Search

In this volume, Dean Shepherd focuses on the varying topics of entrepreneurship unified through conjoint analysis. Although the topic of entrepreneurial decision making is broad, in doing so, he reveals the mechanisms that come into play during the entrepreneurial decision-making process.Scholars of entrepreneurship and organizational behavior will find this collection an essential resource for understanding how decision making is achieved in entrepreneurial settings.

These conference proceedings focus on the topic of decision-making under uncertainty, smart decisions, management simulation and their applications in operations management for power and logistics companies. The Beijing University of Chemical Technology organized IFDS2015, the 3rd International Forum on Decision Sciences, with this year's theme being “Decision Making under Uncertainty”. The proceedings collect 7 selected papers presenting the cutting-edge modeling and solution methods and including numerous practical case studies, which are of interest for researchers and practitioners alike. Teachers, students and practitioners working in the fields of decision science, operations research, management science and engineering will benefit from the valuable findings presented in this book.

This comprehensive book intricately weaves together the disciplines of systems thinking, management, educational leadership, complexity science, and diversity. Unique in its approach, it bridges theoretical concepts with real-world applications providing educators, managers, and leaders with practical tools and strategies for implementing systems thinking in diverse educational and managerial contexts. This book is particularly valuable for those interested in emergent learning, future planning, and decision-making processes.Designed for a broad audience, this book is an ideal resource for those seeking to enhance their strategic thinking and decision-making skills in dynamic and diverse environments. Readers will find a thoughtful blend of theory and practice, with each chapter presenting examples and case studies that demonstrate the application of systems thinking in various scenarios.Whether you are an educator seeking innovative approaches to teaching and curriculum development, a manager looking to foster a more inclusive and systemic approach in your organization, or a leader navigating complex challenges, this book offers you valuable insights and guidance. It stands as a testament to the power of interdisciplinary thought and the importance of integrating diversity and complexity into management and educational practices.

This research-based book critically examines the complex interplay of power relations in decision-making in megaprojects. This book is tailored for academics, students, practitioners, clients, and policymakers and addresses a significant gap in understanding how formal and informal power influences decision-making. Through applying governmentality theory and narrative inquiry from thirty-nine interviews, this book presents over sixty-five detailed stories offering a series of real-life narratives that expose the diverse forms of power at play in megaprojects. The stories reveal how deviations from norms can significantly impact project outcomes. This book uncovers the complex web of power relations, institutional norms, and individual actions driving decisions.This book provides a framework illustrating four behavioural contexts, entrepreneurial, box-ticking, deception, and recklessness, as manifestations of megaproject decision-making, providing readers with a tool to understand and navigate the intricate power dynamics in megaprojects.Readers will benefit from practical insights and strategies for fostering conducive decision-making environments, tailoring interventions to promote constructive behaviours, and mitigating harmful actions. This book is a resource for anyone seeking to grasp the complexities of megaproject management in the context of power relations, shaping their decision-making leading to success.

Knight (1921) defines uncertainty as an informational market failure that, while being detrimental to most existing businesses, presents possible profitable opportunities for others. This book builds upon that classic work by providing an analysis of the alternative approaches to strategic decision-making under such uncertainty. It covers what uncertainty is, why it is important, and what connections it has to business and related fields, culminating in a new and comprehensive typology and a valuable guide for how to appropriately address various types of uncertainties, even under AI. It clarifies the current terminological and categorical confusion about ‘unknowns'while complementing the mathematical, probability-based approaches that treat uncertainty as ‘knowable'(i.e., as risk). It corrects the mistaken approaches that treat ‘unknowables'as ‘shapeable'or ‘discoverable'. This book widens the perspective for viewing uncertainty, in terms of its impacts across humanity, byoffering a shrewder understanding of what roles uncertainties play in human activity. It will appeal to academics across business, economics, philosophy, and other disciplines looking for approaches to apply, test, and hone for dealing with decision-making under uncertainty.

Rethinking Decision-Making Strategies and Tools: Emerging Research and Opportunities analyses established decision-making tools, and on the necessity to re-arrange and re-evaluate some of them. The authors propose a new matrix with eight quadrants of the dynamic SWOT analysis. The new tool also considers three dimensions: (1) Actual – Potential, (2) Positive – Negative and (3) Internal – External. Applications for this revised matrix are offered in a range of relevant case studies, along with examples from a wide range of industries and firms to illustrate the many dimensions of decision-making tools and theories. Readers will be able to compare, contrast and comprehend whether the ‘decision making strategies and tools'from different lenses are delivered similarly, or otherwise, in different parts of the world. The text includes an interesting mix of theory, primary research findings, and practice that will appeal to students, academics, and practitioners alike.

Professionals are challenged each day by a changing landscape of technology and terminology. In recent history, especially the last 25 years, there has been an explosion of terms and methods born that automate and improve decision-making and operations. One term, called'analytics,'is an overarching description of a compilation of methodologies. But artificial intelligence (AI), statistics, decision science, and optimization, which have been around for decades, have resurged. Also, things like business intelligence, online analytical processing (OLAP) and many, many more have been born or reborn. How is someone to make sense of all this methodology, terminology? Extending on the foundations introduced in the first book, this book illustrates how professionals in healthcare, business, and government are applying these disciplines, methods, and technologies. The goal of this book is to get leaders and practitioners to start thinking about how they may deploy techniques outside their function or industry into their domain. Application of modern technology into new areas is one of the fastest, most effective ways to improve results. By providing a rich set of examples, this book fosters creativity in the application and use of AI and analytics in innovative ways.

This book demonstrates how the inclusion of nature in engineering decisions results in innovative solutions that are economically feasible, ecologically viable, and socially desirable. It advances progress toward nature-positive decisions by protection and restoration of ecosystems and respect for ecological boundaries. The topic of this book is an active area of academic research, and leading companies are including goals associated with ecosystem services in their sustainability plans. This book is the first collection of methods and applications that explicitly include the role of nature in supporting engineering activities and describes the role that ecosystems play in supporting technology and industry. It describes approaches, models, applications, and challenges for innovation and sustainability that will be useful to students and practitioners.

