This last chapter takes a look at the major lessons that distinguish what this book argues from what is proffered by the conventional wisdom on decision making. It is useful at this point to recall its subtitle: Decision Making That Accounts for Irrationality, People, and Constraints. I do not see irrationality, people, and constraints as impediments to good decision making. Instead, I see them as lying at the heart of the decision-making process when dealing with decisions of consequence, and that is my message.
What I write here is quite different from what you encounter in other decision-making books. During the two years that I immersed myself in the decision-making literature to prepare this book, I was surprised to discover ...