Why Decisions Fail: Avoiding the Blunders and Traps That Lead to DebaclesBased on the his analysis of 400 strategic decisions made by top managers in areas such as products and services, pricing and markets, personnel policy, technology acquisition, and strategic reorganization, Nutt estimates that two-thirds of all decisions are based on failure-prone or questionable tactics. He uses the fifteen monumental decision-making disasters to illustrate the potential consequences of these common tactical errors and traps and then details successful alternative decision-making approaches. Why Decisions Fail translates decades of award-winning research into practical terms that managers can use to improve their own decision-making practices. |
Contents
| 1 | |
Traps that Catch Decision Makers | 23 |
DecisionMaking Processes Prone to Success and Failure | 41 |
Traps in Failing to Lead the Effort with AgreedUpon Claims | 61 |
The Traps in Unmanaged Social and Political Forces | 87 |
Traps in Misleading Directions | 111 |
Traps in Limited Search and No Innovation | 131 |
The Traps in Misusing Evaluation | 165 |
Learning Traps | 227 |
The Lessons Avoiding the Blunders and Traps | 253 |
The DecisionMaking Research Project | 265 |
Estimating Risk | 276 |
Citations for the Debacles | 291 |
References and Selected Readings | 305 |
| 319 | |
About the Author | 331 |
Other editions - View all
Why Decisions Fail: Avoiding the Blunders and Traps that Lead to Debacles ... Paul C. Nutt No preview available - 2009 |
Why Decisions Fail: Avoiding the Blunders and Traps That Lead to Debacles Paul C. Nutt No preview available - 2002 |
Common terms and phrases
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