Go Big Or Go Home Alternatives
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Decision Quality
Add value with every decision using a simple yet powerful framework Few things are as valuable in business, and in life, as the ability to make good decisions. Can you imagine how much more rewarding your life and your business would be if every decision you made were the best it could be? Decision Quality empowers you to make the best possible choice and get more of what you truly want from every decision. Dr. Carl Spetzler is a leader in the field of decision science and has worked with organizations across industries to improve their decision-making capabilities. He and his co-authors, all experienced consultants and educators in this field, show you how to frame a problem or opportunity, create a set of attractive alternatives, identify relevant uncertain information, clarify the values that are important in the decision, apply tools of analysis, and develop buy-in among stakeholders. Their straightforward approach is elegantly simple, yet practical and powerful. It can be applied to all types of decisions. Our business and our personal lives are marked by a stream of decisions. Some are small. Some are large. Some are life-altering or strategic. How well we make those decisions truly matters. This book gives you a framework and thinking tools that will help you to improve the odds of getting more of what you value from every choice. You will learn: The six requirements for decision quality, and how to apply them The difference between a good decision and a good outcome Why a decision can only be as good as the best of the available alternatives Methods for making both "significant" and strategic decisions The mental traps that undermine decision quality and how to avoid them How to deal with uncertainty—a factor in every important choice How to judge the quality of a decision at the time you're making it How organizations have benefited from building quality into their decisions. Many people are satisfied with 'good enough' when making important decisions. This book provides a method that will take you and your co-workers beyond 'good enough' to true Decision Quality.
WOUNDED EAGLE
Author: Frederick H. Hartmann
language: en
Publisher: Xlibris Corporation
Release Date: 2011-01-10
Two terms, closely related, are often used as synonyms but it is important to keep the distinction between them always in mind. The meaning of “national security” is clear enough—it means how safe are we as a nation? It is not always easy to give an accurate answer to that question but we know what we are trying to assess. “National strategy,” on the other hand, refers to how we seek to be secure. It frequently is the subject of great, continuous, and emotional debate and little about it can be taken for granted. This book examines the security of the United States from the perspective of the strategy we have followed at various times. Because if things are not working out right, it will be because our ideas about how to be secure, and what we need to do about it, need adjusting. In the aftermath of our wounding experience in Vietnam, the second war with Iraq, and the later phase of the Afghanistan War, we are at a point where we seriously need to consider that we have been doing wrong. Embarking on a war is always a very risky thing. If a nation is attacked, it has little option; it must either respond with force or surrender. But going to war is often a matter of choice. No decision a nation can make compares in importance with this one. It is not just that war inevitably brings destruction and bloodshed in its train. War turns individual lives upside down. For the nation as a whole it means facing the sobering fact that whatever ability you previously had to unilaterally control your national fate, is now abandoned. You have entered a very dicey partnership to inflict mutual destruction. No matter if you have a neat set of war plans which are designed to get you in the fighting where you want to go at minimum cost. Your enemy will have other plans, and they will enter into and distort the equation. So the most important consideration when making the decision to go to war is to be as absolutely sure as you can be that you really need to do it. “Is this war really necessary?” should be printed at the top of all congressional and White House stationery. It is the prime question to which all analyses of national security must be addressed from the perspective of grand strategy. It might be supposed that so solemn a decision as that of going to war would only be taken after much thought and examination both of alternatives and of the likely course of events, given a range of scenarios. Nothing could be farther from the actuality. That is emphatically not how the United States goes to war. Obviously, for anyone to question whether war is really necessary or even desirable requires a cool head in a time when the discussion is highly likely to be very heated. Yet if rational considerations are abandoned, we get whatever comes of it, good, bad, or worse. That there are rational considerations for judging the desirability and feasibility of a war should not be doubted, just because they are so often not taken seriously or fully into account. We shall have much to say about what they are as we go on. A second obvious (but easily overlooked) consideration is to have some plan for ending a war, once begun. When the leaders of the Japanese government decided in mid-1941 that war with the United States was inevitable, they planned the Pearl Harbor attack. While from America’s point of view it was a sneak and unprovoked attack, from a military point of view it was a brilliant initial move. But the Japanese did not have the resources to invade the continental United States and subdue it. So, having begun well, the Japanese had no real hopes of achieving the aims that had inspired the attack. Unless they could count on America’s nerves and will being so undermined by the Pearl Harbor attack that the United States would seek a negotiated peace. If they had initially done a careful assessment of the American character and history, they would have quickly realized that the United States was not likely
GO BIG
How do we rein in the power of Big Tech? How do we tackle the climate crisis? How can all of us play a part in making change happen? For the past four years, Ed Miliband has been discovering and interviewing brilliant people all around the world who are successfully tackling the biggest problems we face, transforming communities and pioneering global movements. Go Big draws on the most imaginative and ambitious of these ideas to provide a vision for the kind of society we need. A better world is possible; the solutions are out there. We can all make a difference. We just need to know where to look - and have the courage to think big. Go Big shows us how. 'Enthralling' PHILIP PULLMAN 'Such a hopeful book' ELIZABETH DAY 'Should be the rallying cry of progressives around the world' RUTGER BREGMAN