Unlike other publications on decision making, the book focuses on discovering the problem, analyzing it and on developing and assessing solution options. One whole chapter describes a case study. It illustrates how the proposed decision making procedure is used in practice. Executives get an approach to systematically and successfully solving complex problems.

Making decisions is certainly the most important task of a manager and it is often a very difficult one. This book offers a decision making procedurenbsp;for solving complex problems step by step. Unlike other texts, the book focuses on problem analysis, on developing solution options and onnbsp;establishing thenbsp;decision making matrix. The book is intended for decision makers in companies, in non-profit organisations and in public administration. It is an approach to helping them tonbsp;solve complex problems successfully. The book is also addressed to students and to participants in executive courses.

Discover the essential thinking tools you’ve been missing with The Great Mental Models series by Shane Parrish, New York Times bestselling author and the mind behind the acclaimed Farnam Street blog and “The Knowledge Project” podcast. This first book in the series is your guide to learning the crucial thinking tools nobody ever taught you. Time and time again, great thinkers such as Charlie Munger and Warren Buffett have credited their success to mental models–representations of how something works that can scale onto other fields. Mastering a small number of mental models enables you to rapidly grasp new information, identify patterns others miss, and avoid the common mistakes that hold people back. The Great Mental Models: Volume 1, General Thinking Concepts shows you how making a few tiny changes in the way you think can deliver big results. Drawing on examples from history, business, art, and science, this book details nine of the most versatile, all-purpose mental models you can use right away to improve your decision making and productivity. This book will teach you how to: Avoid blind spots when looking at problems. Find non-obvious solutions. Anticipate and achieve desired outcomes. Play to your strengths, avoid your weaknesses, … and more. The Great Mental Models series demystifies once elusive concepts and illuminates rich knowledge that traditional education overlooks. This series is the most comprehensive and accessible guide on using mental models to better understand our world, solve problems, and gain an advantage.

-Identify your critical decisions. Focus on those that matter most to your company's performance. --

Whatever it is that you need to be happy and successful--from a perfect spouse to a satisfying job, the home of your dreams, or complete self-confidence--here's an astonishingly easy and effective way to achieve your goals. Decision Power is the first guide to show you how to balance thought and feeling--the mind and the heart--to make sound decisions that also satisfy your most deep-seated desires. Its tested approaches and practical tools enable you to: evaluate every decision so that you clearly define the problem and address the real issues; develop feasible alternatives that all reflect your goals and values; make tradeoffs you can live with when you have to choose between two or more goals pulling you in different directions; overcome doubts, setbacks, or obstacles that at first appear overwhelming; trust yourself to make the right choice and gain support from family and friends for your decisions. You'll find 12 proven decision-making methods in all, that work in concert to help you access your feelings ... sharpen your problem-solving skills ... and increase your resourcefulness, inner strength, and confidence. Presented in the form of a checklist, this unique tool allows you to "test" a decision before it's implemented ... refine or revise it if you're not totally satisfied, or if new information or events change the picture. By following the step-by-step approach laid out in Decision Power, you'll never again follow a course of action that seems well-thought-out but fails to meet your underlying needs.

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.

The effectiveness of a good strategy well implemented determines a business' future success or failure. Yet history is full of strategic decisions, big and small, that were ill-conceived, poorly organized and consequently disastrous. This updated guide looks at the whole process of strategic decision-making, from vision, forecasting, and resource allocation, through to implementation and innovation. Strategy is about understanding where you are now, where you are heading and how you will get there. There is no room for timidity or confusion. Although the CEO and the board decide a company's overall direction, it is the managers at all levels of the organization who will determine how the vision can be transformed into action. In short, everyone is involved in strategy. But getting it right involves difficult choices: which customers to target, what products to offer, and the best way to keep costs low and service high. And constantly changing business conditions inevitably bring risks. Even after business strategy has been developed, a company must remain nimble and alert to change, and view strategy as an ongoing and evolving process. The message of this guide is simple: strategy matters, and getting it right is fundamental to business success.

The Answer to Global Overload Contending with the 24/7 news cycle and an endless barrage of choices and information has stymied leadership and decision-making strategies among those at the top. But we all know, this is not a just a problem for the elite. The broad-based reaction to this chaotic, unmanageable assault has been to retrench, and to focus on immediate, controllable decisions. In the process, we lose sight of the horizon. More dangerous still, is the shift we’ve seen from value creation to wealth creation, where information technology 1.0 has enabled a transaction-based society in which the “deal” is more important than the value it drives or the relationships it is based on. On our current path, the odds of a better future are slim. What we need is a new value proposition. Beating the Global Odds is the answer to the dangers of too much of a good thing. There’s no going back, but there is the opportunity to set things right. In this book, Paul A. Laudicina, Managing Partner and Chairman of the Board of global consulting firm A.T. Kearney, provides a fast-paced and engaging tour of how we got to this point and what we can do about it. Drawing on examples from everything from world history and current media to anecdotes from his vast network of CEOs and the world’s most innovative thinkers, Laudicina helps bring our world of seemingly fuzzy and disconnected pixels into sharp focus. The result is a compelling case for change and call to action—not only for global leaders but also for everyone who struggles with the question of how we can inspire and seize a better future… how we can beat the global odds.

Who makes the important decisions in your organization? Strategy, product development, budgeting, compensation—such key decisions typically are made by company leaders. That’s what bosses are for, right? But maybe the boss isn’t the best person to make the call. That’s the conclusion Dennis Bakke came to, and he used it to build AES into a Fortune 200 global power company with 27,000 people in 27 countries. He used it again to create Imagine Schools, the largest non-profit charter-school network in the U.S. As a student at Harvard Business School, Bakke made hundreds of decisions using the case-study method. He realized two things: decision-making is the best way to develop people; and that shouldn't stop at business school. So Bakke spread decision-making throughout his organizations, fully engaging people at all levels. Today, Bakke has given thousands of people the freedom and responsibility to make decisions that matter. In The Decision Maker, a leadership fable loosely based on Bakke's experience, the New York Times bestselling author shows us how giving decisions to the people closest to the action can transform any organization. The idea is simple. The results are powerful. When leaders put real control into the hands of their people, they tap incalculable potential. The Decision Maker, destined to be a business classic, holds the key to unlocking the potential of every person in your organization.

We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve out your place in the world and know when to change course. And it's up to you to keep yourself engaged and productive during a career that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. Managing Oneself identifies the probing questions you need to ask to gain the insights essential for taking charge of your career. Peter Drucker was a writer, teacher, and consultant. His 34 books have been published in more than 70 languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations.