The little book of big decision models : the 70 most useful models to help you say yes or no /: the 70 most useful models to help you say yes or no. (2015)

• Record Type: Book
• Further Information: Note: Jim McGrath.
• Authors: McGrath, James, 1952-
• Contents: Chapter 1 - The principles of decision making Introduction Model 1: Townsend's rules of decision making Model 2: The McNamara fallacy - The vital information that decision makers ignore Model 3: Using quantitative (hard) and qualitative (soft) data in decision making Model 4: Kreiner and Christensen the consequence model Model 5: Tenenbaum and Schmid's decision making spectrum Model 6: Roger and Blenko's rapid decision making model Model 7: Cognitive mapping - understanding how your colleagues think Model 8: Tacit knowledge and decision making Model 9: The standard decision making model Conclusion Chapter 2 - Using data in decision making Introduction Model 10: The Pareto principle and the important vital few Model 11: Lewin's force field analysis of the support and opposition to a decision Model 12: Scenario analysis and charting possible futures Model 13: Delphic forecasting and how to firm up predictions Model 14: Johnson, Scholes and Wittingham mapping stakeholder's reactions Model 15: Egan's shadow side model - dealing with the politics of decisions Model 16: The SCAMPER model and finding creative solutions Model 17: De Bono's six thinking hats - generating different perspectives Conclusions Chapter 3 - Enhancing your decision making skills Intrduction Model 18: The Eisenhower principle and the delegation of decisions Model 19: The feedback and criticism grid Model 20: Learning to think outside the box Model 21: Goleman: Using emotional intelligence to make better decisions Model 22: Sumantra and Bruch reclaiming your job Conclusion Chapter 4 - Decisions models about you Introduction Model 23: Christensen's strategy for a happy life Model 24: The making – of you model and how your past influences the present Model 25: The rubber band model - what holds you back and pulls you forward? Model 26: The crossroads model and which road to follow next Model 27: The personal performance model and job satisfaction Model 28: Csikzenmihalyi's flow model and the joy of working in 'the zone' Model 29: Maslow's Pyramids - what you want and what you need Model 30: The Euffe Elbaek model - a guide to your personality Model 31: Johari windows - a guide to your personality Model 32: The personal potential trap and how to avoid becoming a prisoner of other peoples' expectations Model 33: Your attitude to risk Conclusion Chapter 5 - Decision Models about other people Introduction Model 34: Goffee and Jones - why should anyone be led by you? Model 35: Hersey and Blanchard's situational leadership model Model 36: Manzoni and Barsoux - how managers set staff up to fail Model 37: Denseraeu, Graen and Haga - how managers set staff up to succeed Model 38: Herzberg's motivation and hygiene theory - choosing the right carrots Model 39: The feedback sandwich - delivering negative feedback Model 40: McGregor's features of effective and ineffective teams Model 41: The team model - building a well balanced team Conclusion Cha.
• Publisher Details: Boston Harlow : Pearson
• Publication Date: 2015
• Extent: 1 online resource, illustrations
• Subjects: 658.4033; Decision making -- Mathematical models; Decision Support Techniques; Prise de décision -- Modèles mathématiques; Decision making -- Mathematical models; Electronic books
• Languages: English
• ISBNs: 9781292098388; 1292098384
• Related ISBNs: 9781292098364
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.