Bending the Law of Unintended Consequences: A Test-Drive Method for Critical Decision-Making in Organizations

Gespeichert in:

Personen und Körperschaften:	Adler, Richard M. (VerfasserIn)
Titel:	Bending the Law of Unintended Consequences: A Test-Drive Method for Critical Decision-Making in Organizations/ by Richard M. Adler.
Format:	E-Book
Sprache:	Englisch
veröffentlicht:	Cham Springer International Publishing [2020] Cham Imprint: Springer [2020]
Gesamtaufnahme:	Springer eBook Collection
Schlagwörter:	Unternehmensorganisation Entscheidung Operations Research Leadership. Industrial psychology. Operations research. Decision making. Organization. Planning. Management information systems. Industrial management.
Erscheint auch als:	Adler, Richard M., Bending the law of unintended consequences, Cham, Switzerland : Springer, 2020, XXI, 304 Seiten
Quelle:	Verbunddaten SWB


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520			\|a Chapter 1. Critical decisions -- Chapter 2. The Law of Unintended Consequences (LUC) -- Chapter 3. Psychology of Critical Decision-Making -- Chapter 4. Rational Decision-Making -- Chapter 5. Defending Your Critical Decisions…Against You -- Chapter 6. BI, Analytics, and Their Discontents -- Chapter 7. Tools of the Decision Support Trade -- Chapter 8. Test Drive Your Critical Decisions -- Chapter 9. Competitive Marketing Strategy -- Chapter 10. Disruptive Growth -- Chapter 11. Managing Enterprise Risk -- Chapter 12. Enabling Organizational Change -- Chapter 13. Pragmatics -- Chapter 14. Conclusions.
520			\|a This title provides managers, executives and other professionals with an innovative method for critical decision-making. The book explains the reasons for decision failures using the Law of Unintended Consequences. This account draws on the work of sociologist Robert K. Merton, psychologists Amos Tversky and Daniel Kahneman, and economist Herbert Simon to identify two primary causes⁠: cognitive biases and bounded rationality. It introduces an innovative method for “test driving” decisions that addresses both causes by combining scenario planning and “what-if” simulations. This method enables professionals to learn safely from virtual mistakes rather than real ones. It also provides four sample test drives of realistic critical decisions as well as two instructional videos to illustrate this new method. This book provides leaders and their support teams with important new tools for analyzing and refining complex decisions that are critical to organizational well-being and survival.
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contents	Chapter 1. Critical decisions -- Chapter 2. The Law of Unintended Consequences (LUC) -- Chapter 3. Psychology of Critical Decision-Making -- Chapter 4. Rational Decision-Making -- Chapter 5. Defending Your Critical Decisions…Against You -- Chapter 6. BI, Analytics, and Their Discontents -- Chapter 7. Tools of the Decision Support Trade -- Chapter 8. Test Drive Your Critical Decisions -- Chapter 9. Competitive Marketing Strategy -- Chapter 10. Disruptive Growth -- Chapter 11. Managing Enterprise Risk -- Chapter 12. Enabling Organizational Change -- Chapter 13. Pragmatics -- Chapter 14. Conclusions., This title provides managers, executives and other professionals with an innovative method for critical decision-making. The book explains the reasons for decision failures using the Law of Unintended Consequences. This account draws on the work of sociologist Robert K. Merton, psychologists Amos Tversky and Daniel Kahneman, and economist Herbert Simon to identify two primary causes⁠: cognitive biases and bounded rationality. It introduces an innovative method for “test driving” decisions that addresses both causes by combining scenario planning and “what-if” simulations. This method enables professionals to learn safely from virtual mistakes rather than real ones. It also provides four sample test drives of realistic critical decisions as well as two instructional videos to illustrate this new method. This book provides leaders and their support teams with important new tools for analyzing and refining complex decisions that are critical to organizational well-being and survival.
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spelling	Adler, Richard M. VerfasserIn aut, Bending the Law of Unintended Consequences A Test-Drive Method for Critical Decision-Making in Organizations by Richard M. Adler., Cham Springer International Publishing [2020], Cham Imprint: Springer [2020], 1 Online-Ressource (XXI, 304 p. 58 illus.), Text txt rdacontent, Computermedien c rdamedia, Online-Ressource cr rdacarrier, Springer eBook Collection, Chapter 1. Critical decisions -- Chapter 2. The Law of Unintended Consequences (LUC) -- Chapter 3. Psychology of Critical Decision-Making -- Chapter 4. Rational Decision-Making -- Chapter 5. Defending Your Critical Decisions…Against You -- Chapter 6. BI, Analytics, and Their Discontents -- Chapter 7. Tools of the Decision Support Trade -- Chapter 8. Test Drive Your Critical Decisions -- Chapter 9. Competitive Marketing Strategy -- Chapter 10. Disruptive Growth -- Chapter 11. Managing Enterprise Risk -- Chapter 12. Enabling Organizational Change -- Chapter 13. Pragmatics -- Chapter 14. Conclusions., This title provides managers, executives and other professionals with an innovative method for critical decision-making. The book explains the reasons for decision failures using the Law of Unintended