ISBN | Product | Product | Price CHF | Available | |
---|---|---|---|---|---|
The Little Book of Big Decision Models |
9781292098364 The Little Book of Big Decision Models |
19.80 |
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Leaders and Managers want quick answers, quick ways to reach solutions, ways and means to access knowledge that won’t eat into their precious time and quick ideas that deliver a big result. The Little Book of Big Decision Models cuts through all the noise and gives managers access to the very best decision-making models that they need to to keep things moving forward. Every model is quick and easy to read and delivers the essential information and know-how quickly, efficiently and memorably.
About the author
Acknowledgements
Introduction
How to get the most out of this book
Chapter 1 - The principles of decision making
Introduction
Model 1: Townsend’s rules of decision making
Model 2: The McNamara fallacy - The vital information that decision makers ignore
Model 3: Using quantitative (hard) and qualitative (soft) data in decision making
Model 4: Kreiner and Christensen the consequence model
Model 5: Tenenbaum and Schmid’s decision making spectrum
Model 6: Roger and Blenko’s rapid decision making model
Model 7: Cognitive mapping - understanding how your colleagues think
Model 8: Tacit knowledge and decision making
Model 9: The standard decision making model
Conclusion
Chapter 2 - Using data in decision making
Introduction
Model 10: The Pareto principle and the important vital few
Model 11: Lewin’s force field analysis of the support and opposition to a decision
Model 12: Scenario analysis and charting possible futures
Model 13: Delphic forecasting and how to firm up predictions
Model 14: Johnson, Scholes and Wittingham mapping stakeholder’s reactions
Model 15: Egan’s shadow side model - dealing with the politics of decisions
Model 16: The SCAMPER model and finding creative solutions
Model 17: De Bono’s six thinking hats - generating different perspectives
Conclusions
Chapter 3 - Enhancing your decision making skills
Intrduction
Model 18: The Eisenhower principle and the delegation of decisions
Model 19: The feedback and criticism grid
Model 20: Learning to think outside the box
Model 21: Goleman: Using emotional intelligence to make better decisions
Model 22: Sumantra and Bruch reclaiming your job
Conclusion
Chapter 4 - Decisions models about you
Introduction
Model 23: Christensen’s strategy for a happy life
Model 24: The making – of you model and how your past influences the present
Model 25: The rubber band model - what holds you back and pulls you forward?
Model 26: The crossroads model and which road to follow next
Model 27: The personal performance model and job satisfaction
Model 28: Csikzenmihalyi’s flow model and the joy of working in ‘the zone’
Model 29: Maslow’s Pyramids - what you want and what you need
Model 30: The Euffe Elbaek model - a guide to your personality
Model 31: Johari windows - a guide to your personality
Model 32: The personal potential trap and how to avoid becoming a prisoner of other peoples’ expectations
Model 33: Your attitude to risk
Conclusion
Chapter 5 - Decision Models about other people
Introduction
Model 34: Goffee and Jones - why should anyone be led by you?
Model 35: Hersey and Blanchard’s situational leadership model
Model 36: Manzoni and Barsoux - how managers set staff up to fail
Model 37: Denseraeu, Graen and Haga - how managers set staff up to succeed
Model 38: Herzberg’s motivation and hygiene theory - choosing the right carrots
Model 39: The feedback sandwich - delivering negative feedback
Model 40: McGregor’s features of effective and ineffective teams
Model 41: The team model - building a well balanced team
Conclusion
Chapter 6 - Strategic and market decision models
Introduction
Model 42: The standard product life cycle
Model 43: The gap in the market model
Model 44: The hype cycle market model
Model 45: The long tale market model
Model 46: The diffusion market model
Model 47: Milgram’s six degrees of separation model
Model 48: Kim and Mauborgne’s blue ocean strategy
Model 49: Offshoring core activities
Model 50: Moore’s headpin theory
Model 51: The Boston Consulting Group product analysis grid
Conclusion
Chapter 7 - Organisational threat analysis
Introduction
Model 52: SWOT - Done right!
Model 53: PEST - Done right!
Model 54: The unexploded bomb (UXB) model - unknown and unforeseen threats
Model 55: Nicholas and Teleb’s black swan model and unknowable threats
Model 56: The black box model
Conclusion
Chapter 8 - Financial and statistical models
Introduction
Model 57: Risk reward analysis
Model 58: Kaplan and Norton balanced scorecard
Model 59: Discounted cashflow (DCF) - Calculating today’s value of tomorrows returns
Model 60: Cost benefit analysis - Accounting for non-financial factors
Model 61: Breakeven analysis - knowing if you can reduce prices
Model 62: Gap analysis - closing the gap between forecast and target
Model 63: Zero based budgeting - making the right budget cuts
Conclusion
Chapter 9 - How to successfully implement your decisions
Introduction
Model 64: Round’s TRAP model
Model 65: Johnson’s three rules of project management
Model 66: Shewhart’s plan, do, check, act (PDCA) implementation model
Model 67: Orlandella and Reason’s Swiss cheese model and how to stop problems escalating
Model 68: Setting SMART targets that get results
Model 69: Kim and Mauborgne’s tipping point leadership - How to sidestep/overcome implementation problems
Model 70: Cooperrider and Srivastva’s appreciative inquiry model (A1) and the power of positivity
Personal characteristic and how they can produce good and bad decisions
The First 11 Team
A Final Word
Recommended reading
70 decision-making models to help you make the right choice.
As a busy manager, you need to make daily decisions fast. The Little Book of Big Decision Models gives you access to the very best models that every manager should know and be able to use to make better decisions that get results.
Each model tells you what it is and how to use it so you can instantly put theory into practice and start making great decisions.
The Little Book of Big Decision Models will help make sure you can:
· Discover the most effective decision-making models that the best in the business use to get things done
· Resolve a wide range of practical management problems quickly and effectively by taking decisive action
· Improve your understanding of the environment in which you and your organisation make decisions
· Find out about some of the best - and worst - decisions made in management history
· Be a more effective manager and prepare yourself for promotion
All you need to know and how to apply it – in a nutshell.