Decision Traps: Ten Barriers to Brilliant Decision-making and how to Overcome Them"Executives rate decision-making ability as the most important business skill, but few people have the training they need to make good decisions consistently. Becoming a good decision-maker is like training to be a top athlete: Just as the best coaches use training methods to help athletes develop proper techniques and avoid mistakes, Dr. J. Edward Russo and Dr. Paul J.H. Schoemaker have developed a program that can help you avoid 'decision traps' - the ten common decision-making errors that most people make over and over again. Dr. Russo and Dr. Schoemaker have improved the decision-making skills of thousands of Fortune 500 executives with this program. Now you can use their decision-making techniques to make sure that you last bad decision was your last bad decision." -- back cover. |
Contents
An Excellent DecisionMaking | 1 |
The Power of Frames | 15 |
Winning Frames 377 | 37 |
Copyright | |
10 other sections not shown
Other editions - View all
Decision Traps: Ten Barriers to Brilliant Decision-making and how to ... J. Edward Russo,Paul J. H. Schoemaker No preview available - 1989 |
Common terms and phrases
alternative Amos Tversky analysis analyze anchor answer applicants approach asked average Baruch Fischhoff biases bootstrapped Bootstrapping Models boss bullet causes Chapter choose cognitive complex consumers cost create customers Daniel Kahneman decide decision audit decision frame decision process decision rule Decision Trap Number discussed dollars employees errors estimates evaluate evidence example excellent experience factors fail fault tree final choice forecast group decision Groupthink heuristic hindsight bias hiring Howard Raiffa illusion of control important improve intelligence intelligence-gathering intuition Irving Janis issue Journal judgments leader learning levels of confidence major managers metadecision missing feedback Newton Baker Number organizations outcomes overconfidence Paul Slovic person predict probably problem professionals Psychology reasons recency effect reframing Review Richard Thaler rules of thumb scenarios Science statistical strategy subjective linear model success systematic thinking frames tonsillectomy weights wrong