This book is the most comprehensive treatment available of one of the most urgent problems in bioethics: decision-making for incompetents.

This book is the most comprehensive treatment available of one of the most urgent problems in bioethics: decision-making for incompetents.

Set yourself up for success in every season of life, for the rest of your life. Discover five game-changing questions to ask every time you make a major decision regarding your finances, relationships, career, and more. Good questions lead to better decisions. And your decisions determine the direction and quality of your life—they create the story of your life. And while nobody plans to complicate their life with bad decisions, far too many people have no plan to make good decisions. In Better Decisions, Fewer Regrets, Andy Stanley—pastor and bestselling author of Irresistible and Not In It To Win It—will help you learn from experience and stop making bad decisions by integrating five questions into every decision you make, big or small. This book will help you live differently by showing you how to: Develop a decision-making filter that reveals which choices will likely lead to positive results. Avoid selling yourself on bad ideas and making quick decisions when time is short. Find truth and clarity in any tricky decision. Improve relationships and heal division through better decisions. Discover the reasons behind your decisions so you can move forward with positive changes. Consider the long-term impact of your choices so you can write a life story worth celebrating. Easily identify any red flags that signal which decisions may result in future regrets.

A fresh, research-driven playbook for how successful leaders can maximize the potential of others When we think of leaders, we often imagine lone, inspirational figures lauded for their behaviors, attributes, and personal decisions--a perception that is reinforced by many leadership books. However, this approach ignores the expectations of modern work cultures centered on equity and inclusion, where a leader's true mission is to empower others. Applying decades of behavioral science research, Don A. Moore and Max H. Bazerman offer a passionate corrective to this view, casting today's organizations as decision factories in which effective leaders are decision architects, enabling those around them to make wise, ethical choices consistent with their own interests and the organization's highest values. As a result, a leader's impact grows because it ripples out instead of relying on one individual to play the part of heroic figure. Filled with real-life stories and examples of the structures, incentives, and systems that successful leaders have used, this playbook equips each of us to facilitate wise decisions.

It’s said that decisions are made in the details. And yet, we make hundreds, even thousands of decisions daily. So how do Christians process all those details and come up with answers that please God? In Decision-Making by the Book, author, lecturer, and radio personality, Haddon W. Robinson, takes his usual clear-eyed, not-a-word-wasted approach, to help you make decisions according to biblical principles—every time.

Decision-making is a process of choosing from possible courses of action in order to attain goals and objectives. Nobel laureate Herbert Simon wrote that the whole process of managerial decision-making is synonymous with the practice of management. Decision-making is at the core of all managerial functions. Planning, for example, involves the following decisions: What should be done? When? How? Where? By whom? Other managerial functions, such as organizing, implementing, and controlling, rely heavily on decision-making.Decision by Objectives is an invaluable book about the art and science of decision-making. It presents a very practical approach to decision-making that has a sound theoretical foundation, known as the analytic hierarchy process. Intended for both the student and the professional, the book includes approaches to prioritizing, evaluating alternative courses of action, forecasting, and allocating resources. By focusing on objectives rather than alternatives alone, it shows the reader how to synthesize information from multiple sources, analyses, and perspectives. The methods presented have been gaining popularity throughout the world.

Beginning with its first edition and through subsequent editions, Thinking and Deciding has established itself as the required text and important reference work for students and scholars of human cognition and rationality. In this fourth edition, first published in 2007, Jonathan Baron retains the comprehensive attention to the key questions addressed in the previous editions - how should we think? What, if anything, keeps us from thinking that way? How can we improve our thinking and decision making? - and his expanded treatment of topics such as risk, utilitarianism, Baye's theorem, and moral thinking. With the student in mind, the fourth edition emphasises the development of an understanding of the fundamental concepts in judgement and decision making. This book is essential reading for students and scholars in judgement and decision making and related fields, including psychology, economics, law, medicine, and business.

The first book to use the unexpected discoveries of neuroscience to help us make the best decisions Since Plato, philosophers have described the decision-making process as either rational or emotional: we carefully deliberate, or we “blink” and go with our gut. But as scientists break open the mind’s black box with the latest tools of neuroscience, they’re discovering that this is not how the mind works. Our best decisions are a finely tuned blend of both feeling and reason—and the precise mix depends on the situation. When buying a house, for example, it’s best to let our unconscious mull over the many variables. But when we’re picking a stock, intuition often leads us astray. The trick is to determine when to use the different parts of the brain, and to do this, we need to think harder (and smarter) about how we think. Jonah Lehrer arms us with the tools we need, drawing on cutting-edge research as well as the real-world experiences of a wide range of “deciders”—from airplane pilots and hedge fund investors to serial killers and poker players. Lehrer shows how people are taking advantage of the new science to make better television shows, win more football games, and improve military intelligence. His goal is to answer two questions that are of interest to just about anyone, from CEOs to firefighters: How does the human mind make decisions? And how can we make those decisions better?

In the Second Edition of Rational Choice in an Uncertain World the authors compare the basic principles of rationality with actual behaviour in making decisions. They describe theories and research findings from the field of judgment and decision making in a non-technical manner, using anecdotes as a teaching device. Intended as an introductory textbook for advanced undergraduate and graduate students, the material not only is of scholarly interest but is practical as well. The Second Edition includes: - more coverage on the role of emotions, happiness, and general well-being in decisions - a summary of the new research on the neuroscience of decision processes - more discussion of the adaptive value of (non-rational heuristics) - expansion of the graphics for decision trees, probability trees, and Venn diagrams.

Two experts in business management show how to avoid the ten common pitfalls that ensanre decision makers. The very latest research in the fields of business and psychology has been distilled into practical training methods that will save readers from ever making a bad decision again.