Best Possible Outcome A Field Guide to Business Decision-Making and Crisis Planning
Learn how to make hard decisions in difficult situations -- and ensure a successful outcome In boardrooms and workplaces, as in war zones, there is a simple truth: leaders must make hard decisions. It's only through timely decision-making and clear, considered strategy that leaders can cut thro...
| Autor principal: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Newark :
John Wiley & Sons, Incorporated
2023.
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009811327906719 |
Tabla de Contenidos:
- Cover Page
- Title Page
- Copyright Page
- Contents
- About the Author
- Prologue
- Introduction
- Levels of disorder
- Global challenges generate local crises
- Achieving the best possible outcome
- Introduction to the BPO Standard
- Getting the most out of this book
- Pillar I The optimal mindset
- Chapter 1 Lead with a risk mindset
- Risk identification
- Analysing risk
- Likelihood rating: 'highly likely'
- Consequence rating: 'catastrophic'
- Overall risk rating: 'severe'
- Absence of a risk culture
- The value of a risk culture
- Building a risk culture in your organisation
- Risk relates to people
- Reflection activity
- Chapter 2 Ethics and calibrating your moral compass
- Training ethical decision-making
- Military ethical decision-making
- Lethal decisions
- Warning shots are not authorised
- Identify the threat
- The ethical dilemma
- Breaking rules
- How does this relate to your workplace?
- Ethical decision-making
- Reflection activity
- Chapter 3 Think, plan and lead strategically
- Establishing strategic objectives
- Reflection activity
- Chapter 4 Trust your instincts
- One we got very right
- Reflection activity
- Chapter 5 Communicate with a strong, clear voice
- Controlling the narrative
- When no one controls the narrative
- The danger of the absence of a narrative
- A strong, clear voice aligned to strategy
- Reflection activity
- Chapter 6 Leading with a clear and unbiased view
- Balancing facts to best capture reality
- Pessimism bias
- Know which way you swing
- Reflection activity
- Pillar II The right team
- Chapter 7 Observations on building teams
- Ensuring the right individuals in your team
- Leadership in the Taliban
- Promotion and employee satisfaction
- What the Taliban can teach us
- Reflection activity
- Chapter 8 The value of a cognitively diverse team.
- A cognitively diverse team
- Scenario planning
- Reflection activity
- Chapter 9 Keep your team informed and communicating
- The rose-coloured ballistic goggles from overly optimistic training
- The dangers of keeping secrets
- The magic black box
- Background of the jammers
- Withholding information damages your team
- How language is part of culture
- The language of bombs
- Cliques and elites
- Reflection activity
- Chapter 10 Stay ahead of the competition
- New technology on the battlefield
- Powerful explosives matched with commercial, off-the-shelf technology
- Coalition military response
- The key to agility is often simplicity
- Not the end of it
- Reflection activity
- Chapter 11 Promote a resilient team
- Building a succession culture
- The importance of stable leadership
- A true succession culture
- A long-term resilient team
- Acting as trained, but processing personally
- Supporting your team following trauma
- Reflection activity
- Chapter 12 Stress test your plan
- Military planning
- Lessons for business leaders
- Reflection activity
- Chapter 13 Expect the unexpected
- Process and performance
- Train your team for the unexpected
- Reflection activity
- Pillar III The BPO Method
- Chapter 14 Understand and prepare for uncertainty
- Preparing your organisation to respond in the face of adversity
- The OODA Loop: what a fighter pilot can teach us about decision-making
- Decision-making
- Cut through the emotion
- When to call a crisis meeting
- Reflection activity
- Chapter 15 Battle preparation
- Time management
- Your command team: have you got the right people in the room?
- Key command roles: who does what?
- The General
- The Staff Officer
- The Sergeant
- The command post
- Reflection activity
- Chapter 16 Observe your competitive environment
- Once the flag goes up.
- Facts and updates
- Assumptions
- Reflection activity
- Chapter 17 Orient your team
- Scenario planning
- Military intelligence process
- A case study
- Most likely scenario
- Worst-case scenario
- Set strategic objectives
- Strategising in a dynamic environment
- Reflection activity
- Chapter 18 Making decisions in a crisis
- Action planning and allocation of responsibilities
- Wargaming
- Make sure words are backed up by actions
- Schedule next meeting and confirm deliverables
- Meeting adjourned!
- Reflection activity
- Chapter 19 Execute the plan, monitor the battle, reflect and regroup
- Stand down: what to do when things calm down
- After-action reviews
- Find opportunities to reflect and regroup
- Reflection activity
- Epilogue
- Acknowledgements
- EULA.
