WINNING DECISIONS(I***N=9780385502252) 英文原版 pdf 下载 极速 mobi txt pdb lrf 网盘

Business revolves around *** decisi***, often risky

decisi***, usually with incomplete information and too often in

less time than we need. Executives at every level, in every

industry, are confronted with information overload, less leeway for

mistakes, and a business environment that changes rapidly. In light

of this increased pressure and volatility, the old-fashioned ways

of *** decisi***–depending on intuition, common sense, and

specialized expertise–are simply no longer sufficient. Distilling

over thirty years of groundbreaking research, Winning

Decisi***, written by two seasoned business advisers and world

leaders in behavioral decision studies, is a comprehensive,

one-of-a-kind guide to the proven methods of *** critical

business decisi*** confidently, quickly–and correctly.

Decision-*** is a business skill which managers often take for

granted in themselves and others–but it's not as easy as some might

think. The authors, whose expertise has been sought out by over a

hundred companies, including Arthur Andersen, Hewlett-Packard, IBM,

and Unilever, contend that decision-***, like any other skill,

must be developed and honed if it is to be used effectively.

Winning Decisi*** offers step-by-step ***yses of how people

typically make decisi***, and provides invaluable advice on how to

improve your chances of getting your next big decision right the

first time. The book is packed with worksheets, tools,

questionnaires, case studies, and anecdotes ***yzing major

decisi*** made by ***anizati*** like British Airways, NASA, Shell

Oil, and Pepsi. Some of the proven, straightforward techniques

covered in Winning Decisi*** include how to:

Reframe issues to ensure that the real problem is being

addressedImprove the quality and quantity of your opti***

Convert expert yet conflicting opini*** into useful insights

Make diversity of views and conflict work to your advantage

Foster efficient and effective group decision-***

Learn from past decisi***--your own and those of others

With Winning Decisi***, managers and other professionals now

have access to a proven set of skills and strategies they need for

*** the right decision, right away.

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J. EDWARD RUSSO, PH.D., is a Professor of Marketing and Behavior

Science at Cornell University’s Johnson Graduate School of

Management. He has served as an adviser to such companies as

Boeing, Eli Lilly, General Motors, Harris Bank, and SmithKline

Beecham. Russo is also actively involved in the study and

application of leading-edge decision technologies to real-world

problems and is a frequent speaker in executive decision programs.

He is the co-author, with Paul Schoemaker, of Decision

Traps. He lives with his family in Ithaca, New York.

P***L J. H. SCHOEMAKER, PH.D., is the founder and Chairman of

Decision Strategies International and Research Director of the Mack

Center for Technology and Innovation at the Wharton School. He has

c***ulted with about a hundred ***anizati***, including a two-year

sabbatical with Royal DutchShell’s scenario planning group in

London. Schoemaker has been a professor at the University of

Chicago and the Wharton School, and a frequent speaker in various

executive programs, including those at Berkeley and Cedep at

Insead. He lives with his family in Villanova, Pennsylvania.

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编辑推荐

From publishers weekly

The coauthors of

1989's Decision Traps offer a clear, straightforward explanation of

how managers should perform one of their most basic tasks: *** a

decision. Russo, professor of marketing and behavior science at

Cornell, and Shoemaker, research director of Wharton's Mack Center

for Technology and Innovation, break their method into four steps:

framing decisi***, i.e., factoring in difficulties like information

overload and the "galloping rate of change," and thereby

determining which choices need to be addressed and which ones

don't; gathering real intelligence, not just information that will

*** internal biases; coming to conclusi***, i.e., assessing how

one's company acts on the intelligence gathered; and learning from

experience. The authors walk readers through each of the steps.

Unlike many business books, this one is akin to a workbook,

providing how-tos, case studies and worksheets so readers can put

their ideas into play immediately. The authors highlight key

concepts, and they even show an occasional humorous side. However,

they stress that even improving the way one goes about ***

decisi*** won't guarantee that they'll be the right ones. Decisi***

still have to be executed successfully, and luck is always a

factor. Still, with better decision-*** skills, the odds are

bound to go up. This book will prove valuable to managers at all

levels of an ***anization. (On-sale: Dec. 26)

From Booklist

Russo and Schoemaker follow their first book, Decision Traps

(1989), with an outstanding book on the process of decision-***.

The authors are business experts who honed their skills advising,

c***ulting, and teaching at top national business schools and

multinational corporati***. As they posit, managers and executives

may be well versed on intelligence gathering, reframing issues,

group decision ***, and developing environments to enhance

feedback, but it is easy to fall into the trap of embracing an

outcome-focused process. In othe***ords, if the project made money,

the decision *** process was good, and if it lost money, it was

bad. But that is an ill-advised way of looking at things. There are

external factors, such as luck, that can influence and determine an

outcome beyond the control of the decision maker. This book makes a

comprehensive ***ytical tool, with excellent case studies,

exercises, evaluators, and notes. It transcends many of the

ordinary ***anizational behavior theory and strategy books on the

shelves, and managers, executives, and business-school students who

read it will be put through their paces. Eileen Hardy

Copyright © American Library Association. All rights

reserved

书籍介绍

Business revolves around *** decisi***, often risky decisi***, usually with incomplete information and too often in less time than we need. Executives at every level, in every industry, are confronted with information overload, less leeway for mistakes, and a business environment that changes rapidly. In light of this increased pressure and volatility, the old-fashioned ways of *** decisi***–depending on intuition, common sense, and specialized expertise–are simply no longer sufficient. Distilling over thirty years of groundbreaking research, Winning Decisi*** , written by two seasoned business advisers and world leaders in behavioral decision studies, is a comprehensive, one-of-a-kind guide to the proven methods of *** critical business decisi*** confidently, quickly–and correctly.

Decision-*** is a business skill which managers often take for granted in themselves and others–but it's not as easy as some might think. The authors, whose expertise has been sought out by over a hundred companies, including Arthur Andersen, Hewlett-Packard, IBM, and Unilever, contend that decision-***, like any other skill, must be developed and honed if it is to be used effectively. Winning Decisi*** offers step-by-step ***yses of how people typically make decisi***, and provides invaluable advice on how to improve your chances of getting your next big decision right the first time. The book is packed with worksheets, tools, questionnaires, case studies, and anecdotes ***yzing major decisi*** made by ***anizati*** like British Airways, NASA, Shell Oil, and Pepsi. Some of the proven, straightforward techniques covered in Winning Decisi*** include how to:

Reframe issues to ensure that the real problem is being addressedImprove the quality and quantity of your opti***

Convert expert yet conflicting opini*** into useful insights

Make diversity of views and conflict work to your advantage

Foster efficient and effective group decision-***

Learn from past decisi***--your own and those of others

With Winning Decisi*** , managers and other professionals now have access to a proven set of skills and strategies they need for *** the right decision, right away.