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- Herausgeber: Business Book Summaries
- Kategorie: Lebensstil
- Sprache: Englisch
The must-read summary of Sydney Finkelstein, Jo Whitehead and Andrew Campbell's book: "Think Again: Why Good Leaders Make Bad Decisions and How to Keep it from Happening to You".
This complete summary of the ideas from Sydney Finkelstein, Jo Whitehead and Andrew Campbell's book "Think Again" shows that even smart and highly experienced leaders can sometimes make appallingly bad decisions which have catastrophic consequences for their organisations. In their book, the authors demonstrate that there are four conditions under which flawed thinking on the part of leaders is likely to happen. To avoid these situations arising in your own organisation, the authors offer safeguards you should consider putting in place.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your knowledge
To learn more, read "Think Again" and make sure you know how to avoid making bad business decisions.
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Seitenzahl: 34
Veröffentlichungsjahr: 2014
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Book Presentation: Think Againby Sydney Finkelstein,Jo Whitehead and Andrew Campbell
Book Abstract
About the Author
Important Note About This Ebook
Summary of Think Again (Sydney Finkelstein, Jo Whitehead and Andrew Campbell)
1. How leaders generally end up making decisions
2. Why decisions sometimes go wrong
3. How to avoid bad decisions
Book Presentation: Think Againby Sydney Finkelstein,Jo Whitehead and Andrew Campbell
Book Abstract
Main Idea
Even smart and highly experienced leaders can sometimes make appallingly bad decisions which have catastrophic consequences for their organizations. When you analyze what’s going on, you’ll find there are four conditions under which flawed thinking on the part of leaders is likely to happen:
When leaders have misleading experiences which seem similar to the current situation but in reality are not.When leaders have made previous decisions which they incorrectly assume can also be applied to the new situation.When leaders have personal interests at stake which clouds their thinking.When leaders have some kind of emotional attachments which unbalance their thinking.To avoid these situations arising in your own organization, there are four safeguards you should consider putting in place:
Provide decision makers with better data – and insist all decisions should be fact based.Encourage group debate about decisions – so a leader personal biases can be countered and balanced.Set up a governance team – which must independently approve all proposals submitted by the decision team.Monitor and track the progress of the decision – record and publicize the actual results of each decision made.“We believe that it is possible to design some form of safeguard for almost any situation where red flags exist. Of course, we cannot protect all decisions. But careful thought about safeguards can dramatically reduce the number of bad decisions. We are suggesting that decision processes need to be tailored to the red flags that might distort the situation. The elaborate processes that are part of the standard way of making decisions often generate a bureaucratic environment that breeds disrespect for the process. In our view, the standard process should be light, reducing cost and building respect. Safeguards should then be added to the process as needed for particular decisions.”
– Sydney Finkelstein, Jo Whitehead and Andrew Campbell
About the Author
SYDNEY FINKELSTEIN is professor of management at Dartmouth College’s school of business. He teaches courses on leadership and strategy. Dr. Finkelstein, a graduate of Concordia University, London School of Economics and Columbia University, is the author of nine books and more than sixty articles.
JO WHITEHEAD is a director of Ashridge Strategic Management Center, a business management research company. He specializes in studying strategic decision making. Dr. Whitehead previously worked for the Boston Consulting Group and as an assistant professor at London Business School. He is a graduate of Cambridge University, Harvard Business School and London Business School.
ANDREW CAMPBELL is also a director of Ashridge Strategic Management Center where he directs research projects and runs management programs. Prior to joining Ashridge, Mr. Whitehead was a Fellow at London Business School’s Centre for Business Strategy and also worked for McKinsey & Co. He is the author often books and numerous articles in the business press. Mr. Campbell is a graduate of Edinburgh University and Harvard Business School.
The Web site for this book is atwww.thinkagain-book.com.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of Think Again (Sydney Finkelstein, Jo Whitehead and Andrew Campbell)
1. How leaders generally end up making decisions
