The Decision Paradigm: An approach to better choices
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Chicago
Austin Macauley Publishers
2023
|
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (111 Seiten) |
| ISBN: | 9781398413467 |
Internformat
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| 505 | 8 | |a Intro -- Title Page -- About the Author -- Dedication -- Copyright Information © -- Acknowledgement -- 1 Why Decision-Making Matters -- Competence Is Crucial -- Practice Makes Perfect -- Decisions Can Go Wrong, Even If They Aren't 'Wrong' -- If It Isn't Written Down, It Didn't Happen -- Assume Nothing, Believe No One, Check Everything -- If You Are the Boss, It Gives People Confidence in You -- If You Are Lower in the Chain, It Gives Bosses Confidence in You -- It Gets Things Done! -- 2 Decision Inertia -- Laziness! -- Not Expecting the Unexpected! -- Indecisiveness -- Lack of Strategy -- Over-Dependence -- Isolation -- Lack of Technical Depth -- Failure to Communicate -- Clarifying the Unclarified -- Simple -- Complicated -- Complex -- Chaotic -- Disorder -- 3 Empowerment. Setting Your People Free -- 4 Mission Statements, Visions, Values and Ethics -- 5 A Model for Decision-Making -- 6 What Do We Know? -- Getting Ready to Decide -- Environment Is Important -- Does It Feel like a Quality Environment? -- You Can't Know Everything -- Information - Refining Its Worth -- Fact, and Assumption -- Summary -- 7 Threats and Risk -- Assessing Threat and Risk -- 8 Strategy to Achieve -- 9 Legal and Policy -- 10 Options -- Bias -- Personal Experiences -- Dislikes and Prejudices -- Confirmation Bias -- Anchoring -- Gambler's Fallacy -- Overconfidence -- Fundamental Attribution Error. -- Developing Options -- Gathering options -- Analysing options -- Strengths -- Weaknesses -- Opportunities -- Threats -- "What if...?" -- 11 Testing the Option -- 12 Do It! -- What Is a Briefing? -- Who Carries Out the Briefing? -- Briefing Locations -- Briefing Structures -- What Do We Know? -- What Are the Risks? -- Strategy to Achieve -- Legal and Policy -- Options and 'What Ifs?' -- What Is the Best Option? / Test It / Do It -- Alternative Methods -- IIMARCH -- SMEAC. | |
| 505 | 8 | |a 13 Assess and Review -- Proximity -- Capture -- Structure -- Learning -- People Don't Learn If We Don't Teach -- Individuals -- Teams -- Organisations -- 14 Using PODS as a Coaching Tool -- GROW -- PODS for Coaching -- Strategy to Achieve? -- Legal and Policy -- Options and 'What Ifs?' -- Best Option, and Testing -- Do It! -- Review -- 15 Closing the Circle -- References | |
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Datensatz im Suchindex
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| contents | Intro -- Title Page -- About the Author -- Dedication -- Copyright Information © -- Acknowledgement -- 1 Why Decision-Making Matters -- Competence Is Crucial -- Practice Makes Perfect -- Decisions Can Go Wrong, Even If They Aren't 'Wrong' -- If It Isn't Written Down, It Didn't Happen -- Assume Nothing, Believe No One, Check Everything -- If You Are the Boss, It Gives People Confidence in You -- If You Are Lower in the Chain, It Gives Bosses Confidence in You -- It Gets Things Done! -- 2 Decision Inertia -- Laziness! -- Not Expecting the Unexpected! -- Indecisiveness -- Lack of Strategy -- Over-Dependence -- Isolation -- Lack of Technical Depth -- Failure to Communicate -- Clarifying the Unclarified -- Simple -- Complicated -- Complex -- Chaotic -- Disorder -- 3 Empowerment. Setting Your People Free -- 4 Mission Statements, Visions, Values and Ethics -- 5 A Model for Decision-Making -- 6 What Do We Know? -- Getting Ready to Decide -- Environment Is Important -- Does It Feel like a Quality Environment? -- You