Consequences. This account draws on the work of sociologist Robert K. Merton, psychologists Amos Tversky and Daniel Kahneman, and economist Herbert Simon to identify two primary causes⁠: cognitive biases and bounded rationality. It introduces an innovative method for “test driving” decisions that addresses both causes by combining scenario planning and “what-if” simulations. This method enables professionals to learn safely from virtual mistakes rather than real ones. It also provides four sample test drives of realistic critical decisions as well as two instructional videos to illustrate this new method. This book provides leaders and their support teams with important new tools for analyzing and refining complex decisions that are critical to organizational well-being and survival., 1.1\x Unternehmensorganisation (DE-627)091396565 (DE-2867)19562-5 stw, 1.2\x Entscheidung (DE-627)091357241 (DE-2867)15466-0 stw, 1.3\x Operations Research (DE-627)091381576 (DE-2867)15483-0 stw, Leadership., Industrial psychology., Operations research., Decision making., Organization., Planning., Management information systems., Industrial management., 9783030327132, 9783030327156, 9783030327163, Erscheint auch als Druck-Ausgabe 9783030327132, Erscheint auch als Druck-Ausgabe 9783030327156, Erscheint auch als Druck-Ausgabe 9783030327163, Erscheint auch als Druck-Ausgabe Adler, Richard M. Bending the law of unintended consequences Cham, Switzerland : Springer, 2020 XXI, 304 Seiten (DE-627)1777397758 9783030327132 9783030327163 9783030327156, https://doi.org/10.1007/978-3-030-32714-9 X:SPRINGER Resolving-System lizenzpflichtig, https://doi.org/10.1007/978-3-030-32714-9 DE-14, DE-14 epn:4056030103 2022-02-11T12:30:43Z, https://doi.org/10.1007/978-3-030-32714-9 DE-Ch1, DE-Ch1 epn:3603576195 2020-03-04T12:00:33Z, https://doi.org/10.1007/978-3-030-32714-9 DE-Zwi2, DE-Zwi2 epn:3603576209 2020-03-04T12:00:33Z
spellingShingle	Adler, Richard M., Bending the Law of Unintended Consequences: A Test-Drive Method for Critical Decision-Making in Organizations, Chapter 1. Critical decisions -- Chapter 2. The Law of Unintended Consequences (LUC) -- Chapter 3. Psychology of Critical Decision-Making -- Chapter 4. Rational Decision-Making -- Chapter 5. Defending Your Critical Decisions…Against You -- Chapter 6. BI, Analytics, and Their Discontents -- Chapter 7. Tools of the Decision Support Trade -- Chapter 8. Test Drive Your Critical Decisions -- Chapter 9. Competitive Marketing Strategy -- Chapter 10. Disruptive Growth -- Chapter 11. Managing Enterprise Risk -- Chapter 12. Enabling Organizational Change -- Chapter 13. Pragmatics -- Chapter 14. Conclusions., This title provides managers, executives and other professionals with an innovative method for critical decision-making. The book explains the reasons for decision failures using the Law of Unintended Consequences. This account draws on the work of sociologist Robert K. Merton, psychologists Amos Tversky and Daniel Kahneman, and economist Herbert Simon to identify two primary causes⁠: cognitive biases and bounded rationality. It introduces an innovative method for “test driving” decisions that addresses both causes by combining scenario planning and “what-if” simulations. This method enables professionals to learn safely from virtual mistakes rather than real ones. It also provides four sample test drives of realistic critical decisions as well as two instructional videos to illustrate this new method. This book provides leaders and their support teams with important new tools for analyzing and refining complex decisions that are critical to organizational well-being and survival., Unternehmensorganisation, Entscheidung, Operations Research, Leadership., Industrial psychology., Operations research., Decision making., Organization., Planning., Management information systems., Industrial management.
title	Bending the Law of Unintended Consequences: A Test-Drive Method for Critical Decision-Making in Organizations
title_auth	Bending the Law of Unintended Consequences A Test-Drive Method for Critical Decision-Making in Organizations
title_full	Bending the Law of Unintended Consequences A Test-Drive Method for Critical Decision-Making in Organizations by Richard M. Adler.
title_fullStr	Bending the Law of Unintended Consequences A Test-Drive Method for Critical Decision-Making in Organizations by Richard M. Adler.
title_full_unstemmed	Bending the Law of Unintended Consequences A Test-Drive Method for Critical Decision-Making in Organizations by Richard M. Adler.
title_short	Bending the Law of Unintended Consequences
title_sort	bending the law of unintended consequences a test-drive method for critical decision-making in organizations
title_sub	A Test-Drive Method for Critical Decision-Making in Organizations
title_unstemmed	Bending the Law of Unintended Consequences: A Test-Drive Method for Critical Decision-Making in Organizations
topic	Unternehmensorganisation, Entscheidung, Operations Research, Leadership., Industrial psychology., Operations research., Decision making., Organization., Planning., Management information systems., Industrial management.
topic_facet	Unternehmensorganisation, Entscheidung, Operations Research, Leadership., Industrial psychology., Operations research., Decision making., Organization., Planning., Management information systems., Industrial management.
url	https://doi.org/10.1007/978-3-030-32714-9
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