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Decision Management
How to Assure Better Decisions in Your Company
"Intuition is overrated. Research has shown how and why our intuitions can fail us when we make important decisions. Frank Yates, one of the most distinguished researchers on this subject, will show you how to assess and improve your decisions." "This path-breaking book will inspire and energize business decision makers and business students to improve decision making in their own organizations." "Yates knows the decision behavior research as thoroughly as anyone. In this book he draws on it imaginatively to offer practical strategies for improving real managerial decisions." "Sure, anyone can make business decisions. But readers of this book will learn a simple and powerful strategy— as described by one of the leading experts in the field of behavioral decision making— for making the right business decisions." "Should be read by anyone who wants to make better decisions, and should be required reading at any business school that takes seriously the task of enhancing students' and future leaders' capacities to exercise sound judgment when making crucial choices." "Should government run like a business? Not always, of course, but this book offers many keen insights and much valuable advice for decision makers in the public sector, too." "What sets Decision Management above all other how-to-make-better-decisions books is its firm grounding in scientific behavioral research and its clear, practical procedural advice."
— Chip Heath, Stanford University Graduate School of Business
— L. Robin Keller, professor, University of California, Irvine, and past president, Decision Analysis Society of INFORMS
— Terry Connolly, head, Department of Management and Policy, University of Arizona, and past president, Society for Judgment and Decision Making
— Jonathan J. Koehler, University Distinguished Teaching Associate Professor, Behavioral Decision Making Faculty, Management Science and Information Systems Department, McCombs School of Business, The University of Texas at Austin
— Glen Whyte, professor of organizational behavior, associate dean, curriculum, and Conway Chair in Business Ethics, Rotman School of Management, University of Toronto
— John Rohrbaugh, Rockefeller College of Public Affairs and Policy, University at Albany, State University of New York
— Reid Hastie, Professor of Behavioral Science, Graduate School of Business, University of Chicago
J. Frank Yates (Author)
9780787956264, Wiley
Paperback / softback, published 28 January 2003
256 pages
24.3 x 15.8 x 2.5 cm, 0.483 kg
Why do the people in some companies continually dazzle us with their brilliant decisions while those in others make one blunder after another? Do they understand their businesses better? Are they just plain smarter? Or is it all a matter of luck? The answer, says J. Frank Yates, is none of the above. The real key, rarely recognized, is how the leaders manage the company's decision processes—the leaders' decision management practices. Drawing on his thirty years of research and experience as well as scholarship from psychology, economics, statistics, strategy, medicine, and other fields to explain the fundamental nature of business decision problems, Yates highlights the ten cardinal decision issues crucial to managing the decision-making process—and ultimately better company decisions. He covers problems ranging from recognizing whether a decision is actually called for to assuring that a preferred course of action will be implemented. He shows how solid decisions result when managers ensure that deciders resolve every cardinal issue effectively for every decision problem facing the company. He also reveals how, conversely, chronically poor decisions are traceable to managers allowing—or even creating—conditions that encourage deciders to fall short in how they address at least one of those critical issues.
Series Foreword.
Preface.
1. The Art of Decision Management.
2. "What Is a Decision?" and Other Fundamentals.
3. Deciding to Decide: The Need Issue.
4. Determining the Means for Deciding: The Mode and Investment Issues.
5. Prospecting for Solutions: The Options Issue.
6. Anticipating Outcomes: The Possibilities and Judgment Issues.
7. Accounting for Taste: The Value and Tradeoffs Issues.
8. Ensuring Smooth Sailing: The Acceptability and Implementation Issues.
9. Starting and Sustaining Decision Management Improvement Efforts.
Notes.
The Author.
Index.
Subject Areas: Business & management [KJ]