Risk is the single most prevalent and enduring factor that influences every individual, organization, and society. People often seek protection from negative risk events, but also seek to take advantage of opportunities arising from positive risk events. We may feel overwhelmed by messages encountered in daily interactions with media and society, contributing to a sense of ambiguity over how to act in response to risk-related information and misinformation. We seek to leverage evidence and reason to find our own balance between both positive and negative outcomes in an uncertain world. This groundbreaking book delivers practical concepts and tools that empower readers to leverage innovations in risk science to improve their abilities to interpret, assess, communicate, and handle risk. It provides a practical non-quantitative approach to understanding the risk and making better decisions involving risk. Think RISK covers several key themes in risk science: a) the main goals and strategies for understanding and managing risk; b) how readers can inform their risk stances by considering their own individual values and mission; c) the difference between risk and safety, and how that difference is critical for managing the risk; d) the role of psychological factors when understanding and managing the risk; e) the role of communication when understanding and managing the risk; and f) the general importance and incentives for effectively understanding and managing the risk. Written for business professionals in all private and public sectors, this book will also be relevant to non-business professionals such as medical practitioners and policymakers and would be an ideal fit for executive education and seminar-style courses in universities, corporate book clubs, and training seminars. Because it's based on foundational and scientifically accepted ideas and principles, the book should remain relevant for many years.

The content of this book is centered around three seemingly diverse themes. The first theme is why it's so important for companies to learn from the past, the present, and the future. The author covers some of the key learnings from the distant and current past, and how these learnings changed the course for many companies. He discusses new learnings that have been developed in our current state and will continue to be brought forward. He provides a look into the future, just to make sure companies understand that they should always be looking for better ways to function. The second theme is centered around problem-solving, problem prevention, and decision-making. That is, how to successfully define problems that already exist in your current reality, how to prevent problems from occurring in the future, and how to make much more effective decisions. Problems have plagued many companies for many years and knowing how to follow a structured approach to solve them should prove to be very useful. And perhaps even more important than solving problems, is how companies can go about preventing the problems from occurring in the first place. Think about how your company might look if the plethora of problems to solve didn't exist. And with current or potential problems, many decisions must be made. The final theme in this book is how to successfully implement the Theory of Constraints, and then combine Lean Manufacturing, Six Sigma, and the Theory of Constraints. The Theory of Constraints should be considered the'missing link'in most improvement initiatives. The author presents, in detail, why combining the Theory of Constraints with Lean and Six Sigma and all of the associated improvement tools and techniques will take your company to new levels of profitability. He introduces two new roadmaps. One roadmap is on how to implement the Theory of Constraints, while the other new roadmap is how to implement my Ultimate Improvement Cycle.

Learn how to make hard decisions in difficult situations — and ensure a successful outcome In boardrooms and workplaces, as in war zones, there is a simple truth: leaders must make hard decisions. It's only through timely decision-making and clear, considered strategy that leaders can cut through ambiguity and chaos — and protect their people and their organisation. With Best Possible Outcome, you'll learn how the military cultivates the mindset, the people, and the processes that ensure success even in tough times. What's more, you'll discover how to systematically implement those lessons within your business. With over 25 years'experience in the Australian Army, from on-the-ground combat to intelligence, Lieutenant Colonel Garth Callender has learned what it takes. In Best Possible Outcome, he shares remarkable stories from his time in service and delivers insightful lessons about risk, resilience, and agility. You'll discover a pragmatic, three-pillar leadership framework that allows leaders in any field to embrace challenges, drive innovation, and maximise results. Ultimately, you'll establish a system that ensures the best possible outcome in any situation. Develop the mindset and leadership skills essential for: Understanding and managing real risk Building organisational resilience Making difficult ethical decisions Staying ahead of the competition Achieving success under pressure and despite uncertaintyFrom managing risk on the streets of Afghanistan to unpacking what insurgents know about organisational agility, Garth shows how the skills used to lead teams in military conflict can improve organisational responsiveness. Best Possible Outcome will show you how to lead strategically, assess outcomes clearly, and establish a pathway out of vulnerability and crisis.

This volume analyzes the rising inclusion of new and emerging technologies in business. It measures the effectiveness and challenges of these tools in various aspects of strategy and decision making within small and big businesses.Businesses in the competitive market must be agile and innovative to drive growth, and the inclusion of technology and reliance on data science for decision making is fraught with its own set of challenges. Through various case studies and analysis of trends, the book explores diverse dimensions of decision science from a micro as well as macro perspective. It examines the function, management, and implementation of new technologies, like big data and AI in business operations and infrastructure, highlighting their practical applications as well as the barriers to their adoption.This book will be useful to scholars and researchers of management studies, business management, financial management, business economics, international business, finance and marketing, development studies, and economics. It will also interest policymakers and practitioners in the field.

Fully revised and refined, this new edition of Institutional Theory and Organizational Change considers the developments in the field of institutional organization theory over the past decade. With each chapter being significantly updated, the book explains what the institutional organization approach means by bringing special attention to how the institutional environment is made up and how organizations are governed by it.Throughout the book, Staffan Furusten also brings attention to core concepts and arguments within institutional theory and presents them in an easily tangible model for understanding institutional pressure on organizations. New analysis featured in the book includes organizing beyond management and markets, organizational change through re-contextualization and institutional pressure through institutional elements. The examples presented in the book can be used as a navigation tool for additional learning about what the institutional environment consists of and what organizations can do to handle institutional demands.The second edition of this book is a lucid introduction to contemporary institutional organizational analysis and will be a key resource for undergraduate and postgraduate students in critical management studies, organizational studies, as well as managers and policy makers.

This book offers a fresh approach to strategy by examining the idea of Optionality. Optionality is the right, but not the obligation, to take an action. Built on historic military tactics, static engineering principles, and equilibrium-seeking economics, conventional strategic-thinking suffers some weaknesses, principal of which is its inability to deal with conditions of high uncertainty. This book begins by dividing the business landscape into three distinct domains; (1) Fragile, (2) Robust, and (3) Long-shot (FRL), which alert us to the context-specificity of strategy tools, before suggesting that theoretical lenses are required to understand and implement strategy in VUCA (Volatile, Uncertain, Complex, and Ambiguous) domains. The authors explore the concept and methodology of Optionality in order to demonstrate how it can be used in conjunction with existing strategy tools in order to achieve competitive success. It will be of great interest to academics and students of strategyand innovation.

