De (autor)
Notă GoodReads:
en Limba Engleză Paperback – 03 Feb 2013
This is a vital book for everyone whose life revolves around successful decision making. Many people make decisions without properly considering the context, options, and implications of their actions. Or worse still they simply manage the consequences of avoiding taking decisions. The difference between winning and losing in business, and often in life, hangs on getting it right. This book proves that decision making does not have to be a long drawn out process, as long as it is approached with a mixture of rational and lateral thinking. Some decisions are literally a matter of life or death such as in an accident and emergency department, a fire or a battle. Surgeons, the police and flight crew make numerous important decisions every day. These decisions are the result of training and experience. Business people and companies that don't make decisions - or make bad ones - will die. Chrysler, Woolworths, Enron, Worldcom,Arthur Andersen, and Lehman Brothers all provide object lessons in the perils of flawed decision-making. It has also been painful to read about the rise and fall of former "crown jewel" British companies such as Rover, Marconi, Cable and Wireless, and Cadbury Schweppes, where managements prided themselves on strong decision making, but decided to focus on a future which never came and to abandon a present which was real and profitable. Governments too tend to make policy on the hoof, announce their decisions, and then live to rue the consequences. Decision making isn't easy, but there are rules that work - and this book emphasises the importance of both creative problem solving and managing decisions throughout.
Citește tot Restrânge

Preț: 9685 lei

Puncte Express: 145

Preț estimativ în valută:
1873 2237$ 1601£

Carte disponibilă

Livrare economică 09-21 iulie
Livrare express 26-30 iunie pentru 1756 lei

Preluare comenzi: 021 569.72.76


ISBN-13: 9780749466299
ISBN-10: 0749466294
Pagini: 312
Dimensiuni: 140 x 213 x 16 mm
Greutate: 0.39 kg
Editura: Kogan Page


My story 


01 Dreams and determination: What drives great deciders  
Early years  
Changing course  
Summing up the interview highlights  

02 Nightmares: Striking a balance between being tolerant of mistakes, and understanding the danger signs that tell you a decision can go badly wrong  
It isn’t wrong to be wrong  
What’s the ROD (Return on Decision)?
But don’t be wrong too often  
Sometimes people make really bad decisions  
How do we explain seriously bad decisions?
Why do things that aren’t a good idea?
Why do the mighty fall so often?
Have you ever wondered why so many decisions fail?  
Language matters
Stanovich’s theory 
Decision Traps
Condemned to repeat the experience  
Try to avoid the biggest decision trap of all: downside delusion  
Loss aversion  
Being too busy 
Keep watching out for the early decision
Here’s another way of looking at an early decision  
Was the financial crisis caused by Decision Traps?  
What makes a decision bad? (a checklist you can add to)  
Bad judgement. Was failure due to...?  
... or more fundamentally to not being in the right condition to make a good decision?  
Bad luck?  
More questions to be asked after a failed decision  

03 Opportunities and problems: Before making a decision it’s critical to define opportunities and deal with problems  
Before embarking on a big decision you have to define the opportunity or solve the problem 
Capitalizing on opportunities  
Turning a big problem into an opportunity  
Wasting opportunities  

04 Smart decision making: We are all looking for a system that works. It has to be a mixture of good thinking and harnessing the power of the subconscious brain  
The Holy Grail – better decisions  
A smart way to make decisions better  
The Agency Assessments method - rigour, but also room for chemistry and gut feel  
Allowing for gut feel in the Smart Decisions Approach  
Another reason we need to accommodate gut feel  
The emotional side of decision making  
How do we rationalize gut feel?  
Fast and frugal  
Lessons from modern neurology 
The learning from neurology  
Rear Admiral David Snelson talks about the effect of ‘autopilot’  
Decision making is best played as a team game  
The key question  
The journey – not the single step: mapping a decision process, and managing it over the life of a project ‘Morethanism’  
Identify the limiters, and you will make decisions better  
Go back if you have to
‘The situation has moved on’  
Difficult decisions  
Decisions and journeys  
‘All the emotional intelligence of a lamp post’  
‘Send three and fourpence, we’re going to a dance’  
Highlights on decision making from the interviews 1 

