Wharton on Making Decisions

"This is a superb book that provides valuable insights for managers at all levels. No matter how many critical decisions we make, it is useful to be reminded of the intricacies of the process.

Author: Stephen J. Hoch

Publisher: John Wiley & Sons

ISBN: 9780471689386

Category: Business & Economics

Page: 352

View: 475

Perspectives from leaders in decision science at Wharton Organized in part through Wharton's Risk Management and Decision Processes Center, the book assembles leading researchers from Wharton's business faculty who demonstrate how to apply the latest approaches in decision-making from four perspectives: personal, managerial, negotiator, and consumer. Each chapter describes how decisions are actually made, presents the ideal scenario, and then provides practical suggestions for improvement. The subjects range from when consumers will choose variety, integrating intuition into decisions, and applying game theory and strategic decisions, to decision factors in negotiations and how choices are made about insurance and health care.

Wharton on Making Decisions

"This is a superb book that provides valuable insights for managers at all levels. No matter how many critical decisions we make, it is useful to be reminded of the intricacies of the process. Wharton on Making Decisions does just that.

Author: Stephen J. Hoch

Publisher: John Wiley & Sons Incorporated

ISBN: 9780471382478

Category: Business & Economics

Page: 339

View: 242

"Wharton on Making Decisions provides a unique blend of theory and practical experience. The authors' insights are at many times humorous, always instructive, and definitely thought provoking. This book should be recommended reading for decision makers in today's fast-moving world where alternative choices are increasing in number, complexity, and importance."-Arthur D. Collins Jr., President and COO, Medtronic, Inc. "This is a superb book that provides valuable insights for managers at all levels. No matter how many critical decisions we make, it is useful to be reminded of the intricacies of the process. Wharton on Making Decisions does just that."-Rakesh Gangwal, President and CEO, U.S. Airways "Wharton on Making Decisions takes a thorough look at the hard and soft sides of decision making-the intuitive as well as the analytical. With the frenetic pace and complexities of decision making today, this is reading that no manager should miss."-Robert S. Morrison, Chairman, President, and CEO, The Quaker Oats Company "The depth and breadth of the Wharton collection will help establish the case for the decision sciences to become a new major field of undergraduate and graduate studies at many universities (including my own at Harvard). Thanks, Wharton!" -Howard Raiffa, Frank P. Ramsey Professor of Managerial Economics Emeritus, Harvard Business School "As managers, we would be pretty disappointed if someone could give us our batting average on the decisions we make. I have no doubt this book can improve your average."-Jean-Pierre Rosso, Chairman, CNH Global N.V. "Wharton on Making Decisions offers penetrating insight into the art and science of decision making. Relevant to both business and personal life, it's a must read for any decision maker."-Alfred P. West Jr., Chairman and CEO, SEI Investments

Wharton on Managing Emerging Technologies

Strategic Management $ 18.95 USA / $ 26.99 CAN / £ 11.95 UK Praise for WHARTON ON MANAGING EMERGING TECHNOLOGIES ... E. GUNTHER was the coordinating writer for Wharton on Dynamic Competitive Strategy and Wharton on Making Decisions .

