MARC record from Internet Archive

LEADER: 04666cam 22008054a 4500
001 ocm56085820
003 OCoLC
005 20200503194537.0
008 040727s2004 mauab b 001 0 eng
010 $a 2004017441
040 $aDLC$beng$cDLC$dUKM$dC#P$dGHG$dBAKER$dNLGGC$dIG#$dYDXCP$dOCLCQ$dBTCTA$dLVB$dOCLCG$dUBC$dDEBBG$dOCL$dOCLCQ$dTUU$dBDX$dOCLCF$dOCLCO$dOCLCQ$dOCL$dOCLCQ$dCSJ$dOCLCO$dMUX$dOCLCQ$dCCH$dCPO$dUKMGB$dOCLCQ$dOCLCO$dOCLCA$dVYM$dOCLCO$dCNCLB$dNZWGA$dOCLCO
015 $aGBA459715$2bnb
016 7 $a012971805$2Uk
019 $a74811587$a1022711104
020 $a1591391784$q(alk. paper)
020 $a9781591391784$q(alk. paper)
035 $a(OCoLC)56085820$z(OCoLC)74811587$z(OCoLC)1022711104
042 $apcc
050 00 $aHV551.2$b.B39 2004
082 00 $a363.34/7$222
084 $a85.05$2bcl
084 $aD035$2clc
084 $aX4$2clc
100 1 $aBazerman, Max H.
245 10 $aPredictable surprises :$bthe disasters you should have seen coming, and how to prevent them /$cMax H. Bazerman, Michael D. Watkins.
260 $aBoston :$bHarvard Business School Press,$c℗♭2004.
300 $axiv, 317 pages :$billustrations, map ;$c24 cm.
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
490 1 $aLeadership for the common good
504 $aIncludes bibliographical references (pages 299-300) and index.
505 0 $aWhat is a predictable surprise? A preview -- pt. 1. Prototypes of predictable surprises. September 11 : the costs of ignoring a predictable surprise -- The collapse of Enron and the failure of auditor independence -- pt. 2. Why don't we act on what we know? Cognitive roots : the role of human biases -- Organizational roots : the role of institutional failures -- Political roots : the role of special-interest groups -- pt. 3. Preventing predictable surprises. Recognition : identifying emerging threats earlier -- Prioritization : focusing on the right problems -- Mobilization : building support for preventative action -- Future predictable surprises.
520 1 $a"9/11 was preceded by a stream of warning signs in the years and months leading up to the disaster. Yet when the attacks occurred, leaders at every level were taken by surprise." "Predictable Surprises goes beyond simply assigning blame to explore why leaders so often miss or ignore impending disasters and what they can do to prevent them. Through detailed and riveting accounts of the events, missed signals, and ignored warnings leading up to 9/11, the fall of Enron, and other high-profile disasters, Bazerman and Watkins explain the cognitive, organizational, and political biases that make predictable surprises so common, and outline proactive steps leaders can take to overcome them."--Jacket.
650 0 $aEmergency management.
650 6 $aCatastrophes$xPre vision.
650 6 $aGestion des situations d'urgence.
650 7 $aEmergency management.$2fast$0(OCoLC)fst00908500
650 7 $aFru hwarnsystem$2gnd
650 7 $aMissmanagement$2gnd
650 7 $aPra vention$2gnd
650 7 $aUnternehmenskrise$2gnd
650 17 $aRampen.$2gtt
650 17 $aPreventie.$2gtt
650 17 $aLeidinggeven.$2gtt
655 4 $aBook
700 1 $aWatkins, Michael,$d1956-
830 0 $aLeadership for the common good.
856 41 $3Table of contents$uhttp://catdir.loc.gov/catdir/toc/ecip0420/2004017441.html
856 41 $3Table of contents$uhttp://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=016074874&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
856 41 $3Table of contents$uhttp://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016074874&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
856 42 $zTable of contents$uhttp://catdir.loc.gov/catdir/toc/ecip0420/2004017441.html
856 42 $uhttp://catdir.loc.gov/catdir/toc/ecip0420/2004017441.html$zTable of contents
938 $aBaker & Taylor$bBKTY$c27.50$d20.63$i1591391784$n0004459582$sactive
938 $aBrodart$bBROD$n01939955$c$27.50
938 $aBaker and Taylor$bBTCP$nBK0007434098
938 $aIngram$bINGR$n9781591391784
938 $aYBP Library Services$bYANK$n2104606
029 1 $aAU@$b000026094465
029 1 $aAU@$b000027574913
029 1 $aDEBBG$bBV022869746
029 1 $aIG#$b1591391784
029 1 $aIG#$b9781591391784
029 1 $aNZ1$b1185844
029 1 $aNZ1$b8707542
029 1 $aUKMGB$b012971805
029 1 $aUNITY$b02005582X
029 1 $aYDXCP$b2104606
994 $aZ0$bP4A
948 $hHELD BY P4A - 827 OTHER HOLDINGS