Making Great Decisions in Business and Life". The phrase "work smarter, not harder" has been repeatedly ridiculed in the Dilbert comic strip and elsewhere, not because it is a bad idea, but because it is thrown like a brick lifesaver to drowning employees. To tell someone to work smarter is like telling someone to be happier, healthier, and richer. It's not much help to merely repeat the objective; what people need is a plan for achieving the objective. ... In Making Great Decisions, we show our readers how to achieve their objectives. We write to help those in business and those in the business of life--i.e., everyone--to work smarter. Our ideas are both simple and powerful. We offer a better way to look at problems so that the solutions are easier to find. We help supplement our readers' clear thinking by summarizing some of the most powerful techniques we have discovered. ... Have you ever driven through corn country? From a distance, all you see are corn stalks and more corn stalks in a jumbled mess. Then suddenly, when you get closer, your perspective changes, and you can see down the rows and realize that the corn was planted perfectly in straight lines. Your perception of the crop changes from a messy jumble to a clear picture simply because you're in the right spot. This book puts readers in that ideal spot. So many problems seem like hopeless jumbles but then, when you start using the techniques we discuss here, they start to look as straightforward as the straightest line in an Iowa cornfield. ... What motivated us to write this book is that, over the years, both of us have regularly come across people in organizations--often bright people with MBAs or other graduate degrees--who don't think they have the time, energy, or skills to make good decisions. They have many clues but don't know how to put them together. They regularly face situations that they could analyze with some of the tools they learned in their courses, but they don't realize that. We don't hold ourselves apart from this group, and stories of our successes and failures are sprinkled throughout Making Great Decisions in Business and Life."--Publisher's Webisite. |
From inside the book
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... Reason is Not Good Enough Making Distinctions The Lessons Learned 1 1 6 7 9 10 12 13 15 16 19 19 23 24 28 31 3 : THINK VALUE Top Economist's Headache Tickle Me Scarcity What Constitutes a Good Deal ? The Missing Postcard Stamps ...
... Reason is Not Good Enough Making Distinctions The Lessons Learned 1 1 6 7 9 10 12 13 15 16 19 19 23 24 28 31 3 : THINK VALUE Top Economist's Headache Tickle Me Scarcity What Constitutes a Good Deal ? The Missing Postcard Stamps ...
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Contents
THINKING WORKS | 1 |
THINK CLEARLY | 19 |
THINK VALUE | 33 |
33 | 48 |
The Lessons Learned | 56 |
KNOW WHAT YOU WANT BEFORE YOU CHOOSE | 67 |
BIASES AFFECT THE BEST OF | 93 |
Overcoming Biases | 99 |
The Lessons Learned | 137 |
CONSCIOUSLY SELECT THE BEST ALTERNATIVE | 141 |
RISK IS PART OF GROWTH | 163 |
EXPLOIT INEQUALITY | 189 |
KNOW THE VALUE OF INFORMATION | 209 |
THINK SIMPLE | 221 |
THINK ARBITRAGE | 231 |
DO THE RIGHT THING | 241 |
The Lessons Learned | 107 |
The Lessons Learned | 120 |
Writing Off Yard Work | 128 |
OUR FINAL THOUGHTS | 259 |
Other editions - View all
Making Great Decisions in Business and Life David R. Henderson,Charles L. Hooper Limited preview - 2006 |
Common terms and phrases
20 percent alternatives Approach arbitrage asked average behavior better bottle buy insurance California chance Chapter choose CLH's company’s consider customers Decision Analysis decision tree decision-making Dirty Harry discount rate doctors dollars drive drug economics economist employees Everest example expenses fire focus Ford forecast friends hire important investment later lean manufacturing learned live look lose marginal market share Merck micromorts million minutes Mount Everest mountain lion Net Present Value never non-linearity Objective Insights opportunity cost outcome perfect information person pharmaceutical Present Value probability problem profits purchase realize reason result revenues risk tolerance risky Ronald Howard sell shows simply situation someone spend story sunk costs things ticket Tickle Me Elmo Wall Street Journal workers worth