This book helps readers develop a comprehensive understanding of diagnostics for strategic decision-making, with a focus on a method called rapid due diligence. This method presents a compelling solution to the need for effective diagnostics, drawing on academic rigor, critical thinking, systems dynamics, and advanced practicum to enable sound strategic decision-making. Guiding the reader through the six stages of the process from discovery, through analysis, synthesis, and interpretation, Thompsen engages all typical postgraduate disciplines in producing insights for practical application. Drawing on similarities with applied social science research, the rapid due diligence method is supported with scores of techniques, tools, instructions, guidelines, practical advice, and examples. Detailed cases and abbreviated examples of a variety of real strategic situations are provided from organizations operating in North America, Europe, Asia, India, and Australia. Ideal for graduate students, organizational leaders, and decision makers, this book is designed to invite deeper understanding and practical application of a strategic diagnostic process that discovers insights for achieving positive results.

This book helps readers develop a comprehensive understanding of diagnostics for strategic decision-making, with a focus on a method called rapid due diligence. This method presents a compelling solution to the need for effective diagnostics, drawing on academic rigor, critical thinking, systems dynamics, and advanced practicum to enable sound strategic decision-making. Guiding the reader through the six stages of the process from discovery, through analysis, synthesis, and interpretation, Thompsen engages all typical postgraduate disciplines in producing insights for practical application. Drawing on similarities with applied social science research, the rapid due diligence method is supported with scores of techniques, tools, instructions, guidelines, practical advice, and examples. Detailed cases and abbreviated examples of a variety of real strategic situations are provided from organizations operating in North America, Europe, Asia, India, and Australia. Ideal for graduate students, organizational leaders, and decision makers, this book is designed to invite deeper understanding and practical application of a strategic diagnostic process that discovers insights for achieving positive results.

v. 1. Research findings -- v. 2. Concepts and methodology -- v. 3. Implementation issues -- v. 4. Programs, tools and products.

Getting the right diagnosis is a key aspect of health care - it provides an explanation of a patient's health problem and informs subsequent health care decisions. The diagnostic process is a complex, collaborative activity that involves clinical reasoning and information gathering to determine a patient's health problem. According to Improving Diagnosis in Health Care, diagnostic errors-inaccurate or delayed diagnoses-persist throughout all settings of care and continue to harm an unacceptable number of patients. It is likely that most people will experience at least one diagnostic error in their lifetime, sometimes with devastating consequences. Diagnostic errors may cause harm to patients by preventing or delaying appropriate treatment, providing unnecessary or harmful treatment, or resulting in psychological or financial repercussions. The committee concluded that improving the diagnostic process is not only possible, but also represents a moral, professional, and public health imperative. Improving Diagnosis in Health Care, a continuation of the landmark Institute of Medicine reports To Err Is Human (2000) and Crossing the Quality Chasm (2001), finds that diagnosis-and, in particular, the occurrence of diagnostic errorsâ€"has been largely unappreciated in efforts to improve the quality and safety of health care. Without a dedicated focus on improving diagnosis, diagnostic errors will likely worsen as the delivery of health care and the diagnostic process continue to increase in complexity. Just as the diagnostic process is a collaborative activity, improving diagnosis will require collaboration and a widespread commitment to change among health care professionals, health care organizations, patients and their families, researchers, and policy makers. The recommendations of Improving Diagnosis in Health Care contribute to the growing momentum for change in this crucial area of health care quality and safety.

How do we make it meaningful in connecting Strategic Decision Making with what users do day-to-day? What are your results for key measures or indicators of the accomplishment of your Strategic Decision Making strategy and action plans, including building and strengthening core competencies? How is the value delivered by Strategic Decision Making being measured? Who will be responsible for making the decisions to include or exclude requested changes once Strategic Decision Making is underway? What knowledge, skills and characteristics mark a good Strategic Decision Making project manager? Defining, designing, creating, and implementing a process to solve a challenge or meet an objective is the most valuable role... In EVERY group, company, organization and department. Unless you are talking a one-time, single-use project, there should be a process. Whether that process is managed and implemented by humans, AI, or a combination of the two, it needs to be designed by someone with a complex enough perspective to ask the right questions. Someone capable of asking the right questions and step back and say, 'What are we really trying to accomplish here? And is there a different way to look at it?' This Self-Assessment empowers people to do just that - whether their title is entrepreneur, manager, consultant, (Vice-)President, CxO etc... - they are the people who rule the future. They are the person who asks the right questions to make Strategic Decision Making investments work better. This Strategic Decision Making All-Inclusive Self-Assessment enables You to be that person. All the tools you need to an in-depth Strategic Decision Making Self-Assessment. Featuring 701 new and updated case-based questions, organized into seven core areas of process design, this Self-Assessment will help you identify areas in which Strategic Decision Making improvements can be made. In using the questions you will be better able to: - diagnose Strategic Decision Making projects, initiatives, organizations, businesses and processes using accepted diagnostic standards and practices - implement evidence-based best practice strategies aligned with overall goals - integrate recent advances in Strategic Decision Making and process design strategies into practice according to best practice guidelines Using a Self-Assessment tool known as the Strategic Decision Making Scorecard, you will develop a clear picture of which Strategic Decision Making areas need attention. Your purchase includes access details to the Strategic Decision Making self-assessment dashboard download which gives you your dynamically prioritized projects-ready tool and shows your organization exactly what to do next. Your exclusive instant access details can be found in your book.

This book is the first exclusively devoted to the systematic synthesis of diagnostic test accuracy studies. It builds upon the major recent developments in reporting standards, search methods, and, in particular, statistical tools specifically devoted to diagnostic studies. In addition, it borrows extensively from the latest advances in systematic reviews and meta-analyses of intervention studies. After a section dedicated to methods for designing reviews, synthesizing evidence and appraising inconsistency in research, the application of these approaches is demonstrated in the context of case studies from various clinical disciplines. Diagnosis is central in medical decision-making, and in many other fields of human endeavor, such as education and psychology. The plurality of sources of evidence on diagnostic test accuracy poses a huge challenge for practitioners and researchers, as do the multiple dimensions of evidence validity, which include sensitivity, specificity, predictive values, and likelihood ratios. This book offers an invaluable resource for anyone aiming to improve decision-making processes in diagnosis, classification or risk prognostication, from epidemiologists to biostatisticians, radiologists, laboratory physicians and graduate students, as any physician interested in refining his methodological skills in clinical diagnosis.