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Drawing on more than two decades of research into 400 strategic decisions, Paul Nutt shows the startling scale of decision failure, examines the reasons why decisions fail and turn into public debacles, and shows how to improve the chance of being successful when making a decision. Fifteen infamous decision debacles are presented in detail and used to illustrate the causes of failure and remedies. Nutt translates his decades of award-winning research into practical terms that managers can use to improve their own decision-making practices. Paul Nutt tells fascinating, never before published stories of infamous public debacles and shows why those decisions failed. And he tells managers in practical terms how to avoid the same blunders and traps.
About the Author
Paul C. Nutt is a professor of Management Sciences and Public Policy and Management in the Fisher College of Business at Ohio State University. He is the author of six previous books on transformation, leadership, strategic management, planning, decision-making, evaluation, reengineering, and related topics.
Drawing on more than two decades of research into 400 strategic decisions, Paul Nutt shows the startling scale of decision failure, examines the reasons why decisions fail and turn into public debacles, and shows how to improve the chance of being successful when making a decision. Fifteen infamous decision debacles are presented in detail and used to illustrate the causes of failure and remedies. Nutt translates his decades of award-winning research into practical terms that managers can use to improve their own decision-making practices. Paul Nutt tells fascinating, never before published stories of infamous public debacles and shows why those decisions failed. And he tells managers in practical terms how to avoid the same blunders and traps.
About the Author
Paul C. Nutt is a professor of Management Sciences and Public Policy and Management in the Fisher College of Business at Ohio State University. He is the author of six previous books on transformation, leadership, strategic management, planning, decision-making, evaluation, reengineering, and related topics.
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The overpriced and rarely visited Millennium Dome in London and Firestone's botched tire recall spotlight decision debacles. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
The overpriced and rarely visited Millennium Dome in London and Firestone's botched tire recall spotlight decision debacles. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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