Why Decisions Fail

Avoiding the Blunders and Traps That Lead to Debacles

Paul Nutt (Author)

Publication date: 07/10/2002

Why Decisions Fail
  • Tells the stories behind the stories of such famous debacles as EuroDisney, Barings Bank, Ford Pinto, the Waco siege, and the Challenger tragedy
  • Shows how to avoid the most common blunders and traps that lead to disaster
  • Offers lessons about what works, what doesn't, and why from a twenty-year study of 400 decisions
  • Speaks to managers by dealing with decisions that they must confront on a daily basis

* Tells the stories behind the stories of such famous debacles as EuroDisney, Barings Bank, Ford Pinto, the Waco siege, and the Challenger tragedy

* Shows how to avoid the most common blunders and traps that lead to disaster

* Offers lessons about what works, what doesn't, and why from a twenty-year study of 400 decisions

* Speaks to managers by dealing with decisions that they must confront on a daily basis

Based on 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.

  • Tells the stories behind the stories of such famous debacles as EuroDisney, Barings Bank, Ford Pinto, the Waco siege, and the Challenger tragedy
  • Shows how to avoid the most common blunders and traps that lead to disaster
  • Offers lessons about what works, what doesn't, and why from a twenty-year study of 400 decisions
  • Speaks to managers by dealing with decisions that they must confront on a daily basis

Read more and meet author below



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Overview

  • Tells the stories behind the stories of such famous debacles as EuroDisney, Barings Bank, Ford Pinto, the Waco siege, and the Challenger tragedy
  • Shows how to avoid the most common blunders and traps that lead to disaster
  • Offers lessons about what works, what doesn't, and why from a twenty-year study of 400 decisions
  • Speaks to managers by dealing with decisions that they must confront on a daily basis

* Tells the stories behind the stories of such famous debacles as EuroDisney, Barings Bank, Ford Pinto, the Waco siege, and the Challenger tragedy

* Shows how to avoid the most common blunders and traps that lead to disaster

* Offers lessons about what works, what doesn't, and why from a twenty-year study of 400 decisions

* Speaks to managers by dealing with decisions that they must confront on a daily basis

Based on 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.

  • Tells the stories behind the stories of such famous debacles as EuroDisney, Barings Bank, Ford Pinto, the Waco siege, and the Challenger tragedy
  • Shows how to avoid the most common blunders and traps that lead to disaster
  • Offers lessons about what works, what doesn't, and why from a twenty-year study of 400 decisions
  • Speaks to managers by dealing with decisions that they must confront on a daily basis

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Meet the Author


Visit Author Page - Paul Nutt

Paul C. Nutt is a professor of Management Sciences in the Fisher College of Business at The Ohio State University and at Strathclyde University in Glasgoe UK. He is the author of eight previous books on transformation, leadership, strategic management, planning, decision making, evaluation, re-engineering, and related topics, including Making Tough Decisions and Hand book of Decision Making. For more information, please visit http://fisher.osu.edu.mgtsci/faculty/nutt/.

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Table of Contents



Preface

The Decision Debacles

Chapter 1: Blunders that Launch a Decision Debacle

Chapter 2: Traps that Catch Decision Makers

Chapter 3: Decision-Making Processes Prone to Success and Failure

Chapter 4: Traps in Failing to Lead the Effort with Agreed-Upon Claims

Chapter 5: The Traps in Unmanaged Social and Political Forces

Chapter 6: Traps in Misleading Directions

Chapter 7:
Traps in Limited Search and No Innovation

Chapter 8:
The Traps in Misusing Evaluation

Chapter 9: Ethical Traps

Chapter 10: Learning Traps

Chapter 11: The Lessons – Avoiding the Blunders and Traps

Appendix 1: The Decision-Making Research Project
Appendix 2: Estimating Risk
Appendix 3: Citations for Debacles

Endorsements



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