From the Eisenhower Matrix to the SWOT analysis, these models provide a variety of approaches to decision-making, allowing readers to choose the ones that work best for them. It’s a challenging read and an indispensable resource to help readers develop self-reflection, clarify their values, and ultimately make the choice that is most “right” to them. In 'The Decision Book,' Krogerus and Tschäppeler offer 50 different models for strategic thinking, each designed to help readers make better decisions. Also following the series style, there are good maps (generally at the brigade or division. Similar to other books in the series, this one breaks crucial decisions into the strategic (three), operational (four), tactical (eight), and personnel (one) categories. It presents a path to understanding your own subjectivity, and how your morals, ethics, and responsibilities affect how leaders make the most important decisions.ĭifficult Decisions is ideal for executives, managers, and business leaders to examine their own intuition and navigate the most conflicted choices they make. This is a solid addition to the growing library of Civil War 'Decisions' volumes. 'We are free to choose our paths, but we cant choose the consequences that come with them.' Sean Covey. Ultimately, what we decide has the potential to shape our day, year, and even our destinies. In Difficult Decisions: How Leaders Make the Right Call with Insight, Integrity, and Empathy, leadership expert and CEO of YSC Consulting, Eric Pliner, delivers a set of practical tools for readers to make sense of these complex, subjective decisions quickly and with integrity. Whether you are faced with decisions momentous or trivial, how you go about resolving everyday dilemmas will definitely affect your level of satisfaction in. Decisions Decisions Do you ever have a hard time making decisions We have regular cola, cola classic, diet cola, caffeine free cola, cherry cola. 'We all make choices, but in the end, our choices make us.' Ken Levine. That’s why the toughest choices are left to the leaders, and that’s why formulas won’t answer them. What do you do when the algorithm doesn’t have the answer?Ĭountless tools and frameworks claim to make decisions objective and bias-free. But in reality, the defining decisions that leaders face are complex ones with subjective information sources and conflicting courses of action.
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