I found it to apply to life and business in general, and the authors do a good job of not overselling the theory or their posited solutions.
The remedies that they propose are grounded and properly couched in the traps that lie in the variability inherent in all decisions. In essence, the worst thing that can happen isn't what you don't kno I wish that I could give 4. In essence, the worst thing that can happen isn't what you don't know, but "something you know for sure that just isn't true". So the authors focus on misleading experiences, judgements, attachments, and incentives. Definitely worth a read. There was a little more neuro in the text than I thought was necessary.
It could have been put in an appendix. But the neuro behind decision theory is fascinating stuff. Jan 29, Charles Tuite rated it it was amazing. This was a really well-done book, with a lot of in-depth analysis. The one knock is that it may have done more to illustrate the downstream effects of the bad decisions ro emphasize why it is important to pay attention and learn from it. It might be good to This was a really well-done book, with a lot of in-depth analysis.
It might be good to revisit the principal figures and companies in a "Where are they now?
Jun 15, Stephen rated it it was amazing. Do you belong to an organization?
This book gives many examples from business, government, and military on how skilled experienced leaders made costly blunders. That alone is entertaining while reading this book. The book also explains four major types of red flags that can signal a potential bad decision.
And explains four major types of safeguards that will cause leaders to "think again" and Do you belong to an organization? And explains four major types of safeguards that will cause leaders to "think again" and catch early or prevent most mistakes before they are costly or disasters. Jun 26, Alberto Lopez rated it really liked it.
Although I had a tremendously difficult time engaging with most of the book, I thankfully found the very last section worth the wait. The quality of the content is top notch throughout, it was just one of those that is hard to click with. But as I said, the wrap up made it all a great book to have read. Safeguards for decisions Red flags for decisions Biases for decision making. Aug 28, Kimberly White rated it liked it.
Not bad, and often kind of interesting. A little "corporate workshop" sometimes for my taste.
Good book on decision making. It will make you more self aware on how you make decisions.
Anders Brabaek rated it really liked it Dec 22, Ml rated it liked it Sep 13, Cristian Dobre rated it really liked it Oct 13, Book Calendar rated it really liked it Dec 22, Cesar Palerm rated it it was amazing Jan 17, Why do smart and experienced leaders make flawed, even catastrophic, decisions?
Why do people keep believing they have made the right choice, even when disastrous result stare them in the face? Think Again shows how our brains can mislead us. The shortcuts our brains have learned to take over millennia of evolution help us most of the time. But, under certain conditions, they can derail our decision making.
Think Again offers a powerful model for identifying when we are at risk — the red flags to watch for — and how we can design safeguards to help us make good decisions. Using examples from business, politics, and history, Think Again deconstructs bad decisions, as they unfolded in real time, to show how you can avoid the same fate.
Good leaders make bad decisions.
Here's how you can keep your own judgment clear. article, companies will avoid many Leaders make quick decisions by recognizing patterns in . what's going on using pattern recognition, and . All three are coauthors of Think Again: . Think Again: Why Good Leaders Make Bad Decisions and How to Keep It From Happening to You.
Even great leaders can make bad decisions. US President Kennedy is famous for his blunder over the Bay of Pigs; President Hoover failed to inflate the economy after the great crash of Paul Wolfowitz, the former US Deputy Secretary of Defence, was asked to resign as president of the World Bank because of a pay settlement related to his partner, who also worked at the bank. Nearly 10 years later, Daimler was forced to virtually give Chrysler away in a private equity deal.
Interview on Fox Business News , February 12, [video]. And how can you be sure you're making the right decision--without the benefit of hindsight? Very insightful book on decision making. US President Kennedy is famous for his blunder over the Bay of Pigs; President Hoover failed to inflate the economy after the great crash of In essence, the worst thing that can happen isn't what you don't know, but "something you know for sure that just isn't true". Open Preview See a Problem?
As losses mounted, he was forced to sell the car division for a tenth of the billions he had invested. The company is now history. Richard Fuld refused to accept the consequences of the worsening credit crisis and consider a sale of Lehman until it was too late.