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Decide: Better Ways of Making Better Decisions

by

Decide: Better Ways of Making Better Decisions Cover

 

Synopses & Reviews

Publisher Comments:

Everybody has to make decisions. In companies, everyone from the CEO downwards is paid to make decisions, but there is little specific training in the practice. There are plenty of courses in financial management, people management, supply chain management, and negotiation skills - but what about decision making skills? As individuals we also face important decisions throughout our lives, and can benefit from understanding what works and what is less likely to.

As well as being thought-provoking, Decide is practical in its approach and sets out a clear decision-making model, that, if properly followed, will enable the reader to make or contribute to effective decisions, whether the time available is 60 days (the average time for a project), 60 hours (the weekend you often have to mull over an important issue), 60 minutes (the duration of a normal meeting), or 60 seconds (often much less), the time frame available to combat servicemen and women, and workers in the emergency services.

This book is aimed at both a broad business and professional audience and at the general reader. It is not filled with jargon or complicated business models, and it uses universal and interesting case studies to build its argument.

Synopsis:

General readers and professionals who are key decision makers in their organization

Synopsis:

Life presents everyone with a steady stream of decisions that they have to make. So, like it or not, decision making is a skill that needs practice every day - at work, at home, and in every aspect of life. Yet, people often make decisions without properly considering the context, options and implications of their actions. Or worse still, they end up managing the consequences of avoiding taking difficult decisions.

Decide sets out a clear and easy to follow model that enables readers to make or contribute to effective decisions, proving that it does not have to be a long drawn out process, as long as they use a mixture of rational and lateral thinking.

Free from business jargon, and filled with relevant case studies, Decide is a useful book for everyone whose life revolves around successful decision making. Thought-provoking and practical, it helps readers make the right decisions, and choose from their options wisely, whether they have 60 days, 60 minutes or just 60 seconds.

Synopsis:

Many people make decisions without properly considering the context, options, and implications of their actions. Or worse still they simply manage the consequences of avoiding taking decisions. The difference between winning and losing in business, and often in life, hangs on getting it right. Decide proves that decision making does not have to be a long drawn out process, as long as it is approached with a mixture of rational and lateral thinking. 

Business people and companies that don't make decisions - or make bad ones - will die. Wethey shows how this has been proven through the rise and fall of formerly powerful companies such as Marconi, Chrysler, Cadbury Schweppes and Lehman Brothers.  Their management prided themselves on strong decision making, but they decided to focus on a future which never came and abandon a present which was real and profitable. 

Decision making isn't easy, but there are rules that work.  With examples from politics, sports, business, the military and even dating sites, Decide emphasizes the importance of both creative problem solving and managing the decisions throughout.

About the Author

David Wethey has had a unique insight into hundreds of companies, first as a successful ad man and over the last 23 years running his own consulting practice Agency Assessments International (AAI). AAI specializes in helping some of the world's largest companies in an important area of decision making, the selection of their advertising agencies and marketing partners.

Table of Contents

My story 

Acknowledgements  

Introduction  

01 Dreams and determination: What drives great deciders  

Early years  

Changing course  

Summing up the interview highlights  

02 Nightmares: Striking a balance between being tolerant of mistakes, and understanding the danger signs that tell you a decision can go badly wrong  

It isnt wrong to be wrong  

Whats the ROD (Return on Decision)?

But dont be wrong too often  

Sometimes people make really bad decisions  

How do we explain seriously bad decisions?

Why do things that arent a good idea?

Why do the mighty fall so often?

Have you ever wondered why so many decisions fail?  

Language matters

Stanovichs theory 

Decision Traps

Condemned to repeat the experience  

Try to avoid the biggest decision trap of all: downside delusion  

Loss aversion  

Being too busy 

Keep watching out for the early decision

Heres another way of looking at an early decision  

Was the financial crisis caused by Decision Traps?  

What makes a decision bad? (a checklist you can add to)  

Bad judgement. Was failure due to...?  

... or more fundamentally to not being in the right condition to make a good decision?  

Bad luck?  

More questions to be asked after a failed decision  

03 Opportunities and problems: Before making a decision its critical to define opportunities and deal with problems  

Before embarking on a big decision you have to define the opportunity or solve the problem 

Capitalizing on opportunities  

Turning a big problem into an opportunity  

Wasting opportunities  

04 Smart decision making: We are all looking for a system that works. It has to be a mixture of good thinking and harnessing the power of the subconscious brain  

The Holy Grail - better decisions  

A smart way to make decisions better  

The Agency Assessments method - rigour, but also room for chemistry and gut feel  

Allowing for gut feel in the Smart Decisions Approach  

Another reason we need to accommodate gut feel  

The emotional side of decision making  

How do we rationalize gut feel?  

Fast and frugal  

Lessons from modern neurology 

The learning from neurology  

Rear Admiral David Snelson talks about the effect of ‘autopilot  

Decision making is best played as a team game  

The key question  

The journey - not the single step: mapping a decision process, and managing it over the life of a project ‘Morethanism  

Identify the limiters, and you will make decisions better  

Luck

Go back if you have to

‘The situation has moved on  

Difficult decisions  

Decisions and journeys  

‘All the emotional intelligence of a lamp post  

‘Send three and fourpence, were going to a dance  

Highlights on decision making from the interviews 1 

05 Its a matter of time: the magic number 60: Its vital to know how long you have got  

Time is relative  

60 seconds or less  

60 minutes  

60 hours or more 

David Jones of Havas on fast decisions  

Simon Calver of Lovefilm told me about fast decisions and how important they can be  

Daniel Topolski, the rowing coach, told me why he is suspicious of fast decisions

A moment of indecision  

Are there decisions we are happy to talk about - and others we would rather forget?  