This book comprises a set of stories about being an engineer for many decades and the lessons the author learned from research and practice. These lessons focus on people and organizations, often enabled by technology. The settings range from airplanes, power plants, and communication networks to ecosystems that enable education, healthcare, and transportation. All of these settings are laced with behavioral and social phenomena that need to be understood and influenced. The author's work in these domains has often led to the question:'Well, why does it work like that?'He invariably sought to understand the bigger picture to find the sources of requirements, constraints, norms, and values. He wanted to understand what could be changed, albeit often with much effort to overcome resistance. He found that higher levels of an ecosystem often provide the resources and dictate the constraints imposed on lower levels. These prescriptions are not just commands. They also reflect values and cultural norms. Thus, the answers to the question were not just technical and economic. Often, the answers reflected eons of social and political priorities. The endeavors related in the book frequently involved addressing emerging realities rather than just the status quo. This book is an ongoing discovery of these bigger pictures. The stories and the lessons related in this book provide useful perspectives on change. The understanding of people and organizations that emerges from these lessons can help to enable transformative change. Fundamental change is an intensely human-centric endeavor, not just for the people and organizations aspiring to change, but also for the people helping them. You will meet many of these people in this book as the stories unfold. The genesis of this book originated in a decision made early in the author's career. He had developed a habit of asking at the end of each day,'What did I really accomplish today?'This was sometimes frustrating as he was not sure the day had yielded any significant accomplishments. One day it dawned on him that this was the wrong question – He needed to ask,'What did I learn today?'It is always possible to learn, most recently about public health and climate change. In planning this book, the author first thought in terms of accomplishments such as projects conducted, systems built, and articles and books published. He could not imagine this being interesting to readers. Then, it struck him – It is much more interesting to report on what he learned about people and organizations, including how he helped them accomplish their goals. This is a book of stories about how these lessons emerged.In planning this book, the author first thought in terms of accomplishments such as projects conducted, systems built, and articles and books published. He could not imagine this being interesting to readers. Then, it struck him – It is much more interesting to report on what he learned about people and organizations, including how he helped them accomplish their goals. This is a book of stories about how these lessons emerged.

In today's competitive market, a manager must be able to look at data, understand it, analyze it, and then interpret it to design a smart business strategy. Big data is also a valuable source of information on how customers interact with firms through various mediums such as social media platforms, online reviews, and many more. The applications and uses of business analytics are numerous and must be further studied to ensure they are utilized appropriately. Data-Driven Approaches for Effective Managerial Decision Making investigates management concepts and applications using data analytics and outlines future research directions. The book also addresses contemporary advancements and innovations in the field of management. Covering key topics such as big data, business intelligence, and artificial intelligence, this reference work is ideal for managers, business owners, industry professionals, researchers, scholars, academicians, practitioners, instructors, and students.

Human decisions, especially in management and personnel selection, are based on making judgments about people analytically and intuitively. Yet in business and scientific contexts, judgments are expected to be based on a rational analysis rather than intuitions or emotions. Intuition is often seen as something mystical that should not be trusted and thus eliminated from human decision-making. Our empirical and theoretical research shows that this is impossible when people are dealing with people. Instead, intuitions and emotions have significant power in the decision-making process. Neuroscience even shows that humans are incapable of switching off their emotions or intuitions when making decisions. Therefore, intuition and emotions as evolutionary achievements of human beings should be looked at more closely to use the wisdom they offer. This book provides an insight into the current state of research on rational-analytical procedures in personnel selection and complements this with research on intuitions and emotions in personnel diagnostics. By integrating scientifically verifiable rational-analytical decision-making procedures with the inner experiential knowledge of people, this book bridges two complementary ways of recognizing and making good decisions. It demonstrates how intuitions are developed and used in different fields of practice and cultures and how scientific research results from rational-analytical and intuitive-emotional selection procedures are successfully integrated by practitioners.

One of the most significant management challenges in modern companies and organizations is dealing with unavoidable, complex paradoxes. Today's world is multidimensional, multipolar, and multipurpose, and increasingly, classic management challenges such as leadership vs. management; exploitation vs. exploration, virtual vs. physical presence, economic sustainability vs. environmental sustainability, localization vs. globalization, etc. assume the characteristics of paradoxes rather than problems or dilemmas. Leadership of paradox is not about making a decision once and for all or prioritizing tough trade-offs, but about navigating between opposing considerations. Navigating Leadership Paradox argues that academic knowledge pools can support leaders'decision-making and sense-making in organizations and navigating paradoxes. The book outlines a practical pathway for management leaders and professionals for steering through paradox using 5 phases, 10 paradoxes, 15 tools, 20 cases, and 25 learning points. It delineates how to identify a paradox by assessing the nature of your challenge and discusses the appropriate courses of action individually as well in collaboration with other stakeholders. It also gives inspiration and advice for professional helpers assisting others in navigating paradox as part of organizational development or other educational purposes. This book will be essential reading for practitioners and academicians in the fields of leadership paradox, complexity management, change management, leadership dilemmas and organizational paradox.

This book covers sustainable development in smart society's 5.0 using data analytics. The data analytics is the approach of integrating diversified heterogeneous data for predictive analysis to accredit innovation, decision making, business analysis, and strategic decision making. The data science brings together the research in the field of data analytics, online information analytics, and big data analytics to synthesize issues, challenges, and opportunities across smart society 5.0. Accordingly, the book offers an interesting and insightful read for researchers in the areas of decision analytics, cognitive analytics, big data analytics, visual analytics, text analytics, spatial analytics, risk analytics, graph analytics, predictive analytics, and analytics-enabled applications.

The business environment can change at any given time and organisations need to be ready to respond if they want to survive. Strategic management is an important and ongoing process of formulating and implementing strategies that help an organisation position itself optimally and so maintain a competitive advantage that results in profit. It creates harmony between any organisation, big or small, and its environment. The strategic management process: a South African perspective explains strategy in such a way that every reader will understand not only how vital the strategic management process is to any organisation but also exactly what it entails. The strategic management process: a South African perspective follows an understandable and practical approach, making use of numerous figures and “strategy in action” case studies to support the theory.

This book reviews the three life-and-death crisis moments that Huawei experienced during its growth and the major transformation process triggered by these crises. It describes in detail how Huawei thinks about future strategies at these critical moments and how to implement these strategies during its daily work. This book involves the content of corporate globalization strategy decision making, overseas marketing, change management, etc.This book is suitable for middle and senior managers of the enterprises facing difficulties in product development, market development, and business model transformation, especially in the information and communication industry, manufacturing, etc. And it helps to inspire researchers and students, consultants, and trainers who major in corporate transformation, strategic management, and international marketing.

