| |
| |
| Introduction | |
| |
| |
| |
| The Decision Process: Five Key Steps | |
| |
| |
| |
| Establish a Context for Success | |
| |
| |
| |
| Frame the Issue Properly | |
| |
| |
| |
| Generate Alternatives | |
| |
| |
| |
| Evaluate the Alternatives | |
| |
| |
| |
| Choose the Best Alternative | |
| |
| |
| Summing Up | |
| |
| |
| |
| The Context for Success: Setting the Stage | |
| |
| |
| Get the Right People to Participate | |
| |
| |
| Give Some Thought to the Setting | |
| |
| |
| Agree on How the Decision Will Be Made | |
| |
| |
| From Advocacy to Dialogue | |
| |
| |
| A Hybrid Approach | |
| |
| |
| Summing Up | |
| |
| |
| |
| The Framing Challenge: What Is the Real Problem? | |
| |
| |
| Perils and Promise | |
| |
| |
| Don't Impose Your Frame on Others | |
| |
| |
| Apply Creative Thinking | |
| |
| |
| Summing Up | |
| |
| |
| |
| Alternatives: The Source of Superior Solutions | |
| |
| |
| Generating Alternatives | |
| |
| |
| Brainstorming | |
| |
| |
| Bring a Creative Group to the Task | |
| |
| |
| Characteristics of Good Alternatives | |
| |
| |
| Summing Up | |
| |
| |
| |
| Evaluate the Alternatives: Finding the Value of Each Option | |
| |
| |
| Variables to Consider | |
| |
| |
| Financial Analysis | |
| |
| |
| The Prioritization Matrix | |
| |
| |
| The Trade-off Table | |
| |
| |
| Decision Trees | |
| |
| |
| Computers to the Rescue | |
| |
| |
| The Problem of Uncertainty | |
| |
| |
| Summing Up | |
| |
| |
| |
| Make the Decision: Getting to Agreement | |
| |
| |
| Three Decision-Making Techniques | |
| |
| |
| Other Ways to Resolve Disagreements and Reach Closure | |
| |
| |
| Ending Deliberations | |
| |
| |
| After the Decision | |
| |
| |
| Summing Up | |
| |
| |
| |
| The Uncertainty Problem: How to Deal with Unknowns | |
| |
| |
| |
| Identify Areas of Uncertainty | |
| |
| |
| |
| Determine Which Uncertainties Could Have the Greatest Impact | |
| |
| |
| |
| Attempt to Reduce Key Uncertainties | |
| |
| |
| When to Trust Your Gut | |
| |
| |
| Summing Up | |
| |
| |
| |
| Human Foibles: How to Counter Tendencies That Can Ambush Your Decision | |
| |
| |
| Anchoring and Adjustment | |
| |
| |
| Overconfidence | |
| |
| |
| Sunk Costs | |
| |
| |
| The Confirming-Evidence Bias | |
| |
| |
| False Analogies | |
| |
| |
| Summing Up | |
| |
| |
| |
| Organizational Traps: The Madness-and the Wisdom-of Crowds | |
| |
| |
| Social Influences | |
| |
| |
| Groupthink | |
| |
| |
| Rewarding Optimists and Punishing Pessimists | |
| |
| |
| When Groups Make Better Decisions | |
| |
| |
| Summing Up | |
| |
| |
| |
| Toward a Smarter Organization: Getting Better at Making Decisions | |
| |
| |
| The GM Experience | |
| |
| |
| Lessons for Organizational Improvement | |
| |
| |
| What Leaders Must Do | |
| |
| |
| Summing Up | |
| |
| |
| |
| Useful Implementation Tools | |
| |
| |
| |
| Financial Tools for Evaluating Alternatives | |
| |
| |
| Notes | |
| |
| |
| Glossary | |
| |
| |
| For Further Reading | |
| |
| |
| Index | |
| |
| |
| About the Subject Adviser | |
| |
| |
| About the Writer | |