Surely technology has made it easier to make great decisions?  

Blackout  

Maybe there is learning from marketing  

Why are meetings so frustrating?  

What can go wrong with meetings  

60 minutes to an hour is enough time to bring a meeting to a decisive conclusion; but there need to be special rules  

Meetings - 10 suggested hygiene factors  

Listen if you want to be heard  

David Jones of Havas was the creator of an ambitious 60-week (plus) project, One Young World  Barbara Cassani was responsible for another 60-week project: the launch of a new airline - Go  

I asked General Sir Mike Jackson a question about his judgement of time: did he think the second Iraq War would be a long-drawn-out affair?  

06 The people factor: Personality profiling creates teams that work, and helps us all understand ourselves - and one another  

De Bono - the Maltese Eagle  

How I have always profiled client and advertising agency people  

Sample one - initial view on the team and its leader Shaun  

Account planners understand what makes people tick  

Blamers and Pacifiers  

Meredith Belbin - the hero of team theory  

Thinking time  

High confidence, low self-esteem  

Why do female tennis players grunt?  

Bright Eyes

Happiness is what we want, what we really want  

Is experience the be all and end all?  

A big insight into the way business leaders behave: causals and effectuals  

Steve Jobs - the most effectual thinker of our era  

Calver, Cassani and Vasiliev on enterpreneurs and managers:  

07 Choice is three-dimensional decision making: Choosing is different because of the way the brain - and committees - work  

Daniel Topolski on selecting oarsmen

Choosing agencies  

Three dimensions of choice  

Consumer choice is a highly sophisticated business nowadays  

Behavioural Economics isnt a one-way street  

Neuromarketing  

Charles Spence interview  

Two moments of truth  

Costco: Behavioural Economics in the raw  

08 War: What we can learn from the way nations fight  

War

All Hell Let Loose by Sir Max Hastings (2011)  

The fog of war  

Decision making - its a contact sport  

Britons and Americans - Part 1: the Gulf, 1988  

Britons and Americans (and Russians) - Part 2: Kosovo, 1999  

Britons and Americans (and Serbs) - Part 3: offshore Montenegro, 1999  

Jackson on decision making

Snelson on gut feeling and training  

I asked General Sir Mike Jackson about intelligence and hierarchy  

Should we use wartime decision making in dealing with terrorism?  

09 Sport and other games: Serious lessons from evenings and weekends  

Lets start with a game - an ancient game  

Sport matters 

Decision making by sportsmen and women  

Daniel Topolski on how bad decisions can drag down even proven winners

Colin, Lord Moynihan, Chairman of the British Olympic Association (BOA)  

The Inner Game of Tennis, Timothy Gallwey (1974)  

Quieten the negative thought in your head  

Randy Haynes is a leading expert on sports betting  

10 Love: Deciding with the heart and not the head  

Vitaly Vasiliev, CEO of Gazprom - a true love story  

Karl Gregory - MD of Match.com  

Thoughts on Karl Gregorys description of how the dating industry works  

Are there any rules for decision making in love?  

What match.coms Lovegeist report tells us  

11 My 20 best decision tips  

References  

Index

Product Details

ISBN:
9780749466299
Author:
Wethey, David
Publisher:
Kogan Page
Author:
David, Wethey
Subject:
Making & Problem Solving
Subject:
Business Writing
Copyright:
Edition Description:
Print PDF
Publication Date:
20130331
Binding:
TRADE PAPER
Language:
English
Pages:
312
Dimensions:
8.5 x 5.5 in

Related Subjects

Business » General
Business » Management
Business » Personal Skills
Business » Strategy
Business » Writing
Health and Self-Help » Self-Help » General

Decide: Better Ways of Making Better Decisions New Trade Paper
0 stars - 0 reviews
$19.95 In Stock
Product details 312 pages Kogan Page - English 9780749466299 Reviews:
"Synopsis" by , General readers and professionals who are key decision makers in their organization
"Synopsis" by , Life presents everyone with a steady stream of decisions that they have to make. So, like it or not, decision making is a skill that needs practice every day - at work, at home, and in every aspect of life. Yet, people often make decisions without properly considering the context, options and implications of their actions. Or worse still, they end up managing the consequences of avoiding taking difficult decisions.

Decide sets out a clear and easy to follow model that enables readers to make or contribute to effective decisions, proving that it does not have to be a long drawn out process, as long as they use a mixture of rational and lateral thinking.

Free from business jargon, and filled with relevant case studies, Decide is a useful book for everyone whose life revolves around successful decision making. Thought-provoking and practical, it helps readers make the right decisions, and choose from their options wisely, whether they have 60 days, 60 minutes or just 60 seconds.

"Synopsis" by ,
Many people make decisions without properly considering the context, options, and implications of their actions. Or worse still they simply manage the consequences of avoiding taking decisions. The difference between winning and losing in business, and often in life, hangs on getting it right. Decide proves that decision making does not have to be a long drawn out process, as long as it is approached with a mixture of rational and lateral thinking. 

Business people and companies that don't make decisions - or make bad ones - will die. Wethey shows how this has been proven through the rise and fall of formerly powerful companies such as Marconi, Chrysler, Cadbury Schweppes and Lehman Brothers.  Their management prided themselves on strong decision making, but they decided to focus on a future which never came and abandon a present which was real and profitable. 

Decision making isn't easy, but there are rules that work.  With examples from politics, sports, business, the military and even dating sites, Decide emphasizes the importance of both creative problem solving and managing the decisions throughout.

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