Can't Know Everything -- Information - Refining Its Worth -- Fact, and Assumption -- Summary -- 7 Threats and Risk -- Assessing Threat and Risk -- 8 Strategy to Achieve -- 9 Legal and Policy -- 10 Options -- Bias -- Personal Experiences -- Dislikes and Prejudices -- Confirmation Bias -- Anchoring -- Gambler's Fallacy -- Overconfidence -- Fundamental Attribution Error. -- Developing Options -- Gathering options -- Analysing options -- Strengths -- Weaknesses -- Opportunities -- Threats -- "What if...?" -- 11 Testing the Option -- 12 Do It! -- What Is a Briefing? -- Who Carries Out the Briefing? -- Briefing Locations -- Briefing Structures -- What Do We Know? -- What Are the Risks? -- Strategy to Achieve -- Legal and Policy -- Options and 'What Ifs?' -- What Is the Best Option? / Test It / Do It -- Alternative Methods -- IIMARCH -- SMEAC. 13 Assess and Review -- Proximity -- Capture -- Structure -- Learning -- People Don't Learn If We Don't Teach -- Individuals -- Teams -- Organisations -- 14 Using PODS as a Coaching Tool -- GROW -- PODS for Coaching -- Strategy to Achieve? -- Legal and Policy -- Options and 'What Ifs?' -- Best Option, and Testing -- Do It! -- Review -- 15 Closing the Circle -- References |
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| format | Electronic eBook |
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| id | DE-604.BV048921497 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:55:17Z |
| indexdate | 2024-07-10T09:49:55Z |
| institution | BVB |
| isbn | 9781398413467 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034185588 |
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| physical | 1 Online-Ressource (111 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
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| publisher | Austin Macauley Publishers |
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| spelling | Flint, Derek Verfasser aut The Decision Paradigm An approach to better choices Chicago Austin Macauley Publishers 2023 ©2023 1 Online-Ressource (111 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Title Page -- About the Author -- Dedication -- Copyright Information © -- Acknowledgement -- 1 Why Decision-Making Matters -- Competence Is Crucial -- Practice Makes Perfect -- Decisions Can Go Wrong, Even If They Aren't 'Wrong' -- If It Isn't Written Down, It Didn't Happen -- Assume Nothing, Believe No One, Check Everything -- If You Are the Boss, It Gives People Confidence in You -- If You Are Lower in the Chain, It Gives Bosses Confidence in You -- It Gets Things Done! -- 2 Decision Inertia -- Laziness! -- Not Expecting the Unexpected! -- Indecisiveness -- Lack of Strategy -- Over-Dependence -- Isolation -- Lack of Technical Depth -- Failure to Communicate -- Clarifying the Unclarified -- Simple -- Complicated -- Complex -- Chaotic -- Disorder -- 3 Empowerment. Setting Your People Free -- 4 Mission Statements, Visions, Values and Ethics -- 5 A Model for Decision-Making -- 6 What Do We Know? -- Getting Ready to Decide -- Environment Is Important -- Does It Feel like a Quality Environment? -- You Can't Know Everything -- Information - Refining Its Worth -- Fact, and Assumption -- Summary -- 7 Threats and Risk -- Assessing Threat and Risk -- 8 Strategy to Achieve -- 9 Legal and Policy -- 10 Options -- Bias -- Personal Experiences -- Dislikes and Prejudices -- Confirmation Bias -- Anchoring -- Gambler's Fallacy -- Overconfidence -- Fundamental Attribution Error. -- Developing Options -- Gathering options -- Analysing options -- Strengths -- Weaknesses -- Opportunities -- Threats -- "What if...?" -- 11 Testing the Option -- 12 Do It! -- What Is a Briefing? -- Who Carries Out the Briefing? -- Briefing Locations -- Briefing Structures -- What Do We Know? -- What Are the Risks? -- Strategy to Achieve -- Legal and Policy -- Options and 'What Ifs?' -- What Is the Best Option? / Test It / Do It -- Alternative Methods -- IIMARCH -- SMEAC. 