We make decisions throughout the day and in our lifespan we make thousands of decisions. Most of the decisions are routine barring few ones which have profound impact on our life. Gaining competence in decision making is highly desirable for personal and professional prosperity. The objective of writing this book is to provide an opportunity to gain the mastery in decision making. Decision making is both science and an art. When we talk of science we will systematically understand what constitutes to be a decision, how we have evolved as decision makers, how we deviate from rationality under the influence of cognitive biases, how we get emotional manipulated. We will learn these with the help of behavioral sciences - neurosciences, social science, neuroeconomics, cognitive psychology and group dynamics. Decision making is an art because we interpret the decisions subjectively. We have to learn and master this art of decision making so as to be an able, rational and ethical decision maker at individual levels, in groups and at organization level. In this highly engaging book, the author details decision making process, explains how to shield from cognitive biases, external manipulations and temptations, describes various tools and techniques required for decision making and throws light on drafting our own ethical code. The concepts are explained in details alongwith case studies and real life examples. It is an essential read for all individuals.

Making decisions is a critical part of every executive’s job. However we know so little about the often subliminal processes that shape the decisions we make. The Secret Life of Decisions exposes the unchallenged myths and distortions that impact our reasoning ability, raising our awareness of the many traps we can fall into. Meena Thuraisingham and her collaborator, Wolfgang Lehmacher, have drawn from decades of work with leaders showing that even the most talented leaders and teams can end up making sub-optimal decisions. This is rarely because they had poor critical thinking faculties but rather because they did not pay enough attention to the often invisible traps hardwired into our thinking processes, letting through only information that conforms with our current beliefs, mental models and expectations. This leaves many leaders and businesses exposed. Rather than being the rational output of our reasoning abilities, the authors show decision making to be a highly imprecise process. As decision makers we come to the table armed with our own perspectives, preferences, filters, heuristics and biases, influenced by a broad range of social influences many operating subliminally. The Secret Life of Decisions is an essential read for developing and seasoned executives who have to work through increasingly complex and high stakes decisions. It treats choosing wisely and the thinking involved as a skill, which as with many other skills, can be improved with the guided practice and supporting tools provided here. The journey however starts with awareness that comes from outing the ’secret’ forces that can sabotage the quality of our decisions.

Discover the best approaches for making business decisions Today's business leaders have to face the facts—you can't separate leadership from decision making. The importance of making decisions, no matter how big or small, cannot be overstated. Decision Making For Dummies is a candid resource that helps leaders understand the impact of their choices, not only on business, but also on their credibility and reputation. Designed for managers, business owners, and anyone else who makes tough decisions on a daily basis, this guide helps you figure out if the decisions you're making are the right ones. In addition to helping you explore how to evaluate your choices, Decision Making For Dummies covers ways to receive support for decision making, delves into various decision-making styles, reviews the importance of sifting through data and information, and includes information on ways to engage others and make decisions collectively. Being in charge can be challenging, but with this guide, you don't have to go it alone. Discusses the effects of decision making and outlines the considerations that must be made to gain trust and confidence Demonstrates ways to communicate particularly sensitive decisions, and offers approaches for making bold decisions that challenge the status quo Delves into the risks and benefits of certain decisions, and shows readers the best ways to evaluate choices Outlines smart strategies for engaging others and drawing them into the decision-making process Crucial decisions need to be made every day in the business world, so there's no time to waste. Make Decision Making For Dummies your primary resource for learning to choose your actions wisely and confidently.

Who makes the important decisions in your organization? Strategy, product development, budgeting, compensation—such key decisions typically are made by company leaders. That’s what bosses are for, right? But maybe the boss isn’t the best person to make the call. That’s the conclusion Dennis Bakke came to, and he used it to build AES into a Fortune 200 global power company with 27,000 people in 27 countries. He used it again to create Imagine Schools, the largest non-profit charter-school network in the U.S. As a student at Harvard Business School, Bakke made hundreds of decisions using the case-study method. He realized two things: decision-making is the best way to develop people; and that shouldn't stop at business school. So Bakke spread decision-making throughout his organizations, fully engaging people at all levels. Today, Bakke has given thousands of people the freedom and responsibility to make decisions that matter. In The Decision Maker, a leadership fable loosely based on Bakke's experience, the New York Times bestselling author shows us how giving decisions to the people closest to the action can transform any organization. The idea is simple. The results are powerful. When leaders put real control into the hands of their people, they tap incalculable potential. The Decision Maker, destined to be a business classic, holds the key to unlocking the potential of every person in your organization.

A proven decision-making system guides readers to the rightchoice every time Make Up Your Mind provides author Hal Mooz’sproprietary system for decision making. This approach consists ofthree decision-making models, including: the Decision Type Model,which characterizes what is at stake with any decision; theDecision Solution Model, which frames the most suitablealternatives; and the Decision Judgment Model, which provides tenbases for judging alternatives, some of which may be defensible andothers that, although popular, may not be defensible to challenge.These models guide the reader's thinking to the most promisingalternatives and the best choice. A decision fit person enjoys the benefit of thinking clearlyabout decisions and their outcomes and is competent to actknowledgeably and decisively about creating the alternatives andjudging them appropriately. Become decision fit. Think clearly and act decisively on yourown decisions and help others to do the same.

This book is a guide is for school practitioners who want to know more about planning and conducting focus groups as an aid to decision-making. It emphasizes practical and cost-effective ways to ensure accurate results. After defining the focus group, chapter 1 offers ways focus groups can be used in schools and reasons for using them. Chapter 2 discusses guidelines for selecting a moderator. Chapter 3 explains how to clarify the purpose of the focus group. Chapter 4 explains how to determine which participants to include in the focus groups. Chapter 5 examines strategies for scheduling the number, location, and duration of the focus groups. Chapter 6 considers choices about recording the discussion, remunerating participants, asking for participant releases, and having an advance organizer. Chapter 7 covers all aspects of recruiting participants. Chapter 8 examines the protocol for conducting the focus groups. Chapter 9 contains guidelines for moderating the group. Chapter 10 discusses the analysis of information gained and the writing of reports. Each chapter offers examples from past focus groups and reproducible checklists of activities that must be completed, as well as samples of forms, letters, and lists. Many topics are accompanied by a summary of differing opinions from the literature. (Contains 35 references.) (RKJ)