Decision quality value creation from better business decisions
"Add value with every decision using a simple yet powerful framework Few things are as valuable in business, and in life, as the ability to make good decisions. Can you imagine how much more rewarding your life and your business would be if every decision you made were the best it could be? Dec...
| Other Authors: | , , |
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| Format: | eBook |
| Language: | Inglés |
| Published: |
Hoboken, New Jersey :
Wiley
2016.
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| Edition: | 1st ed |
| Series: | THEi Wiley ebooks.
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| Subjects: | |
| See on Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009849133406719 |
Table of Contents:
- Decision Quality: Value Creation from Better Business Decisions; Contents; Acknowledgments; Preface; Part I: The Decision Quality Framework; 1: The Power of Decisions; Decision Quality: A Framework for Better Decisions; Decision Skills Can Be Learned; Decisions versus Outcomes; Key Points to Remember; Endnotes; 2: The Requirements for Decision Quality; The Appropriate Frame; Creative Alternatives; Relevant and Reliable Information; Clear Values and Tradeoffs; Sound Reasoning; Commitment to Action; Judging the Quality of a Decision; Key Points to Remember; Endnotes
- 3: Getting to Decision QualityDeclaring the Need for a Decision; Setting the Decision Agenda; Understanding the Destination of Decision Quality; Avoiding Decision Traps and Biases; Designing the Decision Process through Diagnosis; Magnitude; Organizational and Analytical Complexity; Content Challenge; Likely Decision Traps; Tailoring to Fit the Decision; Key Points to Remember; Endnotes; Part II: The Six Requirements for DQ; 4: The Appropriate Frame; A Friday Afternoon Dilemma; The Key Components of a Frame; Purpose; Perspective; Scope; Framing the Friday Afternoon Dilemma
- An Extended Example: The House DecisionDeveloping an Appropriate Frame; The Decision Hierarchy: A Tool for Framing; Things that Can Go Wrong; Judging the Quality of a Decision Frame; Key Points to Remember; Endnotes; 5: Creative Alternatives; Characteristics of Good Alternatives; The Strategy Table: A Tool for Defining Alternatives; Things That Can Go Wrong; Judging the Quality of Alternatives; Key Points to Remember; Endnotes; 6: Relevant and Reliable Information; Information from a Decision Perspective; An Extended Example: Michael's Job Choice
- Structuring the Relevant Information in a DecisionThe Decision Tree: A Tool for Structuring a Decision; What Is Reliable?; Things That Can Go Wrong; Judging the Quality of Information; Key Points to Remember; Endnotes; 7: Clear Values and Tradeoffs; Values and Tradeoffs for Decisions; Michael's Values and Tradeoffs; Values in a Business Context; Making Tradeoffs in Business Decisions; Step 1: Substitute Equivalent Monetary Amounts for Intangible Values; Step 2: Substitute Present Equivalent for Cash Flows Over Time; Step 3A: Substitute Expected Value for Uncertain Outcomes
- Step 3B: If Needed, Use Risk Appetite to Calculate Certain EquivalentsThings That Can Go Wrong; Judging the Quality of Values; Key Points to Remember; Endnotes; 8: Sound Reasoning; Reasoning for Michael's Job Decision; Reasoning in More Complex Decisions; The Relevance Diagram: A Tool for Structuring Complex Decisions; The Decision Model: A Tool for Analyzing Complex Decisions; The Tornado Diagram: A Tool for Displaying the Relevance of Information; Flying Bars: A Tool for Displaying Overall Uncertainty; Things That Can Go Wrong; When to Get Help with Reasoning
- The Power of Iterating from a Simple Start
