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Winning Decisions: Getting it Right First Time, by J.Edward Russo, Paul J. H. Schoemaker, Paul J.H. Strategies International Inc.) Schoema
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Few people are born good decision makers, but it is a skill that can be learned. In today's rapidly changing work environment traditional decision-making methods - using intuition, intelligence, luck, common sense and training within the narrow bounds of our professional expertise - are not enough. Russo and Schoemaker are world leaders in assessing and improving the way we make the critical decisions that affect our business's future. In Winning Decisions they show you the strategies that do work. - reframe issues so you don't solve the wrong problem - improve the quantity and quality of your options - make intelligent decisions in the face of uncertainty - convert expert yet conflicting opinions into useful insights - and much more Easy to read, easy to follow and packed with applications, tools and solutions, Winning Decisions is an invaluable resource for everyone, in any field, who wants to make every decision their best decision.
- Sales Rank: #3144838 in Books
- Brand: Brand: Piatkus Books
- Published on: 2002-03-28
- Original language: English
- Number of items: 1
- Binding: Paperback
- 384 pages
- Used Book in Good Condition
Amazon.com Review
Making "good, fast, frequent decisions... better than those with whom you compete," say J. Edward Russo and Paul J.H. Schoemaker, is a critical skill in today's business climate. They additionally believe it's a skill that all of us can learn, much like a proper golf swing. In Winning Decisions, they lay out a four-step process that constitutes "a broad, conceptual framework" applicable in virtually any situation where a decision is needed. Russo and Schoemaker, consultants and professors who collaborated on an earlier book about the roadblocks to proper decision making, turn their attention here to making decisions "with the head, not the gut." Their program is divided into four phases fully explained in their own sections: Framing, Gathering Intelligence, Coming to Conclusions, and Learning from Experience. In total, they reveal a disciplined system that will benefit anyone looking to make better decisions in just about any situation. --Howard Rothman
From Publishers Weekly
The coauthors of 1989's Decision Traps offer a clear, straightforward explanation of how managers should perform one of their most basic tasks: making a decision. Russo, professor of marketing and behavior science at Cornell, and Shoemaker, research director of Wharton's Mack Center for Technology and Innovation, break their method into four steps: framing decisions, i.e., factoring in difficulties like information overload and the "galloping rate of change," and thereby determining which choices need to be addressed and which ones don't; gathering real intelligence, not just information that will support internal biases; coming to conclusions, i.e., assessing how one's company acts on the intelligence gathered; and learning from experience. The authors walk readers through each of the steps. Unlike many business books, this one is akin to a workbook, providing how-tos, case studies and worksheets so readers can put their ideas into play immediately. The authors highlight key concepts, and they even show an occasional humorous side. However, they stress that even improving the way one goes about making decisions won't guarantee that they'll be the right ones. Decisions still have to be executed successfully, and luck is always a factor. Still, with better decision-making skills, the odds are bound to go up. This book will prove valuable to managers at all levels of an organization. (On-sale: Dec. 26)
Copyright 2001 Cahners Business Information, Inc.
From Booklist
Russo and Schoemaker follow their first book, Decision Traps (1989), with an outstanding book on the process of decision-making. The authors are business experts who honed their skills advising, consulting, and teaching at top national business schools and multinational corporations. As they posit, managers and executives may be well versed on intelligence gathering, reframing issues, group decision making, and developing environments to enhance feedback, but it is easy to fall into the trap of embracing an outcome-focused process. In other words, if the project made money, the decision making process was good, and if it lost money, it was bad. But that is an ill-advised way of looking at things. There are external factors, such as luck, that can influence and determine an outcome beyond the control of the decision maker. This book makes a comprehensive analytical tool, with excellent case studies, exercises, evaluators, and notes. It transcends many of the ordinary organizational behavior theory and strategy books on the shelves, and managers, executives, and business-school students who read it will be put through their paces. Eileen Hardy
Copyright © American Library Association. All rights reserved
Most helpful customer reviews
1 of 1 people found the following review helpful.
Excellent Book on How to Refine and Execute Excellent Business Decisions.
By Art Vandelay
Absolutely fantastic book about how we can refine our decision making processes to make them more powerful and effective, and less vulnerable to a variety of biases.
I love the multiple anecdotes and examples the author provides of the common fallacies to effective decision making. The author does a great job of keeping the reader not only entertained but intrigued and informed throughout the text.
Highly recommended for any business manager or other individual looking to refine and develop a well calculated, thorough, and thoughtful decision making process.
0 of 0 people found the following review helpful.
A great resource for anyone that participates in decision making or ...
By sadie
I was assigned this book as part of an MBA class, and with the possible exception of Daniel Goleman's work, it is the most impactful text I've read as part of this program. I found it to be a really readable book with effective techniques that I started using right away. A great resource for anyone that participates in decision making or process changes at work, with many ideas that could be extrapolated to personal life decisions as well. I've already recommended this to several coworkers.
0 of 0 people found the following review helpful.
I really liked this book because of the research
By R. Smith
I really liked this book because of the research. The stories they told about other peoples problem solving and mistakes were pretty good. Decision making is too big of a subject for one book. I wanted a book that covered decision making and shopping. Most of my decisions involve buying things. I couldn't find a book like that so I wrote the book entitled Guided Buying. It's available on this web site as an e-book.
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