How people make decisions, size up situations, spot anomalies, and anticipate problems in real-world settings.Gary Klein, author of the bestselling Sources of Power, is the cognitive psychologist who discovered how people actually make decisions, particularly under time pressure and uncertainty. In Snapshots of the Mind, he offers a set of short essays—“snapshots” of different aspects of cognitive functioning in real-world settings that will help us learn to recognize the cognitive processes that underlie and drive performance. In these essays Klein provides practical tools for escaping fixation on initial hunches and learning to detect the ways that people make decisions, size up situations, spot anomalies, and anticipate problems. Snapshots of the Mind grows out of the Naturalistic Decision Making movement, which studies how decision makers handle uncertainty and complexity in high-stakes situations. In the essays, Klein examines how people make tough choices and assessments in the real-world, discussing such topics as training, information technology, teamwork, expertise, and insights. Debunking the idea that artificial intelligence will soon take over human decision making, he argues instead for machines that make us smarter and expand our expertise. He describes his Recognition-Primed Decision (RPD) model, which has been incorporated into Army doctrine and was one of the inspirations for Malcolm Gladwell's Blink. Snapshots of the Mind offers fresh takes on such topics as confirmation bias, anomaly detection, intuition, anticipatory thinking and perspective-taking. Readers come away attuned to the primary aspects of expert cognition: the mindsets, mental models, and perceptual sensitivity.

Turbulence is not new to the business world. In fact, turbulence is increasing, and managers are seeing teams spinning their wheels. Management systems are in a state of crisis and operations are more complex. The old top-down operations mode no longer suffices. Today's businesses demand speed and increased accuracy, forcing everyone to re-evaluate chains of command and tear down the walls between functions. Amid the responsibilities of traditional management lies problem solving. The push is toward moving decision-making authority down the ladder to all levels. Managers are no longer equipped to or capable of making the number and variety of necessary decisions in a vacuum. The current mode is to have employees deal directly with workplace issues and take corrective action without complaint and without management involvement. Coping with this reality and preparation for these improvements in workplace problem solving requires interest and motivation.Strategic Decision Making for Successful Planning can facilitate this by demystifying and simplifying the process. The book bridges philosophy and theory and puts together a practical integration of all the tools necessary to get results from your investment of time, energy, and money. What is unique about this book is while it's based on a strong academic foundation, it does not get bogged down in the human-planning or psychological process of solving problems. It doesn't provide'pie-in-the-sky'creative solutions or a five-year process for solving problems and planning for the future. Numerous techniques and tools are included to make the book the right balance between practical and academic. The book also includes an extensive case study to illustrate points made in the text.

What do you do when the algorithm doesn't have the answer? Countless tools and frameworks claim to make decisions objective and bias-free. But in reality, the defining decisions that leaders face are complex ones with subjective information sources and conflicting courses of action. That's why the toughest choices are left to the leaders, and that's why formulas won't answer them. In Difficult Decisions: How Leaders Make the Right Call with Insight, Integrity, and Empathy, leadership expert and CEO of YSC Consulting, Eric Pliner, delivers a set of practical tools for readers to make sense of these complex, subjective decisions quickly and with integrity. It presents a path to understanding your own subjectivity, and how your morals, ethics, and responsibilities affect how leaders make the most important decisions. Difficult Decisions is ideal for executives, managers, and business leaders to examine their own intuition and navigate the most conflicted choices they make. It's a challenging read and an indispensable resource to help readers develop self-reflection, clarify their values, and ultimately make the choice that is most “right” to them.

Leadership isn't what you think it is. First, leadership and authority are two different things. That means that anyone can lead, and leadership starts with you and must engage others. Leadership is mobilizing people to make progress on complex challenges. Helping, motivating and inspiring people to change is what leadership is about. Because when everyone leads, we untap the full potential to solve the toughest challenges. In Your Leadership Edge, Ed O'Malley and Amanda Cebula provide a practical, comprehensive guide designed to help you hone the behaviors, attitudes and mindset necessary to create lasting impact for yourself, your organization and your community. The book describes four competences—Diagnose Situation, Manage Self, Energize Others, and Intervene Skillfully—and dives deeply into each one with a list of skills and tactics that can help you lead anytime, anywhere.

The systematic approach to innovation development today is one of the world's most prominent scientific fields, and with good reason. When applied correctly, such system produces regular outcomes, which consistently drive lasting competitive advantage. Unfortunately, as much as it is beneficial, the orchestration of an undisturbed flow of multiple complex, dynamic, and flexible innovation development processes is structurally demanding.In this book, a recognised innovation management specialist sets the record straight, offering a comprehensive approach to the improvement of innovation efficiency with the use of management control system. Unlike other books on the subject, it proposes original representation – the CDI model – of the relationships between management control system, decision-making quality, and innovation system efficiency and explains why management control is fundamental to innovation management. In addition to that, inside the reader will find several original developments. These include: the info-deficiency (I-D) model, depicting the various parameters hindering decision-making in innovation development; the product innovation development (PID) system, offering the original function-based approach to innovation management; and the composite innovation index – specially designed tool intended to evaluate the efficiency of an innovation development system.It will be of interest to researchers, academics, practitioners, and advanced students in the fields of management, strategy, and innovation.Chapter 4 of this book is freely available as a downloadable Open Access PDF under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license available at http://www.taylorfrancis.com

A 3-step process for solving complex problems of any kind: Frame, Ideate, Decide. Solvable offers practical tools that are both evidence-based and presented in an accessible and visual way to help you improve all aspects of problem solving at work and home.

Why do so many leaders reach the senior level and fail? Simply, most are unprepared for the unique leadership roles and responsibilities a senior role requires. They hadn't mastered the three critical factors necessary to reach the senior level and

A fresh, research-driven playbook for how successful leaders can maximize the potential of others When we think of leaders, we often imagine lone, inspirational figures lauded for their behaviors, attributes, and personal decisions, and leadership books often reinforce that view. However, this approach ignores a leader's mission to empower others. Applying decades of behavioral science research, Don A. Moore and Max H. Bazerman offer a passionate corrective to this view, casting today's organizations as decision factories in which effective leaders are decision architects, enabling those around them to make wise, ethical choices consistent with their own interests and the organization's highest values. As a result, a leader's impact grows because it ripples out instead of relying on one individual to play the part of heroic figure. Filled with real-life stories and examples of the structures, incentives, and systems that successful leaders have used, this playbook equips each of us to facilitate wise decisions.

We are told from a young age that we should strive to make the right decisions, but we aren't taught exactly how to do this. Every day, we make over 35,000 decisions in our personal and professional lives. How many of those decisions do we get right? This book will help business executives systematically tackle these 35,000 decisions. Executives are forced to make critical decisions that impact their lives, their employees'lives, and the lives of their customers. Decisions like what products to create, who should be hired, and what divisions to shut down are all commonplace in the executive suite. This book offers three strategies for dealing with decisions: problem-solving techniques, routines, and decision-making frameworks. Each strategy is designed to help readers achieve more clarity, gain time back, and improve the quality of their decisions. The first one focuses on helping readers solve the right problem instead of wasting time on the wrong one. The second strategy helps deal with decisions that need to be made once but can then be executed regularly. The third and final strategy provides a three-step framework for making the most important decisions in their lives. The focus of the author's work is on helping readers use data to make better decisions. This book gives readers the tools to convert the insights they learn from their data into actionable decisions.