13 Assess and Review -- Proximity -- Capture -- Structure -- Learning -- People Don't Learn If We Don't Teach -- Individuals -- Teams -- Organisations -- 14 Using PODS as a Coaching Tool -- GROW -- PODS for Coaching -- Strategy to Achieve? -- Legal and Policy -- Options and 'What Ifs?' -- Best Option, and Testing -- Do It! -- Review -- 15 Closing the Circle -- References Erscheint auch als Druck-Ausgabe Flint, Derek The Decision Paradigm Chicago : Austin Macauley Publishers,c2023 |
| spellingShingle | Flint, Derek The Decision Paradigm An approach to better choices Intro -- Title Page -- About the Author -- Dedication -- Copyright Information © -- Acknowledgement -- 1 Why Decision-Making Matters -- Competence Is Crucial -- Practice Makes Perfect -- Decisions Can Go Wrong, Even If They Aren't 'Wrong' -- If It Isn't Written Down, It Didn't Happen -- Assume Nothing, Believe No One, Check Everything -- If You Are the Boss, It Gives People Confidence in You -- If You Are Lower in the Chain, It Gives Bosses Confidence in You -- It Gets Things Done! -- 2 Decision Inertia -- Laziness! -- Not Expecting the Unexpected! -- Indecisiveness -- Lack of Strategy -- Over-Dependence -- Isolation -- Lack of Technical Depth -- Failure to Communicate -- Clarifying the Unclarified -- Simple -- Complicated -- Complex -- Chaotic -- Disorder -- 3 Empowerment. Setting Your People Free -- 4 Mission Statements, Visions, Values and Ethics -- 5 A Model for Decision-Making -- 6 What Do We Know? -- Getting Ready to Decide -- Environment Is Important -- Does It Feel like a Quality Environment? -- You Can't Know Everything -- Information - Refining Its Worth -- Fact, and Assumption -- Summary -- 7 Threats and Risk -- Assessing Threat and Risk -- 8 Strategy to Achieve -- 9 Legal and Policy -- 10 Options -- Bias -- Personal Experiences -- Dislikes and Prejudices -- Confirmation Bias -- Anchoring -- Gambler's Fallacy -- Overconfidence -- Fundamental Attribution Error. -- Developing Options -- Gathering options -- Analysing options -- Strengths -- Weaknesses -- Opportunities -- Threats -- "What if...?" -- 11 Testing the Option -- 12 Do It! -- What Is a Briefing? -- Who Carries Out the Briefing? -- Briefing Locations -- Briefing Structures -- What Do We Know? -- What Are the Risks? -- Strategy to Achieve -- Legal and Policy -- Options and 'What Ifs?' -- What Is the Best Option? / Test It / Do It -- Alternative Methods -- IIMARCH -- SMEAC. 13 Assess and Review -- Proximity -- Capture -- Structure -- Learning -- People Don't Learn If We Don't Teach -- Individuals -- Teams -- Organisations -- 14 Using PODS as a Coaching Tool -- GROW -- PODS for Coaching -- Strategy to Achieve? -- Legal and Policy -- Options and 'What Ifs?' -- Best Option, and Testing -- Do It! -- Review -- 15 Closing the Circle -- References |
| title | The Decision Paradigm An approach to better choices |
| title_auth | The Decision Paradigm An approach to better choices |
| title_exact_search | The Decision Paradigm An approach to better choices |
| title_exact_search_txtP | The Decision Paradigm An approach to better choices |
| title_full | The Decision Paradigm An approach to better choices |
| title_fullStr | The Decision Paradigm An approach to better choices |
| title_full_unstemmed | The Decision Paradigm An approach to better choices |
| title_short | The Decision Paradigm |
| title_sort | the decision paradigm an approach to better choices |
| title_sub | An approach to better choices |
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