Produktbild: Decision Quality

Decision Quality Value Creation from Better Business Decisions

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

07.03.2016

Verlag

John Wiley & Sons Inc

Seitenzahl

256

Maße (L/B/H)

23,8/16,4/2,7 cm

Gewicht

470 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-119-14467-0

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

07.03.2016

Verlag

John Wiley & Sons Inc

Seitenzahl

256

Maße (L/B/H)

23,8/16,4/2,7 cm

Gewicht

470 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-119-14467-0

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: GPSR Kontakt

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  • Produktbild: Decision Quality
  • Acknowledgments xiii

    Preface xv

    Part I The Decision Quality Framework 1

    1 The Power of Decisions 3

    Decision Quality: A Framework for Better Decisions 4

    Decision Skills Can Be Learned 5

    Decisions versus Outcomes 6

    Key Points to Remember 8

    Endnotes 9

    2 The Requirements for Decision Quality 11

    The Appropriate Frame 13

    Creative Alternatives 13

    Relevant and Reliable Information 14

    Clear Values and Tradeoffs 15

    Sound Reasoning 16

    Commitment to Action 16

    Judging the Quality of a Decision 17

    Key Points to Remember 19

    Endnotes 19

    3 Getting to Decision Quality 21

    Declaring the Need for a Decision 21

    Setting the Decision Agenda 23

    Understanding the Destination of Decision Quality 23

    Avoiding Decision Traps and Biases 24

    Designing the Decision Process through Diagnosis 25

    Tailoring to Fit the Decision 30

    Key Points to Remember 32

    Endnotes 33

    Part II The Six Requirements for DQ 35

    4 The Appropriate Frame 37

    A Friday Afternoon Dilemma 37

    The Key Components of a Frame 39

    Framing the Friday Afternoon Dilemma 41

    An Extended Example: The House Decision 42

    Developing an Appropriate Frame 43

    The Decision Hierarchy: A Tool for Framing 44

    Things That Can Go Wrong 46

    Judging the Quality of a Decision Frame 47

    Key Points to Remember 49

    Endnotes 49

    5 Creative Alternatives 51

    Characteristics of Good Alternatives 53

    The Strategy Table: A Tool for Defining Alternatives 56

    Things That Can Go Wrong 57

    Judging the Quality of Alternatives 60

    Key Points to Remember 63

    Endnotes 64

    6 Relevant and Reliable Information 65

    Information from a Decision Perspective 65

    An Extended Example: Michael's Job Choice 67

    Structuring the Relevant Information in a Decision 68

    The Decision Tree: A Tool for Structuring a Decision 68

    What is Reliable? 72

    Things That Can Go Wrong 74

    Judging the Quality of Information 75

    Key Points to Remember 78

    Endnotes 79

    7 Clear Values and Tradeoffs 81

    Values and Tradeoffs for Decisions 82

    Michael's Values and Tradeoffs 82

    Values in a Business Context 85

    Making Tradeoffs in Business Decisions 86

    Things That Can Go Wrong 88

    Judging the Quality of Values 89

    Key Points to Remember 91

    Endnotes 91

    8 Sound Reasoning 93

    Reasoning for Michael's Job Decision 94

    Reasoning in More Complex Decisions 97

    The Relevance Diagram: A Tool for Structuring Complex Decisions 97

    The Decision Model: A Tool for Analyzing Complex Decisions 98

    The Tornado Diagram: A Tool for Displaying the Relevance of Information 99

    Flying Bars: A Tool for Displaying Overall Uncertainty 102

    Things That Can Go Wrong 103

    When to Get Help with Reasoning 104

    The Power of Iterating from a Simple Start 105

    Judging the Quality of Reasoning 105

    Key Points to Remember 109

    Endnotes 110

    9 Commitment to Action 111

    Two Mindsets: Decision and Action 111

    Commitment through Participation and Ownership 113

    Conscious Commitment 115

    Things That Can Go Wrong 115

    Judging the Quality of Commitment to Action 117

    Key Points to Remember 119

    Part III How to Achieve DQ 121

    10 Biases and Traps in Decision Making 123

    Mechanisms of the Mind 123

    Protection of Mindset 126

    Personality and Habits 128

    Faulty Reasoning 130

    Automatic Associations and Relative Thinking 133

    Social Influences 137

    Summing Up 138

    Endnotes 139

    11 Megabiases that Undermine DQ 143

    DQ and Megabiases 144

    Megabias #1: Narrow Framing 144

    Megabias #2: The Illusion of DQ 147

    Megabias #3: The Agreement Trap 149

    Megabias #4: The Comfort Zone Megabias 150

    Megabias #5: The Advocacy/Approval Myth 152

    General Guidelines for Avoiding Megabiases 154

    Endnotes 154

    12 Achieving Quality in Strategic Decisions 157

    The Dialogue Decision Process 158

    Four Phases of Dialogue 161

    Every Decision Situation is Different 163

    Advantages of the DDP 164

    13 Achieving Quality in Significant Decisions 169

    The DQ Appraisal Cycle: Iterating Our Way to DQ 170

    The DQ Appraisal Cycle in Action: Robin's Career Crossroads 176

    Summing Up 187

    Part IV The Journey to DQ 189

    14 The Amoco Unleaded Gasoline Decision 191

    Getting Started on the Unleaded Decision 194

    Seeking Greater Clarity on the Key Uncertainty 196

    Competing Reports 198

    The Bottom Line 201

    Decades of Experience in Improving Value 202

    Endnote 203

    15 Building Organizational Decision Quality 205

    Organizational DQ 207

    The Components of ODQ 207

    Reaching ODQ 209

    Chevron's Journey to ODQ 212

    Taking the First Step 213

    Endnote 214

    16 Embarking on the DQ Journey 215

    What Next? 216

    References 219

    About the Authors 223

    Index 225