Synopses & Reviews
Why Decisions Fail critiques 15 infamously bad decisions that became public debacles. The author examines how these mistakes could have been avoided and explains how any organization's decision-making process can be improved to prevent such failures.
Author 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 failureprone or questionable tactics. He identifies these key errors and suggests alternatives that have proven successful.
Synopsis
Nutt critiques 15 infamously bad decisions that became public debacles and offers business lessons based on decades of real-world research.
Synopsis
Based on the his analysis of 400 strategic decisions made by top managers in areas such as products and services, pricing and markets, personnel policy, technology acquisition, and strategic reorganization, Nutt estimates that two-thirds of all decisions are based on failure-prone or questionable tactics. He uses the fifteen monumental decision-making disasters to illustrate the potential consequences of these common tactical errors and traps and then details successful alternative decision-making approaches.
Why Decisions Fail translates decades of award-winning research into practical terms that managers can use to improve their own decision-making practices.