This book argues that uncertainty is not really uncertainty at all but just demonstrates a lack of vision and willingness to think about the unthinkable – good and bad. The task of accepting that uncertainty is about exploring the possible, rather than the impossible has to be taken on board by strategists, policy developers, and political leaders, if we are to meet the challenges that an ever changing world is throwing at us. The term “unknown – unknowns” is ubiquitous, albeit the vast majority of future uncertain events do not fall into this category. However, it has been used to absolve decision makers from criticism post-event, whereas poor foresight is the prime culprit and that most future uncertainties are “known-unknowns” or “inevitable surprises”. This re-positioning of uncertainties can help mitigate the impact of such risks through better foresight aware contingency planning. The enemy is not uncertainty itself but our lack of imagination when trying to visualize the future – we need to transform our behaviour. To better understand uncertainty we have to deconstruct it and get to grips with its component parts. Three main questions are posed and practical approaches presented: What are the main structural components that make up the conditions under which uncertainty operates? What scenario lenses can be used when exploring uncertainty? What behavioural factors do we need to consider when analysing the human responses to uncertainty? Practitioners, having to deal with making better decisions under uncertainty, will find the book a useful guide.Endorsements for the book:'With this book, Bruce Garvey performs a great service for consultants, planners and, indeed, anyone whose job involves a degree of speculation about what will happen in the future. Through a comprehensive survey of methods, tools and techniques, he provides a practical guide to unpacking the uncertainty that besets all human endeavour. This is no dry academic treatise: it deals with highly contemporary topics such as “fake news” – part of a fascinating dissection of “dark data” – and how our biases and preconceptions shape our views. The book finishes with three case studies dealing with the Covid-19 pandemic, social mobility and inequality, and achieving net zero – all topics that are sorely in need of the critical thinking and analysis skills described previously.No one can completely eliminate “20:20 hindsight” from all business decisions but readers applying the lessons of this book may find themselves saying “if only we'd known…” less frequently.'-- Nick Bush, Director - CMCE (Centre for Management Consulting Excellence)'Academic literature and practical guides to uncertainty management are disparate: this exciting edition brings it all together. Principal author, Bruce Garvey, recognises the erroneous attribution of many recent events to unforeseeable uncertainty (‘unknown unknowns'), calling these out as inevitable surprises (or ‘unknown knowns'), a category of uncertainty that is typically overlooked. Garvey describes critical dimensions of uncertainty, before examining scenarios and behavioural aspects, the latter being a ‘hidden influencer'which is too often neglected. The guidebook contains a variety of methods, tools and techniques, including several that deserve more use, and contains a detailed glossary and reference list. Practical advice covers topics such as identifying weak signals for use in scenario development and overcoming cognitive dissonance. This well-structured and engagingly written guide should serve as a standard text for students, academics and practitioners across policy making, business, and industry.'-- Dr. Geoff Darch, Water Resources Strategy Manager, Anglian Water. Co-Founder, Analysis under Uncertainty fo

As an entrepreneur - and especially leading a medium-sized company - can you prepare for the future in a targeted manner? Which methods work and where do you succumb to classic thinking errors when planning for the future? This book shows how companies can develop viable future scenarios for their own market in order to remain successful and profitable in the future. Anyone who thought they were operating in a stable market and were prepared for crises was proven wrong by the Corona pandemic. But even less dramatic influences such as technological disruption, side attacks by competitors from outside the industry or end-of-life scenarios are massively changing the environment of companies and demand - at the latest now! - a rethink.In this completely revised 2nd edition, the author shows why early planning for the future can be decisive for success, why one should not rely on experience and intuition, and which mistakes should be avoided. In addition, he explains which tools can be used and put together to form a well-founded process with which future, but also crisis, management can be creatively planned.A useful guide for managing directors, executives, marketing managers and planners in medium-sized companies - with helpful tips, illustrative examples and an individually adaptable template for a future workshop.This book is a translation of the original German 2nd edition Zukunftsmanagement für den Mittelstand by Heino Hilbig, published by Springer Fachmedien Wiesbaden GmbH, part of Springer Nature in 2020. The translation was done with the help of artificial intelligence (machine translation by the service DeepL.com). A subsequent human revision was done primarily in terms of content, so that the book will read stylistically differently from a conventional translation. Springer Nature works continuously to further the development of tools for the production of books and on the related technologies to support the authors.

Even senior people, business owners, and board members are unaware of the nuances of influence on a daily basis. They think in a straight line and try to'strike deals,'use hierarchical power, make'trade-offs,'or bargain as if at a flea market. They unwittingly sacrifice vital needs to gain minor and temporary bright, shiny things. Influence is not about fast-talking, it's about fast-thinking and carefully constructed language that one applies within a specific context. Influence is thought to be programmable—that is, it can create scarcity or consistency of positive responses. In reality, it's about accountability, innovation, and leverage. No pre-pandemic strategy is worth a cent in a post-pandemic world. There is no'new normal'or'return to normal.'There are only new realities. In this book, one of the boldest, most aggressive, most successful consultants in the world makes his predictions and provides recommendations that may frighten and stun, but ultimately can lead to market domination. Million-dollar influencers understand that influence doesn't mean kissing up to everyone. While we may all be equal as human beings, not everyone has a stake in the outcomes in the business of influence. Some will resist change for the sake of resisting change. They lack imagination or let fear hold them in place. Recognizing actual stakeholders will guide your positioning of stakes in the ground that will mark critical positions leading to your desired outcome. Features How consensus building is something to live with, not something to die for The fundamental difference between accountability and authority The need for innovation and even improvisation in wielding influence The scientific and magical contrasts of language How to effectively maneuver within political environments How to rally the right stakeholders at the right time The powerful role of consequence