Author: George S. Day

Publisher: John Wiley & Sons

ISBN: 9780471689393

Category: Business & Economics

Page: 480

View: 785

Emerging technologies such as the Internet and biotechnology have the potential to create new industries and transform existing ones. Incumbent firms, despite their superior resources, often lose out to smaller rivals in developing emerging technologies. Why do these incumbents have so much difficulty with disruptive technologies? How can they anticipate and overcome their handicaps? Wharton on Managing Emerging Technologies presents insights, tools, and frameworks from leading busi-ness thinkers based on the research of Wharton's Emerging Technologies Management Research Program. This pioneering industry-academic partnership, established in 1994, is one of the longest and broadest initiatives on the management of emerging technologies. For the first time, this book distills the insights from the program into a single volume for managers, covering a wide range of issues related to the successful management of emerging technologies. The editors contend that managing emerging technologies represents a "different game," requiring a different set of management skills, frameworks, and strategies than those used by established firms to manage existing technologies. In this book, experts from diverse fields examine key issues such as: Common pitfalls and potential solutions for incumbent firms in managing emerging technologies Strategies for assessing the potential of new markets and designing technologies to take advantage of market "lumpiness" The need for scenario planning and "disciplined imagination" to develop strategies under uncertainty The limits of patents in protecting gains from technology, and the use of lead time and other strategies The power of innovative financial strategies and the use of real options in making investments Using alliances and new organizational forms Developing a "customized workplace" Wharton on Managing Emerging Technologies represents a powerful survival kit for managers "dropped behind the lines" of these new technologies. The authors provide a comprehensive set of tools and insights that will help you understand the new challenges and develop effective strategies to succeed at this different game. Praise for WHARTON on MANAGING EMERGING TECHNOLOGIES "New technologies are transforming markets, businesses, and society at an ever-increasing rate. We have a critical need for better road maps for managing our way through this new terrain. This book offers critical insights and useful new models for thinking through these challenges." —Professor Thomas Gerrity, Director of the Wharton e-Commerce Forum "Wharton on Managing Emerging Technologies covers the emerging technology landscape-from strategy to finance to human resources-in a way that only a group of top scholars from many disciplines could do. Insightful, accessible, and smart ideas that make for 'must reading' for thoughtful executives in today's turbulent economy. The authors prove, once again, the power of research to yield deep insight into tough business problems." —Kathleen M. Eisenhardt, Professor of Strategy and Organization, Stanford University and coauthor, Competing on the Edge: Strategy As Structured Chaos "Wharton on Managing Emerging Technologies offers valuable insight for large established companies seeking growth in a dynamic market of rapid technological advancement. The entertaining cases and thoughtful analyses help managers create strategies, select options, and organize to successfully manage the interface between imagination and knowledge." —Jerry Karabelas, PhD, CEO, Novartis Pharma AG

The Truth About Making Smart Decisions

"The Emotional Nature of Decision TradeOffs." Wharton on Making Decisions. Kunreuther, Howard, and Stephen Hoch, eds., New York: John Wiley & Sons, 2001, 1735. Truth 43 26 Huntsman, Jon. Winners Never Cheat: Everyday Values We Learned ...

Author: Robert E. Gunther

Publisher: FT Press

ISBN: 0132704110

Category: Business & Economics

Page: 208

View: 933

Praise for The Truth About Making Smart Decisions “The Truth About Making Smart Decisions offers a truly valuable and entertaining journey through the complex terrain of decision making. Robert Gunther combines a writer's gift of the pen with a keen understanding of human nature, drawing upon his own experiences, business anecdotes, and vignettes from other walks of life. His selection of traps, insights, and truths are edifying as well as amusing, and many readers will recognize themselves as he exposes our weaknesses, and occasional brilliance, as we carve the trajectory of our life one decision after the next.” Paul J. H. Schoemaker, Ph.D., coauthor of Decision Traps and Winning Decisions “Robert Gunther crystallizes years of expertise and insight in business writing into a book on probably life’s most important matter: decision making. How do you do it and how do you do it much better? He offers many tools to organize the mind and maximize your ability to be a leader and money maker.” Rick Rickertsen, Managing Partner of Pine Creek Partners and author of The Buyout Book and Sell Your Business Your Way “We make decision errors predictably, and Robert Gunther offers fifty ways of taking decisions more intelligently. The Truth About Making Smart Decisions is a concise and actionable guide for what to consider when facing critical choice points.” Michael Useem, Ph.D., Wharton Professor of Management and author of The Go Point: When It’s Time to Decide “If you think decision making is cut and dried, this book will make you think again. In The Truth About Making Smart Decisions, Robert Gunther offers challenging insights on how factors from sleep to intuition to emotions to mental models affect the quality of our decisions. He urges readers to take a broader view and raises issues that anyone should consider in making smarter decisions.” Yoram (Jerry) Wind, Ph.D., The Lauder Professor and Wharton Professor of Marketing, and coauthor of The Power of Impossible Thinking Everything you need to know to make smarter, better decisions—in business and in life! • The truth about learning from your mistakes and those of others • The truth about how sleep can help you make better decisions • The truth about the power of acting decisively This book brings together 50 powerful “truths” about making better decisions: real solutions for the tough challenges faced by every decision-maker, in business and in life. You'll discover how to systematically prepare to make better decisions...how to get the right information, without getting buried in useless data...how to minimize your risks, and then act decisively...how to handle your emotions...make better group decisions...profit from mistakes...and a whole lot more. This isn't "someone's opinion": it's a definitive, evidence-based guide to effective decision-making...a set of bedrock principles you can rely on no matter what kind of decisions you make!

