Description
Book SynopsisThis title provides managers, executives and other professionals with an innovative method for critical decision-making. The book explains the reasons for decision failures using the Law of Unintended Consequences. This account draws on the work of sociologist Robert K. Merton, psychologists Amos Tversky and Daniel Kahneman, and economist Herbert Simon to identify two primary causes: cognitive biases and bounded rationality. It introduces an innovative method for “test driving” decisions that addresses both causes by combining scenario planning and “what-if” simulations. This method enables professionals to learn safely from virtual mistakes rather than real ones. It also provides four sample test drives of realistic critical decisions as well as two instructional videos to illustrate this new method. This book provides leaders and their support teams with important new tools for analyzing and refining complex decisions that are critical to organizational well-being and survival.
Table of ContentsChapter 1. Critical decisions.- Chapter 2. The Law of Unintended Consequences (LUC).- Chapter 3. Psychology of Critical Decision-Making.- Chapter 4. Rational Decision-Making.- Chapter 5. Defending Your Critical Decisions…Against You.- Chapter 6. BI, Analytics, and Their Discontents.- Chapter 7. Tools of the Decision Support Trade.- Chapter 8. Test Drive Your Critical Decisions.- Chapter 9. Competitive Marketing Strategy.- Chapter 10. Disruptive Growth.- Chapter 11. Managing Enterprise Risk.- Chapter 12. Enabling Organizational Change.- Chapter 13. Pragmatics.- Chapter 14. Conclusions.
