Making tough decisions : tactics for improving managerial decision making
著者
書誌事項
Making tough decisions : tactics for improving managerial decision making
（The Jossey-Bass management series）（The Jossey-Bass public administration series）（Jossey-Bass nonprofit sector series）
Jossey-Bass Publishers, 1989
1st ed
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注記
Bibliography: p. 585-602
Includes index
内容説明・目次
内容説明
This volume provides in-depth guidance for making tough decisions, that is, high-stake decisions surrounded by conflict and uncertainty. It details methods that help managers avoid the bias and habitual behaviour that lead to poor decision-making - and presents examples from public, private, and nonprofit organizations that show how to tailor these methods to different situations.
目次
- Tough decisions: how uncertainty, ambiguity, and conflict produce tough decisions
- tough decisions that become debacles - five case examples. What inhibits and misleads decision makers: errors in sizing up the situation
- faulty reasoning
- unconscious preferences
- different styles of decision-making. Decision-making processes: analytical, group, and mixed-mode processes
- matching decision processes to types of decisions. Key steps in decision-making: using groups for decision making
- uncovering core problems
- providing balanced viewpoints
- comparing the value of alternatives and "what if" questioning
- learning from success and failure. Techniques that support the decision process: managing decision-making groups
- how to set objectives, identify criteria, uncover alternatives, and confront ethical concerns
- weighing criteria and estimating the likelihood of future conditions
- using decision trees to deal with chance events and sequential choice
- applying multiple criteria to assess alternatives
- using decision analysis to foster learning. Appendices: Measuring tolerance for uncertainty
- measuring tolerance for ambiguity
- measuring decision style.
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