Why decisions fail
avoiding the blunders and traps that lead to debacles
by Paul C. Nutt
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Why decisions fail critiques 15 infamously bad decisions that became public debacles. Including the Firestone tire recall and Quakers failed acquisition of Snapple, the author examines how these mistakes could have been avoided and explains how any organizations decision-making process can be improved to prevent such failures. Paul Nutt began by looking at 400 decisions made by top managers involving such topics as products and services, pricing and markets, personnel policy, technology acquisition, and strategic reorganization. Analyzing how each decision was made, he determined that two out of three decisions were based on failure-prone or questionable tactics. He identifies these key errors and suggests alternatives that have proven successful.
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Subjects
Decision making, Management, Besluitvorming, Prise de décision| Edition | Availability |
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1
Why decisions fail: avoiding the blunders and traps that lead to debacles
2002, Berrett-Koehler Publishers
in English
- 1st ed.
1576751503 9781576751503
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2
Why Decisions Fail
July 15, 2002, Berrett-Koehler Publishers
Paperback
in English
- 1 edition
1576751503 9781576751503
|
zzzz
Libraries near you:
WorldCat
|
Book Details
Table of Contents
Edition Notes
Includes bibliographical references (p. 305-318) and index.
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| December 13, 2019 | Edited by MARC Bot | import existing book |
| December 3, 2010 | Edited by Open Library Bot | Added subjects from MARC records. |
| April 28, 2010 | Edited by Open Library Bot | Linked existing covers to the work. |
| December 10, 2009 | Created by WorkBot | add works page |