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.

Draws on the latest research into decision-making skills to outline the most common impediments to intelligent and effective decision-making and shows how to overcome them

Fritz W. Scharpf's renowned model of the 'joint-decision trap' suggestes that the requirements of (nearly) unanimous decisions in the EU's Council of Ministers, combined with conflicting preferences among member governments, will systematically limit the problem-solving effectiveness of European policies. However, certain conditions have significantly changed in the 25 years since the theory was first posited. In particular, the unanimity rule has been replaced by qualified-majority voting in most issue areas, and successive rounds of enlargement have augmented the diversity of member state interests and preferences. This volume examines the continued relevance of the model. It presents a comparative study on the differential politics in EU policies. Looking at the political dynamics in an array of EU activities, it analyses breakthroughs as well as stalemates and asks why leaps occur in some areas whilst blockages characterise others. The dynamics that allow the EU to escape various forms of decision trap are analysed in-depth, including those suggested by 'rationalist' theorists (supranational-hierarchical steering, treaty-base games, and arena shifting) and those suggested by 'constructivist' approaches (socialisation). The volume concludes that when the EU is confronted with a high degree of problem pressure in a given issue area, these mechanisms will often not be available because most remain outside politicians' immediate grasp.

Based on the his analysis of 400 strategic decisions made by top managers in areas such as products and services, pricing and markets, personnel policy, technology acquisition, and strategic reorganization, Nutt estimates that two-thirds of all decisions are based on failure-prone or questionable tactics. He uses the fifteen monumental decision-making disasters to illustrate the potential consequences of these common tactical errors and traps and then details successful alternative decision-making approaches. Why Decisions Fail translates decades of award-winning research into practical terms that managers can use to improve their own decision-making practices.

This book presents a guidance on a large range of decision aids for risk analysts and decision makers in industry so that vital decisions can be made in a more consistent, logical, and rigorous manner. It provide good industry practices on how risk decision making is conducted in the chemical industry from many risk information sources as well as all the elements that need to be addressed to ensure good decisions are being made. Topics Include: Identifying Risk Decisions, A Risk Decision Strategy for Process Safety, Case Studies in Risk Decision Making Failures, Guidance on Selecting Decision Aids, Templates for Decision Making in Risk-Based Process Safety, Understanding Process Hazards & Worst Possible Consequences, Management of Change as an Exercise in Risk Identification, Inherently Safer Design as an Exercise in Risk Tradeoff Analysis, Using LOPA and Risk Matrices in Risk Decisions, Using CPQRA and Safety Risk Criteria in Risk Decisions, Group Decision Making, Avoiding Decision Traps, Documentation of Process Safety Risk Decisions

This book offers a comprehensive introduction to decision-making in an MCDM framework. Designed as a tutorial, it presents the main concepts and methods to be applied, together with essential background information. This includes the concept of nondominance, Simon’s bounded rationality, Tversky and Kahneman’s prospect theory, and the concepts of behavioral vs. mathematical convergence and premature stopping put forward by Korhonen, Moskowitz and Wallenius. The book concludes with a non-technical review of many popular decision algorithms, including the Analytic Hierarchy Process (AHP), VIMDA, and a number of classic interactive man-machine algorithms. In essence, the book is a “one-stop” source on everything you need to know about managerial decision-making in the multiple-criteria setting.

Making decisions is a critical part of every executive’s job. However we know so little about the often subliminal processes that shape the decisions we make. The Secret Life of Decisions exposes the unchallenged myths and distortions that impact our reasoning ability, raising our awareness of the many traps we can fall into. Meena Thuraisingham and her collaborator, Wolfgang Lehmacher, have drawn from decades of work with leaders showing that even the most talented leaders and teams can end up making sub-optimal decisions. This is rarely because they had poor critical thinking faculties but rather because they did not pay enough attention to the often invisible traps hardwired into our thinking processes, letting through only information that conforms with our current beliefs, mental models and expectations. This leaves many leaders and businesses exposed. Rather than being the rational output of our reasoning abilities, the authors show decision making to be a highly imprecise process. As decision makers we come to the table armed with our own perspectives, preferences, filters, heuristics and biases, influenced by a broad range of social influences many operating subliminally. The Secret Life of Decisions is an essential read for developing and seasoned executives who have to work through increasingly complex and high stakes decisions. It treats choosing wisely and the thinking involved as a skill, which as with many other skills, can be improved with the guided practice and supporting tools provided here. The journey however starts with awareness that comes from outing the ’secret’ forces that can sabotage the quality of our decisions.

A Wall Street Journal bestseller, now in paperback. Poker champion turned decision strategist Annie Duke teaches you how to get comfortable with uncertainty and make better decisions. Even the best decision doesn't yield the best outcome every time. There's always an element of luck that you can't control, and there's always information hidden from view. So the key to long-term success (and avoiding worrying yourself to death) is to think in bets: How sure am I? What are the possible ways things could turn out? What decision has the highest odds of success? Did I land in the unlucky 10% on the strategy that works 90% of the time? Or is my success attributable to dumb luck rather than great decision making? Annie Duke, a former World Series of Poker champion turned consultant, draws on examples from business, sports, politics, and (of course) poker to share tools anyone can use to embrace uncertainty and make better decisions. For most people, it's difficult to say "I'm not sure" in a world that values and, even, rewards the appearance of certainty. But professional poker players are comfortable with the fact that great decisions don't always lead to great outcomes, and bad decisions don't always lead to bad outcomes. By shifting your thinking from a need for certainty to a goal of accurately assessing what you know and what you don't, you'll be less vulnerable to reactive emotions, knee-jerk biases, and destructive habits in your decision making. You'll become more confident, calm, compassionate, and successful in the long run.

What if you could use Nobel prize-winning science to predict the choices your customers will make? Customer and user behaviors can seem irrational. Shaped by mental shortcuts and psychological biases, their actions often appear random on the surface. In Choice Hacking, we'll learn to predict these irrational behaviors and apply the science of decision-making to create unforgettable customer experiences. Discover a framework for designing experiences that doesn't just show you what principles to apply, but introduces a new way of thinking about customer behavior. You'll finish Choice Hacking feeling confident and ready to transform your experience with science. In Choice Hacking, you'll discover: - How to make sure your customer experience is designed for what people do (not what they say they'll do) - How to increase the odds that customers will make the "right choice" in any environment - How to design user experiences that drive action and engagement - How to create retail experiences that persuade and drive brand love - How brands like Uber, Netflix, Disney, and Starbucks apply these principles in their customer and user experiences Additional resources included with the book: - Access to free video Companion Course - Access to exclusive free resources, tools, examples, and use cases online Who will benefit from reading Choice Hacking? This book was written for anyone who wants to better understand customer and user decision-making. Whether you're a consultant, strategist, digital marketer, small business owner, writer, user experience designer, student, manager, or organizational leader, you will find immediate value in Choice Hacking. About the Author Jennifer Clinehens is currently Head of Experience at a major global experience agency. She holds a Master's degree in Brand Management as well as an MBA from Emory University's Goizueta School. Ms. Clinehens has client-side and consulting experience working for brands like AT&T, McDonald's, and Adidas, and she's helped shape customer experiences across the globe. A recognized authority in marketing and customer experience, she is also the author of CX That Sings: An Introduction To Customer Journey Mapping. To learn more about this book or contact the author, please visit ChoiceHacking.com