This book is about the behaviour of systems. Systems are important, for we interact with them all the time, and many of the actions we take are influenced by a system – for example, the system of performance measures in an organisation influences, often very strongly, how individuals within that organisation behave. Furthermore, sometimes we are involved in the design of systems, as is any manager contributing to the definition of what those performance measures might be. That manager will want to ensure that all the proposed performance measures will drive the ‘right'behaviours rather than (inadvertently) encouraging dysfunctional ‘game playing', and so anticipating how the performance measurement system will work in practice is a vital part of a wise design process. Some of the systems with which we interact are local, such as your organisation's performance measurement system. Some systems, however, are distant, but nonetheless very real, such as the healthcare system, the education system, the legal system and the climate system. Systems, therefore, exist on all scales, from the local to the global. And all systems are complex, some hugely so. That's why understanding how systems behave can be very helpful. Systems are complex for two main reasons. First, the manner in which they behave over time can be very hard to anticipate – and anticipating the future sensibly is of course a key objective of management. Second, the ‘entities'within a system can be connected together in very complex ways, so that an intervention ‘here'can result in an effect ‘there', perhaps a long time afterward. Sometimes this can be surprising, and so we talk of ‘unintended consequences'– but this is of course a euphemism for ‘because I didn't understand how this system behaves, I had not anticipated that'. Systems thinking, the subject matter of this book, is the disciplined study of systems, and causal loop diagrams – the ‘pictures'of this ‘picture book'– are a very insightful way to represent the connectedness of the entities from which any system is composed, so taming that system's complexity.

'Sanfte Stubser'bzw.'Denkanstöße'- sogenannte Nudges - wirken auf eingefahrene Entscheidungs- und Verhaltensmuster. In den 2000ern durch Thaler und Sunstein populär gemacht, fanden Nudging-Strategien zuerst in der Politik ihre Anwendung: Mit der Idee des'Libertären Paternalismus'machten Regierungen, wie z.B. die unter Präsident Obama, Nudges zum integralen Bestandteil einer wirksameren Kommunikation und in der effizienten Ausgestaltung von Gesetzen.​​ Mittlerweile finden die Nudging-Ansätze immer mehr Anwendung in Unternehmen: bei der Ausgestaltung von Kundenerlebnissen, im Design einer Akquise-Kampagne, bei der Umsetzung von Transformationsprojekten, bei der Unterstützung von Nachhaltigkeitsstrategien, oder in der Kalibrierung von unternehmerischen Entscheidungen im Management.​​ Durch Corporate Nudging können Unternehmen ihre eigene Entscheidungsarchitektur oder die ihrer Mitarbeiterinnen und Mitarbeiter beeinflussen. Die Entscheidungen werden nicht eingeschränkt, aber das Entscheidungsumfeld wird verändert und Entscheidungen maßgeblich in eine bestimmte Richtung'gestupst'. Dieses Buch strukturiert die verschiedenen Nudging-Ansätze und liefert eine praxisorientierten Mischung aus wissenswerten Grundlagen sowie konkreten Beispielen aus der Unternehmenspraxis. Aus dem Inhalt - Konzeptionelle Grundlage und Anleitung für Corporate Nudges - Anwendungsschwerpunkte und Umsetzungsformen - Leitfaden zur eigenständigen Entwicklung von Nudges in Unternehmen - Konkrete Anwendungsbereiche und deren Herausforderungen - Risiken und Grenzen des Nudgings

>> „Ti, kdo poznatky z knihy uplatní, budou přijímat humánnější a spravedlivější rozhodnutí, zachrání životy a zabrání tomu, aby čas, peníze a talenty přicházely nazmar.“ — The Washington Post << ## O knize Kdykoli se procesům naší mysli začne věnovat Daniel Kahneman, psycholog a nositel Nobelovy ceny za poznatky o kognitivním zkreslení, nedopadá to pro nás vůbec dobře! Tentokrát zkoumal příčiny vysoké variability profesionálních úsudků – soudců, lékařů, úředníků, učitelů a dalších – tam, kde by měly být shodné. A objevil šum, tedy vliv nepředvídatelných náhodných chyb, který je ve svém důsledku stejně závažný jako dopad biasů. Jen se hůř měří a je obtížnější si ho uvědomit, takže ho radikálně podceňujeme. Kahneman a jeho kolegové analyzovali stovky studií týkajících se rozhodování a ve svém společném díle vás přesvědčí o překvapivé míře lidské omylnosti. Dokonce i model nás samých činí přesnější úsudky než my! Nevytýkejme si to – vyplývá to už z přirozenosti kauzálního myšlení a složitosti světa. Ignorovat protiopatření by ale byla velká chyba. V knize vám hvězdný tým autorů vysvětlí příčiny šumu a jeho kategorie, naučí vás odlišovat šum od zkreslení a měřit jeho vliv. A především vám poradí, jak s těmito zjištěními naložit v praxi. Pro lepší, spravedlivější, méně zašuměný svět. ## V knize se mimo jiné dozvíte - Kdekoli existuje úsudek, tam existuje i šum, a to ve větším rozsahu, než byste čekali. - Šum uvidíme pouze tehdy, když se na svět podíváme statistickým pohledem. - Jak nálada, stres a únava ovlivňují situační šum, tedy variabilitu vašeho intrapersonálního rozhodování. - Že i malý sociální vliv dokáže podkopat jindy funkční „moudrost davu“. - Jak zohlednit mámení „údolí normálnosti“ a lákavost emoční odměny. - Co je střední kvadratická chyba a proč ji počítat s mocninami chyb. - Jak provést audit šumu a zlepšit si úsudek pomocí šesti pravidel rozhodovací hygieny. ## O autorech Daniel Kahneman je emeritním profesorem psychologie a veřejných záležitostí na Princetonské univerzitě. V roce 2002 obdržel Nobelovu cenu za ekonomii a v roce 2013 Prezidentskou medaili svobody. Je autorem světového bestselleru Myšlení, rychlé a pomalé. Olivier Sibony působí jako profesor strategií na mezinároční obchodní škole HEC v Paříži a lektor na Said Business School Oxfordské univerzity. Napsal knihu Chystáte se udělat strašnou chybu! Cass R. Sunstein je profesorem práva na Harvardské univerzitě, kde založil a řídí Program behaviorální ekonomie a veřejné politiky. Publikoval mnoho odborných článků a knih včetně Nudge (Šťouch) (spoluautor Richard H. Thaler). # Více o knize http://www.melvil.cz/kniha-sum

The Theory of the Firm is commonly viewed as axiomatic by business school academicians. Considerations in spanning organizational structures, their boundaries and roles, as well as business strategies all relate to the Theory of the Firm. The dominant Theory of the Firm poses that markets act perfectly to maximize the well- being of society when people act to maximize the personal utility of their individual purchases and firms act to maximize financial returns to their owners.However, burgeoning evidence and discourse across the scientific and policy communities suggests that the economic, social, and environmental consequences of accepting and applying this theory in the organization of business and society threaten the survival of the human species, among countless others. This book provides the latest thinking on alternatives to the Theory of the Firm as cornerstone of managerial decision-making. Authors explore and elucidate theories that help us understand a firm differently and suggest alternatives to the Theory of the Firm.This book will be of value to researchers, academics, practitioners, and students interested in leadership, strategic management, and the intersection of corporate interests and the well-being of the society.

