business to escape unemployment 124 5.3.2 The fragility of the male 30-something entrepreneur 127 5.3.3 Intense activity marked by the search for financing and competition 131 Chapter 6 The Avoided Cooperation 137 6.1 A patchy local network 137 6.1.1 What type of organizations for what type of interactions? 137 6.1.2 Scientific and market relations behind informal interindividual exchanges 141 6.1.3 More outwardly looking organizations 144 6.2 Cooperation prevented by paradoxical demands 146 6.2.1 Additional time pressure 147 6.2.2 A disembodied objective between prescribed program and real work 149 6.2.3 Loyalty and performance objectives towards the employer 152 6.3 Avoidance strategies 155 6.3.1 Avoiding scientific and technological issues 155 6.3.2 Cluster administrators: between belief and lucidity 158 Conclusion 161 References 165 Index 197

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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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