From publishers weekly
The coauthors of
1989''s Decision Traps offer a clear, straightforward explanation of
how managers should perform one of their most basic tasks: making a
decision. Russo, professor of marketing and behavior science at
Cornell, and Shoemaker, research director of Wharton''s Mack Center
for Technology and Innovation, break their method into four steps:
framing decisions, i.e., factoring in difficulties like information
overload and the ＂galloping rate of change,＂ and t
內容簡介：
Business revolves around making decisions, often risky
decisions, usually with incomplete information and too often in
less time than we need. Executives at every level, in every
industry, are confronted with information overload, less leeway for
mistakes, and a business environment that changes rapidly. In light
of this increased pressure and volatility, the old-fashioned ways
of making decisions–depending on intuition, common sense, and
specialized expertise–are simply no longer sufficient. Distilling
over thirty years of groundbreaking research, Winning
Decisions, written by two seasoned business advisers and world
leaders in behavioral decision studies, is a comprehensive,
one-of-a-kind guide to the proven methods of making critical
business decisions confidently, quickly–and correctly.
Decision-making is a business skill which managers often take for
granted in themselves and others–but it''s not as easy as some might
think. The authors, whose expertise has been sought out by over a
hundred companies, including Arthur Andersen, Hewlett-Packard, IBM,
and Unilever, contend that decision-making, like any other skill,
must be developed and honed if it is to be used effectively.
Winning Decisions offers step-by-step analyses of how people
typically make decisions, and provides invaluable advice on how to
improve your chances of getting your next big decision right the
first time. The book is packed with worksheets, tools,
questionnaires, case studies, and anecdotes analyzing major
decisions made by organizations like British Airways, NASA, Shell
Oil, and Pepsi. Some of the proven, straightforward techniques
covered in Winning Decisions include how to:
Reframe issues to ensure that the real problem is being
addressedImprove the quality and quantity of your options
Convert expert yet conflicting opinions into useful insights
Make diversity of views and conflict work to your advantage
Foster efficient and effective group decision-making
Learn from past decisions--your own and those of others
With Winning Decisions, managers and other professionals now
have access to a proven set of skills and strategies they need for
making the right decision, right away.
關於作者：
J. EDWARD RUSSO, PH.D., is a Professor of Marketing and Behavior
Science at Cornell University’s Johnson Graduate School of
Management. He has served as an adviser to such companies as
Boeing, Eli Lilly, General Motors, Harris Bank, and SmithKline
Beecham. Russo is also actively involved in the study and
application of leading-edge decision technologies to real-world
problems and is a frequent speaker in executive decision programs.
He is the co-author, with Paul Schoemaker, of Decision
Traps. He lives with his family in Ithaca, New York.
PAUL J. H. SCHOEMAKER, PH.D., is the founder and Chairman of
Decision Strategies International and Research Director of the Mack
Center for Technology and Innovation at the Wharton School. He has
consulted with about a hundred organizations, including a two-year
sabbatical with Royal DutchShell’s scenario planning group in
London. Schoemaker has been a professor at the University of
Chicago and the Wharton School, and a frequent speaker in various
executive programs, including those at Berkeley and Cedep at
Insead. He lives with his family in Villanova, Pennsylvania.
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