avoiding the blunders and traps that lead to debacles Nutt, Paul C. Primary Author mixed material bibliography San Francisco Berrett-Koehler 2002 id Indonesia

Printed Material

xv, 332 p. : tabs., index ; 24 cm. Why Decisions Fail critiques 15 infamously bad decisions that became public debacles. Including the Firestone tire recall and Quaker's failed acquisition of Snapple, the author examines how these mistakes could have been avoided and explains how any organization's decision-making process can be improved to prevent such failures. Author Paul Nutt began by looking at 400 decisions made by top managers involving such topics as products and services, pricing and markets, personnel policy, technology acquisition, and strategic reorganization. Analyzing how each decision was made, he determined that two out of three decisions were based on failure-prone or questionable tactics. He identifies these key errors and suggests alternatives that have proven successful TABLE OF CONTENTS Preface The Decision Debacles Ch. 1 Blunders that Launch a Decision Debacle Ch. 2 Traps that Catch Decision Makers Ch. 3 Decision-Making Processes Prone to Success and Failure Ch. 4 Traps in Failing to Lead the Effort with Agreed-Upon Claims Ch. 5 The Traps in Unmanaged Social and Political Forces Ch. 6 Traps in Misleading Directions Ch. 7 Traps in Limited Search and No Innovation Ch. 8 The Traps in Misusing Evaluation Ch. 9 Ethical Traps Ch. 10 Learning Traps Ch. 11 The Lessons: Avoiding the Blunders and Traps App. 1 The Decision-Making Research Project App. 2 Estimating Risk App. 3 Citations for the Debacles References and Selected Readings Index About the Author Strategic Management Corporate Strategy Case Studies Decision Making Research AEC 1576751503 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen AEC Nut 31498 General (General) AEC Nut Why_decisions_fail.jpg.jpg 27447 2004-03-01 00:00:00 2020-01-23 09:25:04 machine generated