The Truth About Better Decision Making Collection

"The Emotional Nature of Decision TradeOffs." Wharton on Making Decisions. Kunreuther, Howard, and Stephen Hoch, eds., New York: John Wiley & Sons, 2001, 1735. Truth 43 26 Huntsman, Jon. Winners Never Cheat: Everyday Values We Learned ...

Author: Robert E. Gunther

Publisher: FT Press

ISBN: 0133445755

Category: Business & Economics

Page: 905

View: 318

A brand new collection of state-of-the-art tools for making better business decisions… 4 authoritative books bring together hundreds of bite-size, easy-to-use techniques for optimizing every business decision, choice, interaction, and negotiation! Your decisions drive your business performance and determine your career success. Whether you’re collaborating, leading, negotiating, or persuading, those decisions must be consistently sharp – and this 4 book collection will help you sharpen every decision you make. Start with Robert Gunther’s The Truth About Making Smart Decisions: 50 powerful bite-size “truths” about making better real-world decisions when it matters most. Gunther shows how to systematically prepare to make better decisions... get the right information, without getting buried in useless data... minimize risks and then act decisively... handle emotions... make better group decisions... profit from mistakes... and much more. Next, William S. Kane focuses on the decision to change – and to lead change. In The Truth About Thriving in Change, Kane shares 49 powerful decision-making “truths” about change leadership: which skills you need most, and how to develop them... how to lead change without eroding commitment or productivity... why you must start fast, and “run before you walk”... when to persuade, when to educate, and when to “use force”... how to create the right cultural framework for successful change, and more. Next, Leigh Thompson’s The Truth About Negotiations helps you optimize every decision associated with successful negotiations. Thompson provides realistic game plans that work in any scenario, showing how to create win-win deals by leveraging carefully collected information. Learn how to prepare quickly and efficiently… handle imperfect negotiating situations… establish trust with someone you don’t yet trust… recognize when to walk away. Thompson guides through planning strategy, identifying your “best alternative to a negotiated agreement,” making the right first offer to control the process, resolving difficult disputes, and achieving the goals that matter most. Finally, in The Truth About Getting the Best From People, Second Edition, Martha Finney turns to day-to-day management decision-making, offering 60+ powerful techniques -- including new ways to persuade, manage virtual teams, overcome unconscious decision-making biases, and identify/cultivate high performers. These four books offer definitive, evidence-based principles for optimizing your decision-making throughout your entire management career! From world-renowned decision-making experts Robert E. Gunther, William S. Kane, Leigh Thompson, and Martha I. Finney

The Truth About Making Smart Decisions

This is the eBook version of the printed book. If the print book includes a CD-ROM, this content is not included within the eBook version. We tend to be somewhat risk averse as a species.

Author: Robert E. Gunther

Publisher: FT Press

ISBN: 0137002092

Category: Business & Economics

Page: 35

View: 351

This is the eBook version of the printed book. If the print book includes a CD-ROM, this content is not included within the eBook version. We tend to be somewhat risk averse as a species. We are systematic and logical, which sometimes makes us overcautious. Sure, look a decision squarely in the face. Consider it from every angle, but also focus on the intangibles that might be harder to place into a systematic equation of risks and returns. After you've done a careful analysis, step back. Maybe the crazy decision is the right one. Don't underestimate the power of deciding boldly. These essential truths help you to learn the brave way to make complex and critical decisions.

Student Companion to Edith Wharton

While making decisions about the stories to include in collections , Wharton made her first foray into writing a novel . Drawing upon her love for Italy and her understanding of its history , she wrote The Valley of Decision ( 1902 ) ...

