Creating Great Choices
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Creating Great Choices
Author: Jennifer Riel
language: en
Publisher: Harvard Business Press
Release Date: 2017-08-29
"The rarest of business books that teaches decision makers how to think, not what to think." - Malcolm Gladwell When it comes to our hardest choices, it can seem as though making trade-offs is inevitable. But what about those crucial times when accepting the obvious trade-off just isn't good enough? What do we do when the choices in front of us don't get us what we need? Rather than choosing the least worst option, Creating Great Choices offers a model that guides you towards a new and superior answer... integrative thinking. First introduced by world-renowned strategic thinker Roger Martin in The Opposable Mind, integrative thinking is an approach to problem solving that uses opposing ideas as the basis for innovation. Now, in Creating Great Choices, Martin and his longtime thinking partner Jennifer Riel vividly illustrate how integrative thinking works, and how to do it. The book includes fresh stories of successful integrative thinkers that will demystify the process of creative problem solving, as well as practical tools and exercises to help readers engage with the ideas. And it lays out the authors' four-step methodology for creating great choices, which can be applied in virtually any context. The result is a replicable, thoughtful approach to finding a "third and better way" to make important choices in the face of unacceptable trade‐offs. Insightful and instructive, Creating Great Choices blends storytelling, theory, and hands-on advice to help any leader or manager facing a tough choice.
Decisive
The New York Times-bestselling authors of Switch and Made to Stick offer a fascinating tour through the workings of our minds to reveal how to make smarter decisions. Research in psychology has revealed that our decisions are disrupted by an array of biases and irrationalities. We're overconfident. We seek out information that supports us and downplay information that doesn't. We get distracted by short-term emotions. When it comes to making choices, our brains are flawed instruments. So, how can we do better? In Decisive, Chip and Dan Heath draw on cutting-edge psychological research to introduce a four-step process designed to counteract these biases. They reveal how we can stop the cycle of agonizing over our decisions, how can we make group decisions without destructive politics, and how to ensure that we don't overlook precious opportunities to change our course. Along the way, they demonstrate how relatively easy it is to avoid the pitfalls and find the best answers. Written in a compulsively readable style, Decisive takes us on a tour from a rock star's ingenious decision-making trick, to a CEO's disastrous acquisition, to a single question that can often resolve thorny personal decisions, in order to offer fresh strategies and practical tools that will enable you to make better choices. Because the right decision, at the right moment, can make all the difference.
Great by Choice
THE NEW QUESTION Ten years after the worldwide bestseller Good to Great, Jim Collins returns with another groundbreaking work, this time to ask: Why do some companies thrive in uncertainty, even chaos, and others do not? Based on nine years of research, buttressed by rigorous analysis and infused with engaging stories, Collins and his colleague, Morten Hansen, enumerate the principles for building a truly great enterprise in unpredictable, tumultuous, and fast-moving times. THE NEW STUDY Great by Choice distinguishes itself from Collins's prior work by its focus not just on performance, but also on the type of unstable environments faced by leaders today. With a team of more than twenty researchers, Collins and Hansen studied companies that rose to greatness - beating their industry indexes by a minimum of ten times over fifteen years - in environments characterized by big forces and rapid shifts that leaders could not predict or control. The research team then contrasted these "10X companies" to a carefully selected set of comparison companies that failed to achieve greatness in similarly extreme environments. THE NEW FINDINGS The study results were full of provocative surprises. Such as: * The best leaders were not more risk taking, more visionary, and more creative than the comparisons; they were more disciplined, more empirical, and more paranoid. * Innovation by itself turns out not to be the trump card in a chaotic and uncertain world; more important is the ability to scale innovation, to blend creativity with discipline. * Following the belief that leading in a "fast world" always requires "fast decisions" and "fast action" is a good way to get killed. * The great companies changed less in reaction to a radically changing world than the comparison companies. The authors challenge conventional wisdom with thought-provoking, sticky, and supremely practical concepts. They include 10Xers; the 20 Mile March; Fire Bullets then Cannonballs; Leading above the Death Line; Zoom Out, Then Zoom In; and the SMaC Recipe. Finally, in the last chapter, Collins and Hansen present their most provocative and original analysis: defining, quantifying, and studying the role of luck. The great companies and the leaders who built them were not luckier than the comparisons, but they did get a higher Return on Luck. This book is classic Collins: contrarian, data driven, and uplifting. He and Hansen show convincingly that, even in a chaotic and uncertain world, greatness happens by choice, not by chance.