05 It’s a matter of time: the magic number 60: It’s vital to know how long you have got  
Time is relative  
60 seconds or less  
60 minutes  
60 hours or more 
David Jones of Havas on fast decisions  
Simon Calver of Lovefilm told me about fast decisions and how important they can be  
Daniel Topolski, the rowing coach, told me why he is suspicious of fast decisions
A moment of indecision  
Are there decisions we are happy to talk about – and others we would rather forget?  
Surely technology has made it easier to make great decisions?  
Maybe there is learning from marketing  
Why are meetings so frustrating?  
What can go wrong with meetings  
60 minutes to an hour is enough time to bring a meeting to a decisive conclusion; but there need to be special rules  
Meetings – 10 suggested hygiene factors  
Listen if you want to be heard  
David Jones of Havas was the creator of an ambitious 60-week (plus) project, One Young World  Barbara Cassani was responsible for another 60-week project: the launch of a new airline – Go  
I asked General Sir Mike Jackson a question about his judgement of time: did he think the second Iraq War would be a long-drawn-out affair?  

06 The people factor: Personality profiling creates teams that work, and helps us all understand ourselves - and one another  
De Bono – the Maltese Eagle  
How I have always profiled client and advertising agency people  
Sample one – initial view on the team and its leader Shaun  
Account planners understand what makes people tick  
Blamers and Pacifiers  
Meredith Belbin – the hero of team theory  
Thinking time  
High confidence, low self-esteem  
Why do female tennis players grunt?  
Bright Eyes
Happiness is what we want, what we really want  
Is experience the be all and end all?  
A big insight into the way business leaders behave: causals and effectuals  
Steve Jobs – the most effectual thinker of our era  
Calver, Cassani and Vasiliev on enterpreneurs and managers:  

07 Choice is three-dimensional decision making: Choosing is different because of the way the brain – and committees – work  
Daniel Topolski on selecting oarsmen
Choosing agencies  
Three dimensions of choice  
Consumer choice is a highly sophisticated business nowadays  
Behavioural Economics isn’t a one-way street  
Charles Spence interview  
Two moments of truth  
Costco: Behavioural Economics in the raw  

08 War: What we can learn from the way nations fight  
All Hell Let Loose by Sir Max Hastings (2011)  
The fog of war  
Decision making – it’s a contact sport  
Britons and Americans – Part 1: the Gulf, 1988  
Britons and Americans (and Russians) - Part 2: Kosovo, 1999  
Britons and Americans (and Serbs) - Part 3: offshore Montenegro, 1999  
Jackson on decision making
Snelson on gut feeling and training  
I asked General Sir Mike Jackson about intelligence and hierarchy  
Should we use wartime decision making in dealing with terrorism?  

09 Sport and other games: Serious lessons from evenings and weekends  
Let’s start with a game – an ancient game  
Sport matters 
Decision making by sportsmen and women  
Daniel Topolski on how bad decisions can drag down even proven winners
Colin, Lord Moynihan, Chairman of the British Olympic Association (BOA)  
The Inner Game of Tennis, Timothy Gallwey (1974)  
Quieten the negative thought in your head  
Randy Haynes is a leading expert on sports betting  

10 Love: Deciding with the heart and not the head  
Vitaly Vasiliev, CEO of Gazprom – a true love story  
Karl Gregory – MD of  
Thoughts on Karl Gregory’s description of how the dating industry works  
Are there any rules for decision making in love?  
What’s Lovegeist report tells us  

11 My 20 best decision tips  


Notă biografică

David Wethey has had a unique insight into hundreds of companies, first as a successful ad man and over the last 23 years running his own consulting practice Agency Assessments International (AAI). AAI specializes in helping some of the world's largest companies in an important area of decision making, the selection of their advertising agencies and marketing partners.


"Wethey's anecdotes and insights illustrate and outline the psychological, economic and personal elements that lie behind our decisions. All told, some decisions can be complex. But whether it's worth you reading this book - remarkably simple." -- JR Elite Business Magazine 20130301