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VINE VOICEon 21 March 2010
Not to decide is to decide.

Like goal setting decision making and problem solving strategies will take you a long way.

He starts by telling you how the mind functions

Chapter 2 Covers the art of effective decision making. Most people don't do enough thinking. YOu obviously have to define the objective, collect relevant information and generate feasible options.

Once you have done that you make the decision.

Most organisations I have worked for end up not making decisions because they claim that they don't have enough relevant information. They then put off making the decision because " they might make a mistake". Not only that they have seen it all before and everyone who was tried it has failed.

There are also entrenched views and we have always done it that way. They don't notice that whole swathes of the business or profession have gone bust following old ways of working. They don't seem to link these facts with themselves.

They would much rather whither away and go bust over a period of time rather than try something new.

They don't see that by making no decisions they are making a decision and no amount of information gathering is going to avoid a mistake.

Chapter 3 Is sharing decisions with others. He discusses the role of leader again this has been lacking in the organisations I have been in. They usually see their role as leader a someone who gives orders that usually conflict with their own personal behaviour.

They don't seem to see the ridiculousness of urging others to do the work they they clear off early.He gives the functions of a leader as defining the tasks, planning, briefing, controlling, evaluating. motivating, organising and providing an example.

The last one is the hardest.It means working harder than the staff and being better than them that takes application. So few leaders have that skill.

They fall down by passing the buck, taking no responsibility and doing as little as possible whilst taking all the advantages of being the boss. This does not instill any confidence in the staff.

People always remember the bad decision and pass over the good ones. we dwell on them and claim our good decisions were because we were intelligent , hardworking etc. perhaps we should take both are good and bad decisions in our stride and just keep mooing on.

It is a short book but it is dense with ideas.It is only ninety pages but there is alot in it.
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This is another little pocket-sized instant reference guide from Kogan Page that seems to hit its mark. It provides a mass of powerful information to help the reader get a handle on key decision making and problem solving techniques, whether it is refreshing one’s memory or even starting from scratch!

Checklists, case studies and exercises are used to help get one thinking and considering matters. It can also inspire to further, deeper analysis and reading into the subject. However, the main aim is to get the reader solving problems and taking informed decisions, no matter the means or the nature of the art behind it. What’s more, you can’t complain about the price of the book!

It is an interesting approach to a potentially complex subject. It is written in an easy-to-understand, open manner. Some of the simpler things can appear to be the most profound, such as the author highlighting the difference between “options” and “alternatives”, noting how one word can be misunderstood and incorrectly applied in many business settings. Think about it…

A short but sweet review for a concise, powerful little book! Highly recommended and even the experienced pro should not feel shameful by reading this “how-to” guide. Even an old dog can learn a few new tricks!
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on 9 December 2012
A very good book that is nice and simple and easy to follow, good for completing brainstorming exercises. Overall simple to use
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on 3 August 2014
Very easy to read. Provides clever ideas. A very handy reference for PAs & Secretaries
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on 18 October 2015
Good book. Arrived well
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