How many decisions do you think the average person makes in a day? How can these choices affect our lives, both positively and negatively? Author Waymond Rodgers illustrates four basic concepts of decision making in a single model that produces a limited number of possible courses of action. Process Thinking: Six Pathways to Successful Decision Making allows you to gauge which of the pathways is appropriate for a particular situation. This, in turn, can contribute an overall improvement in your happiness, relationships, finances, education, and employment. "Dr. Rodgers' breakthrough analysis of decision making should be mandatory reading for anyone managing people or negotiating transactions." -Hank Adler, C.P.A., accounting professor, Chapman University, and retired partner, Deloitte & Touche "I think your formulaic approach to decision making will make it much easier for people to make correct choices. Your approach forces decision makers to address the role their own subjective feelings (perceptions) have upon the process. It thereby makes the choice much more objective and rational." -Randall L. Erickson, J.D., partner in the California office of Crowell & Moring and chair of the firm's construction group

Lean Thinking was launched in the fall of 1996, just in time for the recession of 1997. It told the story of how American, European, and Japanese firms applied a simple set of principles called 'lean thinking' to survive the recession of 1991 and grow steadily in sales and profits through 1996. Even though the recession of 1997 never happened, companies were starving for information on how to make themselves leaner and more efficient. Now we are dealing with the recession of 2001 and the financial meltdown of 2002. So what happened to the exemplar firms profiled in Lean Thinking? In the new fully revised edition of this bestselling book those pioneering lean thinkers are brought up to date. Authors James Womack and Daniel Jones offer new guidelines for lean thinking firms and bring their groundbreaking practices to a brand new generation of companies that are looking to stay one step ahead of the competition.

Volume one of this comprehensive approach to one of Freud's most important conceptual achievements, the theory of thinking, examines the emergence and changes in his conceptions of primary and secondary process thought in their theoretical and clinical contexts. Unlike most treatments, which emphasize their embeddedness in metapsychology, the text demonstrates the empirical grounding of these concepts in observation and describes how it led to a method of quantitative measurement. A summary of major, theoretically relevant findings with that method, plus a critical review of post-Freudian reexaminations of primary process, leads to a reformulation of the psychoanalytic theory of thinking that is, in Rubinstein's term, protoneurophysiological: as consistent as possible with contemporary knowledge in the brain sciences. In so doing, the author attempts to convert a psychoanalytic theory into a set of testable propositions using objectively quantifiable, scientific concepts. Moreover, he shows how data obtained with his method can be used to confront the theoretical propositions, verifying some, rejecting some, and significantly modifying others. Volume two is an enclosed compact disc. The first ten chapters constitute a detailed scoring manual, designed to be self-teaching, for applying the concepts of primary process, its controls and defenses, to data from the Rorschach and Thematic Apperception Tests, dreams, and free verbal data. The remaining chapters treat its reliability and validity, including a critical summary of over one hundred researches from around the world, demonstrating how it can be used not only to test psychoanalytic propositions but to illuminate issues in clinical psychiatry, clinical and developmental psychology, and personality. A concluding chapter points to many promising directions for further research.

And engaging and accessible introduction to Whiteheadian process philosophy and theology using metaphor, imagery, and everyday experience.

The book begins with an overview of the constraint-based perspective on systems and organizations, commonly referred to as the theory of constraints or synchronous management. The first section will guide you through the fundamental principles and processes that are the backbone of the thinking process application tools. The second section contains the step-by-step guidelines for each of the five thinking process application tools. These tools utilize sufficient cause thinking and necessary condition thinking. Third section introduces two ways that two or more of the thinking process application tools are combined, providing robust processes for the understanding and communicating problems and solutions. This book can be used as a field guide to learning the five thinking process application tools as needed, based on their own particular issues. You will have a full understanding of the theory and practical application of these powerful processes, including when and when not to use each tool. The total benefit is not just to apply the thinking process, but to develop intuition and have the ability to combine logic and intuition in the same thinking process.

'A major rewrite of Dettmer's classic Goldratt's Theory of Constraints, this new edition presents a whole new approach to building and applying logic trees. The logical thinking process referred to in the title is nothing less than a broadly applicable, systems-level approach to policy analysis. Dettmer has streamlined the process of constructing the logic trees while simultaneously ensuring that the results are more logically sound and closer representations of reality than ever before. He explains an easier, more logically sound way to integrate Current Reality Trees with Evaporating Clouds. His new version of the thinking process "retires" the Transition Tree in favor of the marriage of a more detailed Prerequisite Tree and critical chain project management. This book contains new examples of logic trees from a variety of real-world applications. Most of the diagrams and illustrations are new and improved. Explanations and procedures for constructing the logic trees are considerably simplified.

*Major New York Times Bestseller *More than 2.6 million copies sold *One of The New York Times Book Review's ten best books of the year *Selected by The Wall Street Journal as one of the best nonfiction books of the year *Presidential Medal of Freedom Recipient *Daniel Kahneman's work with Amos Tversky is the subject of Michael Lewis's best-selling The Undoing Project: A Friendship That Changed Our Minds In his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, world-famous psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions. Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Topping bestseller lists for almost ten years, Thinking, Fast and Slow is a contemporary classic, an essential book that has changed the lives of millions of readers.