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Produktbild: Little Book of Big Decision Models, The

Little Book of Big Decision Models, The The 70 most useful models to help you say Yes or No

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

05.11.2015

Verlag

Pearson Academic

Seitenzahl

224

Maße (L/B/H)

21.5/13.6/1.7 cm

Gewicht

343 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-292-09836-4

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

05.11.2015

Verlag

Pearson Academic

Seitenzahl

224

Maße (L/B/H)

21.5/13.6/1.7 cm

Gewicht

343 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-292-09836-4

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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Die Leseprobe wird geladen.
  • Produktbild: Little Book of Big Decision Models, The


    • Chapter 1 - The principles of decision making

    • Introduction

    • Model 1: Townsend’s rules of decision making

    • Model 2: The McNamara fallacy - The vital information that decision makers ignore

    • Model 3: Using quantitative (hard) and qualitative (soft) data in decision making

    • Model 4: Kreiner and Christensen the consequence model

    • Model 5: Tenenbaum and Schmid’s decision making spectrum

    • Model 6: Roger and Blenko’s rapid decision making model

    • Model 7: Cognitive mapping - understanding how your colleagues think

    • Model 8: Tacit knowledge and decision making

    • Model 9: The standard decision making model

    • Conclusion

    • Chapter 2 - Using data in decision making

    • Introduction

    • Model 10: The Pareto principle and the important vital few

    • Model 11: Lewin’s force field analysis of the support and opposition to a decision

    • Model 12: Scenario analysis and charting possible futures

    • Model 13: Delphic forecasting and how to firm up predictions

    • Model 14: Johnson, Scholes and Wittingham mapping stakeholder’s reactions

    • Model 15: Egan’s shadow side model - dealing with the politics of decisions

    • Model 16: The SCAMPER model and finding creative solutions

    • Model 17: De Bono’s six thinking hats - generating different perspectives

    • Conclusions

    • Chapter 3 - Enhancing your decision making skills

    • Intrduction

    • Model 18: The Eisenhower principle and the delegation of decisions

    • Model 19: The feedback and criticism grid

    • Model 20: Learning to think outside the box

    • Model 21: Goleman: Using emotional intelligence to make better decisions

    • Model 22: Sumantra and Bruch reclaiming your job

    • Conclusion

    • Chapter 4 - Decisions models about you

    • Introduction

    • Model 23: Christensen’s strategy for a happy life

    • Model 24: The making – of you model and how your past influences the present

    • Model 25: The rubber band model - what holds you back and pulls you forward?

    • Model 26: The crossroads model and which road to follow next

    • Model 27: The personal performance model and job satisfaction

    • Model 28: Csikzenmihalyi’s flow model and the joy of working in ‘the zone’

    • Model 29: Maslow’s Pyramids - what you want and what you need

    • Model 30: The Euffe Elbaek model - a guide to your personality

    • Model 31: Johari windows - a guide to your personality

    • Model 32: The personal potential trap and how to avoid becoming a prisoner of other peoples’ expectations

    • Model 33: Your attitude to risk

    • Conclusion

    • Chapter 5 - Decision Models about other people

    • Introduction

    • Model 34: Goffee and Jones - why should anyone be led by you?

    • Model 35: Hersey and Blanchard’s situational leadership model

    • Model 36: Manzoni and Barsoux - how managers set staff up to fail

    • Model 37: Denseraeu, Graen and Haga - how managers set staff up to succeed

    • Model 38: Herzberg’s motivation and hygiene theory - choosing the right carrots

    • Model 39: The feedback sandwich - delivering negative feedback

    • Model 40: McGregor’s features of effective and ineffective teams

    • Model 41: The team model - building a well balanced team

    • Conclusion

    • Cha