book

Decision Quality

by Carl Spetzler, Hannah Winter, Jennifer Meyer

March 2016

Intermediate to advanced

256 pages

6h 1m

English

Wiley

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Decision Quality: A Framework for Better DecisionsDecision Skills Can Be LearnedDecisions versus OutcomesKey Points to RememberEndnotes
The Appropriate FrameCreative AlternativesRelevant and Reliable InformationClear Values and TradeoffsSound ReasoningCommitment to ActionJudging the Quality of a DecisionKey Points to RememberEndnotes
Declaring the Need for a DecisionSetting the Decision AgendaUnderstanding the Destination of Decision QualityAvoiding Decision Traps and BiasesDesigning the Decision Process through DiagnosisTailoring to Fit the DecisionKey Points to RememberEndnotes

A Friday Afternoon DilemmaThe Key Components of a FrameFraming the Friday Afternoon DilemmaAn Extended Example: The House DecisionDeveloping an Appropriate FrameThe Decision Hierarchy: A Tool for FramingThings that Can Go WrongJudging the Quality of a Decision FrameKey Points to RememberEndnotes
Characteristics of Good AlternativesThe Strategy Table: A Tool for Defining AlternativesThings That Can Go WrongJudging the Quality of AlternativesKey Points to RememberEndnotes
Information from a Decision PerspectiveAn Extended Example: Michael's Job ChoiceStructuring the Relevant Information in a DecisionThe Decision Tree: A Tool for Structuring a DecisionWhat Is Reliable?Things That Can Go WrongJudging the Quality of InformationKey Points to RememberEndnotes
Values and Tradeoffs for DecisionsMichael's Values and TradeoffsValues in a Business ContextMaking Tradeoffs in Business DecisionsThings That Can Go WrongJudging the Quality of ValuesKey Points to RememberEndnotes
Reasoning for Michael's Job DecisionReasoning in More Complex DecisionsThe Relevance Diagram: A Tool for Structuring Complex DecisionsThe Decision Model: A Tool for Analyzing Complex DecisionsThe Tornado Diagram: A Tool for Displaying the Relevance of InformationFlying Bars: A Tool for Displaying Overall UncertaintyThings That Can Go WrongWhen to Get Help with ReasoningThe Power of Iterating from a Simple StartJudging the Quality of ReasoningKey Points to RememberEndnotes
Two Mindsets: Decision and ActionCommitment through Participation and OwnershipConscious CommitmentThings That Can Go WrongJudging the Quality of Commitment to ActionKey Points to Remember
Mechanisms of the MindProtection of MindsetPersonality and HabitsFaulty ReasoningAutomatic Associations and Relative ThinkingSocial InfluencesSumming UpEndnotes
DQ and MegabiasesMegabias #1: Narrow FramingMegabias #2: The Illusion of DQMegabias #3: The Agreement TrapMegabias #4: The Comfort Zone MegabiasMegabias #5: The Advocacy/Approval MythGeneral Guidelines for Avoiding MegabiasesEndnotes
The Dialogue Decision ProcessFour Phases of DialogueEvery Decision Situation Is DifferentAdvantages of the DDP
The DQ Appraisal Cycle: Iterating Our Way to DQThe DQ Appraisal Cycle in Action: Robin's Career CrossroadsSumming Up
Getting Started on the Unleaded DecisionSeeking Greater Clarity on the Key UncertaintyCompeting ReportsThe Bottom LineDecades of Experience in Improving ValueEndnote
Organizational DQThe Components of ODQReaching ODQChevron's Journey to ODQTaking the First StepEndnote
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Content preview from Decision Quality

Decision Quality

Value Creation fromBetter Business Decisions

Carl Spetzler | Hannah Winter | Jennifer Meyer

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Publisher Resources

ISBN: 9781119144670Purchase book