Author: Melissa McFarland Pennell

Publisher: Greenwood Publishing Group

ISBN: 9780313317156

Category: Literary Criticism

Page: 186

View: 897

Critiques such stories as "The House of Mirth" and "Ethan Frome," while providing biographical information about this talented author.

Quality Decision Management The Heart of Effective Futures Oriented Management

Leitman, G., “Multi-criteria Decision Making and Differential Games”, Plenum Press, New York/London, 1976. 3. ... Gunther, Robert E., “Wharton on Making Decisions”, Wharton University of Pennsylvania Press, 2003. 20.

Author: E.G. Frankel

Publisher: Springer Science & Business Media

ISBN: 1402089961

Category: Technology & Engineering

Page: 110

View: 476

Over the years I have worked with or consulted for many managers throughout the world at all levels of industry and government. I have seen who succeeded, achieved goals, and made progress, and who failed or crashed. I have studied their methods of operation and their decision-making approach, as well as the range of people involved in the decision-making. I similarly personally managed large industrial and service organizations and their operations, and found that to succeed and have a content team of collaborators, decision-making had to be joint and delegated to the lowest competent and informed level. Using this approach not only improved the performance of the organization or firm, but also resulted in a more content, professional, cooperative, happy, and competent workforce. In general, people like to assume responsibility, particularly of functions with which they are intimately familiar. They enjoy the role of de- sion-maker and the use of their knowledge and experience in guiding their and related work. Delegation of decision-making not only infuses pride and conte- ment but also assures more informed, timely, and effective implementation of de- sions. It also adds to worker training and education as workers inquire, develop information and use of their own experience in improving their decision-making. Worker pride and feeling of control and involvement lead to contentment and s- isfaction which, in return, pays dividends in worker productivity, morale, retention, and resulting low turnover.

Making Decisions About Liability And Insurance

Framing, Probability Distortions, and Insurance Decisions ERIC J. JOHNSON The Wharton School, Marketing Department, University of Pennsylvania, Suite 1400, Steinberg Hall-Dietrich Hall, Philadelphia, PA 19104-6371 JOHN HERSHEY The ...

Author: Colin F. Camerer

Publisher: Springer Science & Business Media

ISBN: 9401121923

Category: Business & Economics

Page: 139

View: 401

Two related trends have created novel challenges for managing risk in the United States. The first trend is a series of dramatic changes in liability law as tort law has expanded to assign liability to defendants for reasons other than negligence. The unpredictability of future costs induced by changes in tort law may be partly responsible for the second major trend known as the `liability crisis' - the disappearance of liability protection in markets for particularly unpredictable risks. This book examines decisions people make about insurance and liability. An understanding of such decision making may help explain why the insurance crisis resulted from the new interpretations of tort law and what to do about it. The articles cover three kinds of decisions: consumer decisions to purchase insurance; insurer decisions about coverage they offer; and the decisions of the public about the liability rules they prefer, which are reflected in legislation and regulation. For each of these three kinds of decisions, normative theories such as expected utility theory can be used as benchmarks against which actual decisions are judged.

Health Care Operations Management

Wharton on making decisions. New York, NY: Wiley. Holstein, W.J. (2006, December 3). And now a syllabus for the service economy. The New York Times, p. 10. Institute of Medicine. (2006). The future of emergency care: Key findings and ...

Author: James R. Langabeer II

Publisher: Jones & Bartlett Publishers

ISBN: 1284050068

Category: Law

Page: 500

View: 348

Midwifery & Women's Health Nurse Practitioner Certification Review Guide, Third Edition is a comprehensive review designed to help midwives and women's health nurse practitioners prepare for certification exams. Based on the American Midwifery Certification Board (AMCB) and the National Certification Corporation (NCC) test blueprints, it contains nearly 1,000 questions and comprehensive rationales representing those found on the exams. Completely updated and revised with the most current evidence and practice standards, the new edition incorporates expanded content on pharmacology, pathophysiology, and diagnostic tools.Included with each new print book is an online Access Code for Navigate TestPrep, a dynamic and fully hosted online assessment tool offering hundreds of bonus questions in addition to those in the book, detailed rationales, and reporting.