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Why decisions fail : avoiding the blunders and traps that lead to debacles

Author: Paul C Nutt
Publisher: Princeton, N.J. : Recording for the Blind & Dyslexic, 2003.
Edition/Format:   Audiobook on CD : CD audio : English
Summary:
[This book] analyzes ... the chains of blunders and bad judgments that led to fifteen legendary debacles, including the Firestone tire recall, EuroDisney, and Quaker's failed acquisition of Snapple. In each case, [the author] pinpoints exactly how and where the decision-making process went wrong and shows what managers in any organization can learn from these monumental fiascoes. Based on his analysis of 400  Read more...
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Material Type: Audio book, etc.
Document Type: Sound Recording
All Authors / Contributors: Paul C Nutt
OCLC Number: 51720803
Notes: Originally published: San Francisco, CA : Berrett-Koehler Publishers, ©2002. 1st ed.
Description: 1 audio disc : digital, mono ; 4 3/4 in.
Contents: Blunders that launch a decision debacle --
Traps that catch decision makers --
Decision-making processes prone to success and failure --
Traps in failing to lead the effort with agreed-upon claims --
Traps in unmanaged social and political forces --
Traps in misleading directions --
Traps in limited search and no innovation --
Traps in misusing evaluation --
Ethical traps --
Learning traps --
Lessons, avoiding the blunders and traps --
Appendixes: Decision-making research project; Estimating risk; Citations for the debacles.
Responsibility: Paul C. Nutt.

Abstract:

[This book] analyzes ... the chains of blunders and bad judgments that led to fifteen legendary debacles, including the Firestone tire recall, EuroDisney, and Quaker's failed acquisition of Snapple. In each case, [the author] pinpoints exactly how and where the decision-making process went wrong and shows what managers in any organization can learn from these monumental fiascoes. Based on his analysis of 400 strategic decisions made by top managers in areas such as products and services, pricing and markets, personnel policy, technology acquisition, and strategic reorganization, [the author] estimates that two-thirds of all decisions are based on failure-prone or questionable tactics. He uses the fifteen monumental decision-making disasters to illustrate the potential consequences of these common tactical errors and traps ... He then details successful alternative approaches to decision-making.-Back cover.

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