- Paperback: 280 pages
- Publisher: Simon and Schuster; Reprinted edition edition (October 1990)
- Language: English
- ISBN-10: 0671726099
- ISBN-13: 978-0671726096
- Product Dimensions: 21.3 x 14 x 2 cm
- Shipping Weight: 318 g
- Average Customer Review: 5.0 out of 5 stars See all reviews (8 customer reviews)
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Amazon Bestsellers Rank:
#199,372 in Books (See Top 100 in Books)
- #4 in Books > Business & Investing > Business Life > Health & Stress
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Product Details |
Product Description
Book Description
Make Every Decision Your Best Decision
Executives rate decision-making ability as the most important business skill, but few people have the training they need to make good decisions consistently.
Becoming a good decision-maker is like training to be a top athlete: Just as the best coaches use training methods to help athletes develop proper techniques and avoid mistakes, Dr. J. Edward Russo and Dr. Paul J. H. Schoemaker have developed a program that can help you avoid "decision traps" -- the ten common decision-making errors that most people make over and over again.
Dr. Russo and Dr. Schoemaker have improved the decision-making skills of thousands of Fortune 500 executives with this program. Now you can use their decision-making techniques to make sure that your last bad decision was your last bad decision.
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Customer Reviews
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Most helpful customer reviews
5.0 out of 5 stars
Too much belief in personal judgment,
By Mary E. Sibley (Carneys Point, NJ USA) - See all my reviews
This review is from: Decision Traps: Ten Barriers to Brilliant Decision-Making and How to Overcome Them (Paperback)
Most decisionmakers make the same kinds of error. There needs to be a frame for each problem. There should be avoidance of plunging in and relying too heavily on supposed good judgment. Drawing boundaries are part of framing the questions. Managers are apt to draw narrow boundaries. Sometimes there is a failure to draw a boundary line. There is the sunk cost fallacy, basing current and future changes in operation on past expenditures for equipment. One is influenced by reference points in the the problem frame. Some decisions make sense through several different frames. In such a case there can be certainty that the decision is a good one. Good communicators align their communications with the listeners' frames. Virtually all people put too much trust in their own opinions. Most people favor data supporting current belief. Wrongly we associate confidence with competence. One should be a realist when making a decision and an optimist when implementing it. Rules of thumb and other decisionmaking shortcuts are called heuristics. The disadvantages of intuitive decisionmaking are more profound than people realize. Members of groups may agree prematurely on wrong decisions. Groups may suffer from too much cohesiveness, harmony, pressure, insulation, and strong leadership. In group think people practice self-censorship, pressure others, give in to an illusion of invulnerability and erroneous stereotyping. Groups composed of people of mixed types of personality are useful--receptive versus focused and thinking versus feeling types. The book is written in veritable outline form, presumably to get the attention of busy managers. It has a extensive notes supplementing the text giving a student of business and other fields an opportunity to pursue related lines of inquiry.
5.0 out of 5 stars
A simple but high value management tool book,
By SIMON WONG (Central, Hong Kong) - See all my reviews
This review is from: Decision Traps: Ten Barriers to Brilliant Decision-Making and How to Overcome Them (Paperback)
A comprehensive outline of the major 10 decision traps from decision psychology aspects.I benefit a lot from the book's reminder on those "traps" which I have also committed some. A good value book.
5.0 out of 5 stars
A must for anyone making strategic decisions,
By LMFT Reader "LMFT Reader" (California, USA) - See all my reviews
This review is from: Decision Traps: Ten Barriers to Brilliant Decision-Making and How to Overcome Them (Paperback)
This book is excellent for anyone who is required to make strategic decisions. It will give you a clear framework for stepping back and making sure that you understand the problem that you are trying to solve and that you are considering all appropriate solutions to the problem.
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