This book discusses critical thinking as a tool for more compassionate leadership, presenting tried and tested methods for managing disagreement, for anticipating and solving problems, and for enhancing empathy. Employing a lighter tone of voice than most management books, it also shows how and when less-than-rational mechanisms such as intuition and heuristics may be efficient decision-making tools in any manager's toolbox. Critical thinking is useful for analyzing incoming information in the context of decision-making and is crucial for structuring outgoing information in the context of persuasion. When trying to convince a client to buy a service, an executive board to fund a project, or a colleague to change a procedure, managers can use the simple step-by-step guides provided here to prepare for successful meetings and effective pitches.Managerial thinking can be steadily improved, using a structured process, especially if we learn to think about our thinking. This book guides current and would-be managers through this process of improving and metathinking, in connection with decision-making and persuasion. Using examples from business, together with research insights from Behavioral Economics and from Management and Organizational Cognition, the author illustrates common pitfalls like hidden assumptions and cognitive biases, and provides easy-to-use solutions for testing hypotheses and resolving dilemmas.

Meet your next crisis head on and get through it stronger than ever by using the hard-earned strategies and core principles from Marc Polymeropoulos, a highly decorated, 26-year operations officer with the CIA.Marc Polymeropoulos has had to live with the consequences of decisions made under the most high-stress circumstances you can imagine as a senior intelligence officer in the CIA, retiring from his 26 years of service as one of the CIA's most decorated field officers.Though your crisis situations may not entail international counter terrorism as Marc's did, in our age of social media and a 24-hour news cycle, the consequences of mishandling a crisis can escalate quickly, leaving irreparable damage to a company's reputation and bottom line in its wake.In Clarity in Crisis, Marc shares how true leaders need to lead in and through times of crisis and thrive under conditions of ambiguity, rather than message their way out or duck from hard decisions.This book provides proven strategies and core principles that leaders can apply to meet any crisis head on and lead through it, including:The critical elements to managing crisis, such as knowing who you can always count on to execute under high-stress situations.An understanding of the importance of following and stressing key fundamentals and avoiding shortcuts that often do more harm than good.Implementation guidance from the “Mad Minute” section at the end of each chapter that summarizes key points and action items you can begin applying right away.How to gain confidence that you are ready for the next crisis and embrace any situation with no fear.Far from mere theory, Clarity in Crisis outlines the unique mindset and strategies Marc himself practiced and honed throughout his remarkable career. The core principles outlined in these pages will help you find unshakeable clarity in crisis and lead when others want to flee.

Up to 70% and even more of corporate Analytics Efforts fail!!! Even after these corporations have made very large investments, in time, talent, and money, in developing what they thought were good data and analytics programs. Why? Because the executives and decision makers and the entire analytics team have not considered the most important aspect of making these analytics efforts successful. In this Book II of'It's All Analytics!'series, we describe two primary things: 1) What this'most important aspect'consists of, and 2) How to get this'most important aspect'at the center of the analytics effort and thus make your analytics program successful.This Book II in the series is divided into three main parts:Part I, Organizational Design for Success, discusses ……. The need for a complete company / organizational Alignment of the entire company and its analytics team for making its analytics successful. This means attention to the culture – the company culture culture!!! To be successful, the CEO's and Decision Makers of a company / organization must be fully cognizant of the cultural focus on ‘establishing a center of excellence in analytics'. Simply,'culture – company culture'is the most important aspect of a successful analytics program. The focus must be on innovation, as this is needed by the analytics team to develop successful algorithms that will lead to greater company efficiency and increased profits. Part II, Data Design for Success, discusses ….. Data is the cornerstone of success with analytics. You can have the best analytics algorithms and models available, but if you do not have good data, efforts will at best be mediocre if not a complete failure. This Part II also goes further into data with descriptions of things like Volatile Data Memory Storage and Non-Volatile Data Memory Storage, in addition to things like data structures and data formats, plus considering things like Cluster Computing, Data Swamps, Muddy Data, Data Marts, Enterprise Data Warehouse, Data Reservoirs, and Analytic Sandboxes, and additionally Data Virtualization, Curated Data, Purchased Data, Nascent & Future Data, Supplemental Data, Meaningful Data, GIS (Geographic Information Systems) & Geo Analytics Data, Graph Databases, and Time Series Databases. Part II also considers Data Governance including Data Integrity, Data Security, Data Consistency, Data Confidence, Data Leakage, Data Distribution, and Data Literacy.Part III, Analytics Technology Design for Success, discusses …. Analytics Maturity and aspects of this maturity, like Exploratory Data Analysis, Data Preparation, Feature Engineering, Building Models, Model Evaluation, Model Selection, and Model Deployment. Part III also goes into the nuts and bolts of modern predictive analytics, discussing such terms as AI = Artificial Intelligence, Machine Learning, Deep Learning, and the more traditional aspects of analytics that feed into modern analytics like Statistics, Forecasting, Optimization, and Simulation. Part III also goes into how to Communicate and Act upon Analytics, which includes building a successful Analytics Culture within your company / organization. All-in-all, if your company or organization needs to be successful using analytics, this book will give you the basics of what you need to know to make it happen.

Explore the interplay between corporate governance and strategic decision-making in this startling new resource In Understanding and Managing Strategic Governance, strategy and management experts Dr. Wei Shi and Robert E. Hoskisson deliver an insightful exploration of the influence that governance actors, like the board of directors, activist investors, institutional investors, and securities analysts, have on important strategic decisions. Based on surveying the latest research and analyzing unique datasets compiled by the authors, the book explains the impact that governance actors have on a firm's strategic choices and the quality of such choices as well as the unintended consequences of that impact. The authors also describe how executives can manage the conflicting interests of multiple governance actors and leverage the influence of these actors to make effective strategic decisions. In this book, you'll discover: How to avoid the strategic pitfalls that arise from governance actor influence and harm firms'long-term competitiveness The effect that governance actors can have on corporate strategy, competitive strategy, corporate innovation strategy, global strategy, stakeholder strategy, and more The latest trends in corporate governance and their implications for managers, regulators, and policy makers in this area Perfect for C-level executives, board of directors, and institutional investors as well as students of corporate governance and strategy, Understanding and Managing Strategic Governance is a revealing and original examination of the interplay between corporate governance and firm strategy and how to manage that interplay to create sustainable competitive advantages.

