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|All Authors / Contributors:||
Roberta Snow; Paul H Phillips
|Notes:||Na s. tyt.: Features an easy-to-use matrix for effective decision making.|
|Description:||XVI, 237 s. ; 24 cm.|
|Contents:||List of Tables and Exhibits. Acknowledgments. The Authors. Introduction. PART ONE: ABOUT DECISION MAKING. 1. The Art and Science of Decision Making: Putting Theory into Practice. What Works. What Doesn't Work. Reacting Versus Responding. Responding Versus Reacting. 2. Borrowing from Business: Due Diligence in Decision Making. What Investors Do. Defining Due Diligence. Staging Implementation to Reduce Risk. A Consistent Approach to Critical Decisions. 3. Managing Critical Decisions: The Who, What, and How. Who Decides. What Choices. How Do You Put It All Together. 4. Enter the Matrix: Introducing an Effective Tool. The Matrix: Framing the Decision. The Rows: Weighting the Due Diligence Criteria. The Columns: Scoring the Due Diligence Criteria. Using the Matrix for Binary Decisions. Using the Matrix for Choices Among Similar Options. Using the Matrix for Choices Among Dissimilar Options. PART TWO: MAKING CRITICAL DECISIONS. 5. Stage One: Feasibility. The Seductive Nature of New Ideas. Common Feasibility Decisions. The Feasibility Matrix. 6. Stage Two: Pilot. Piloting the Feasible Decision. Designing the Pilot Project. The Pilot Matrix. 7. Stage Three: Implementation. From Pilot to Implementation. A Good Implementation Plan. The Implementation Matrix. 8. Stage Four: Cutback. Dimensions of Cutting Back. The Cutback Matrix. 9. Putting the Matrix to Work. Boards of Directors. Executive Directors. Managers. Funders. Consultants. 10. The Decision-Making Guide. Assessing the Decision. Working Through the Matrix. Appendix: Staff Renewal Decisions. Notes. Further Reading. Index.|
|Responsibility:||Roberta M. Snow and Paul H. Phillips.|