Making Tough Decisions
Tactics for Improving Managerial Decision Making
Published on 12. May 1989
Book
Hardback
671 pages
978-1-55542-138-0 (ISBN)
Description
This volume provides in-depth guidance for making tough decisions, that is, high-stake decisions surrounded by conflict and uncertainty. It details methods that help managers avoid the bias and habitual behaviour that lead to poor decision-making - and presents examples from public, private, and nonprofit organizations that show how to tailor these methods to different situations.
More details
Series
Language
English
Place of publication
New York
United States
Publishing group
John Wiley & Sons Inc
Target group
Professional and scholarly
Illustrations
illustrations, index
Dimensions
Height: 241 mm
Width: 161 mm
Weight
984 gr
ISBN-13
978-1-55542-138-0 (9781555421380)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Content
Tough decisions: how uncertainty, ambiguity, and conflict produce tough decisions; tough decisions that become debacles - five case examples. What inhibits and misleads decision makers: errors in sizing up the situation; faulty reasoning; unconscious preferences; different styles of decision-making. Decision-making processes: analytical, group, and mixed-mode processes; matching decision processes to types of decisions. Key steps in decision-making: using groups for decision making; uncovering core problems; providing balanced viewpoints; comparing the value of alternatives and "what if" questioning; learning from success and failure. Techniques that support the decision process: managing decision-making groups; how to set objectives, identify criteria, uncover alternatives, and confront ethical concerns; weighing criteria and estimating the likelihood of future conditions; using decision trees to deal with chance events and sequential choice; applying multiple criteria to assess alternatives; using decision analysis to foster learning. Appendices: Measuring tolerance for uncertainty; measuring tolerance for ambiguity; measuring decision style.