The Healthy Company is a handbook for directors and executives – and those on their way to getting there. Leading a company today means managing the uses of its resources and relationships and how it deals with the resulting effects over time as these effects will come back to impact the company, negatively or positively, in the future. It is this circle of integrated thinking that is essential to a healthy and sustainable company. The book considers a company's purpose and strategy under an integrated thinking approach. It also takes readers through a history of the company structure itself and the corporate revolutions that have happened along the way. A healthy company needs a healthy board; therefore, good corporate governance and the role of the board is explored. Practical tips and considerations are given for being a director, with FAQs. The successful running of board meetings is covered as well as the role of the board leader, along with a list of features which make for a good Chair. The Healthy Company proffers four matters that should be discussed at every board meeting to keep directors informed and to cultivate better decision-making. A healthy company needs integrated reporting that reflects its integrated thinking approach. This reporting should be internal for management and the board but should also result in the annual integrated report released to investors and other stakeholders. This book covers the best practice guidance on preparing an integrated report, with FAQs for directors and executives. The Healthy Company offers a seven-step process which focuses on integration and a healthy company for the longer term.

Drawing on knowledge from process improvement, organisation theory, human resource management, change management, occupational health and safety, and other fields, the book is a practical, easy-to-read guide to problem solving. Illustrated with a series of short case studies, this book provides an integrated approach to problem solving in the workplace. Collaborative Problem Solving walks through the steps in the problem solving process, introducing dozens of tools, techniques, and concepts to use throughout. Chris J. Shannon describes the behaviours to practice which are most conducive to creating a positive problem solving culture based on curiosity, collaboration, and evidence-based thinking. This book explains why successful problem solving is a collaborative process and provides tools and techniques for responding to other people's behaviour when designing and implementing solutions. Offering practical advice on problem solving in an easy-to-understand way, this book is aimed at people working in office environments, service industries, and knowledge organisations, enabling them to feel confident in applying the knowledge from the book in their own workplace.

Papers presented at a conference held Jan. 5-10, 1973, Maui, Hawaii, and sponsored by the Joint Committee on Japanese Studies of the Social Science Research Council and the American Council of Learned Societies.

創造力の発揮を妨げるのは、組織にはびこる６つの「思い込み」だ。それを変え、創造力を解放する方法を経営学者が説く。

Discover nine common business decision-making traps -- and learn practical tools for avoiding them -- in this'masterful,'research-based guide from a professor of strategic thinking. (Daniel Kahneman, author of Thinking, Fast and Slow)We all make decisions all the time. It's so natural that we hardly stop to think about it. Yet even the smartest and most experienced among us make frequent and predictable errors. So, what makes a good decision? Should we trust our intuitions, and if so, when? How can we avoid being tripped up by cognitive biases when we are not even aware of them?In You're About to Make a Terrible Mistake!, strategy professor and management consultant Olivier Sibony draws on dozens of fascinating and engaging case studies to show how cognitive biases routinely lead all of us -- including even the most renowned business titans -- into nine common decision-making traps. But instead of rehashing the same old'debiasing'techniques that fail managers time and again, Sibony explains that the best way to avoid the pitfalls of cognitive bias is to craft an effective decision-making architecture in your organization -- a system of techniques and processes that leverage collective intelligence to help leaders make the best decisions possible -- and provides 40 concrete methods for doing so.Distinctive in the clarity and practicality of its message, You're About to Make a Terrible Mistake! distills the latest developments in behavioral economics and cognitive psychology into actionable tools for making smart, effective decisions in business and beyond.'Succinct, accurate, and even-handed. I loved it!'(Angela Duckworth, bestselling author of Grit)'The best, funniest, most useful guide to cognitive bias in business. If you make decisions, you need to read this book.'(Safi Bahcall, bestselling author of Loonshots)

The first business overview book series from the Big Picture overview perspective.The Big Picture of Business, Book 3 offers a creative approach to strategy development and planning for companies in today's turbulent business environment that prepares them for an unknowable tomorrow. Each year, one-third of the U.S. Gross National Product goes toward cleaning up problems, damages and other high costs caused by companies that failed to take proper actions. Look no further than the cost of the current financial crisis for an example. The costs of band-aid surgery for their problems and make-good work cost business six times that of proper planning, oversight and accountability. 92% of all problems in organizations stem from poor management decisions.The Big Picture of Business, Book 3 takes a fresh look at change and growth, utilizing full-scope planning as a means of navigating through uncertain waters toward richer success. It is based upon Hank Moore's trademarked approach to growing and strengthening businesses, tested by his actual work in guiding corporations over three decades. Within The Big Picture of Business, Book 3, Hank shows how to master change and ready companies to face the future.

It's All Analytics! The Foundations of AI, Big Data and Data Science Landscape for Professionals in Healthcare, Business, and Government (978-0-367-35968-3, 325690)Professionals are challenged each day by a changing landscape of technology and terminology. In recent history, especially in the last 25 years, there has been an explosion of terms and methods that automate and improve decision-making and operations. One term,'analytics,'is an overarching description of a compilation of methodologies. But AI (artificial intelligence), statistics, decision science, and optimization, which have been around for decades, have resurged. Also, things like business intelligence, online analytical processing (OLAP) and many, many more have been born or reborn. How is someone to make sense of all this methodology and terminology?This book, the first in a series of three, provides a look at the foundations of artificial intelligence and analytics and why readers need an unbiased understanding of the subject. The authors include the basics such as algorithms, mental concepts, models, and paradigms in addition to the benefits of machine learning. The book also includes a chapter on data and the various forms of data. The authors wrap up this book with a look at the next frontiers such as applications and designing your environment for success, which segue into the topics of the next two books in the series.

Multi-criteria decision making (MCDM) has been extensively used in diverse disciplines, with a variety of MCDM techniques used to solve complex problems. A primary challenge faced by research scholars is to decode these techniques using detailed step-by-step analysis with case studies and data sets. The scope of such work would help decision makers to understand the process of using MCDM techniques appropriately to solve complex issues without making mistakes. Multi-Criteria Decision Analysis in Management provides innovative insights into the rationale behind using MCDM techniques to solve decision-making problems and provides comprehensive discussions on these techniques from their inception, development, and growth to their advancements and applications. The content within this publication examines hybrid multicriteria models, value theory, and data envelopment. Ideal for researchers, management professionals, students, operations scholars, and academicians, this scholarly work supports and enhances the decision-making process.

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.