HBR guide to making better decisions
Learn how to make better; faster decisions. You make decisions every day'from prioritizing your to-do list to Choosing which long-term innovation projects to pursue. But most decisions don't have a clear-cut answer, and assessing the alternatives and the risks involved can be overwhelming....
| Corporate Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Boston, Massachusetts :
Harvard Business Review Press,
[2020]
|
| Series: | Harvard business review guides
Harvard business review guides |
| Subjects: |
Table of Contents:
- Introduction
- Section One: Getting Started. Chapter 1: The Hidden Traps in Decision Making
- Chapter 2: Who Has the D?: How Clear Decision Roles Enhance Organizational Performance
- Chapter 3: A Chapterecklist for Making Faster, Better Decisions
- Section Two: Generate Possible Solutions. Chapter 4: Idea Generation: The Basics
- Chapter 5: Better Brainstorming
- Chapter 6: BrainSwarming: A New ApproaChapter to Finding Solutions
- Chapter 7: The Four Phases of Design Thinking
- Chapter 8: When Solving Problems, Think About What You Could Do, Not What You Should Do
- Section Three: Evaluate Your Options
- Introduction: Why decision making is so hard
- Section one. Getting started: The hidden traps in decision making
- understand the misperceptions and biases that cloud your judgment / by John S. Hammond, Ralph l. Keeney, and Howard Raiffa
- Who has the D?: how clear decision roles enhance organizational performance
- identify first who needs to be involved and in what ways / by Paul Rogers and Marcia W. Blenko
- A checklist for making faster, better decisions
- seven steps for making stronger choices consistently / by Erik Larson
- Section two. Generate possible solutions: Idea generation: the basics
- encourage open, candid dialogue
- Better brainstorming
- ask questions to look at the problem in new ways / by Hal Gregersen
- Brainswarming: a new approach to finding solutions
- use both top-down and bottom-up thinking / by Tony McCaffrey
- The four phases of design thinking
- question, care, connect, and commit / by Warren Berger
- When solving problems, think about what you could do, not what you should do
- you'll come up with more creative options / by Francesca Gino
- Section three. Evaluate your options: To make better choices, look at all your options together
- you have a higher chance of making the best decision / by Shankha Basu and Krishna Savani
- The pros and cons of pros-and-cons lists
- there are pluses and minuses / by Chris Charyk
- Even swaps: a rational method for making trade-offs
- how to compare options when you have apples and oranges / by John S. Hammond, Ralph L. Keeney, and Howard Raiffa
- Making better decisions with less data
- be selective about the information you need / by Tanya Menon and Leigh Thompson
- A 6-part tool for ranking and assessing risks
- a quantitative approach for strategic choices / by Luke Bencie and Sami Araboghli
- How to tackle your toughest decisions
- questions to ask in the gray areas / by Joseph L. Badaracco
- When it's safe to rely on intuition (and when it's not)
- consider your expertise level, decision type, and time available / by Connson Chou Locke
- Section four. Make the choice and follow through: Stop worrying about making the right decision
- focus on making the choice turn out right / by Ed Batista
- When to stop deliberating and just make the call
- know which decisions are worth spending time on / by Thomas H. Davenport
- What to do after you choose
- notify the right people
- in the right way
- Be transparent about your decision-making process
- earn a reputation as a fair manager / by Liane Davey
- Why people challenge your decision and what to do about it
- ensure your decisions stick / by Robert M. Galford, Bob Frisch, and Cary Greene
- Stop second-guessing your decisions
- how to move on without regret / by Carolyn O'Hara
- Section five. Managing tough situations: When your team always struggles to reach consensus
- outline a plan in advance / by Bob Frisch and Cary Greene
- How to choose between bad options
- and get people to accept your choice / by David Maxfield
- What to do when you've made a wrong decision
- act fast and communicate lessons learned / by Dorie Clark
- Make good decisions, even when you're short on time
- whether you have two weeks or twenty minutes / by Nick Tasler
- Chapter 18: What to Do After You Chapteroose
- Chapter 19: Be Transparent About Your Decision-Making Process
- Chapter 20: Why People Chapterallenge Your Decisions and What to Do About It
- Chapter 21: Stop Second-Guessing Your Decisions
- Section Five: Managing Tough Situations. Chapter 22: When Your Team Always Struggles to ReaChapter Consensus
- Chapter 23: How to Chapteroose Between Bad Options
- Chapter 24: What to Do When You've Made a Wrong Decision
- Chapter 25: Make Good Decisions, Even When You're Short on Time
- Index
- Chapter 9: To Make Better Chapteroices, Look at All Your Options Together
- Chapter 10: The Pros and Cons of Pros-and-Cons Lists
- Chapter 11: Even Swaps: A Rational Method for Making Trade-Offs
- Chapter 12: Making Better Decisios with Less Data
- Chapter 13: A Six-Part Tool for Ranking and Assessing Risks
- Chapter 14: How to Tackle Your Toughest Decisions
- Chapter 15: When It's Safe to Rely on Intuition (and When It's Note)
- Section Four: Make the Chapteroice and Follow Through. Chapter 16: Stop Worrying About Making the Right Decision
- Chapter 17: When to Stop Deliberating and Just Make the Call