Ebook The Decision Book: 50 Models for Strategic Thinking, by Mikael Krogerus, Roman Tschäppeler
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The Decision Book: 50 Models for Strategic Thinking, by Mikael Krogerus, Roman Tschäppeler
Ebook The Decision Book: 50 Models for Strategic Thinking, by Mikael Krogerus, Roman Tschäppeler
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A short, sharp guide to tackling life’s biggest challenges: understanding ourselves and making the right choices.
Every day offers moments of decision, from what to eat for lunch to how to settle a dispute with a colleague. Still larger questions loom: How can I motivate my team? How can I work more efficiently? What is the long tail anyway?Whether you’re a newly minted MBA, a chronic second-guesser, or just someone eager for a new vantage point, The Decision Book presents fifty models for better structuring, and subsequently understanding, life’s steady challenges. Interactive and thought-provoking, this illustrated workbook offers succinct summaries of popular strategies, including the Rubber Band Model for dilemmas with many directions, the Personal Performance Model to test whether to change jobs, and the Black Swan Model to illustrate why experience doesn’t guarantee wisdom. Packed with familiar tools like the Pareto Principle, the Prisoner’s Dilemma, and an unusual exercise inspired by Warren Buffet, The Decision Book is the ideal reference for flexible thinkers. 58 illustrations
- Sales Rank: #20936 in Books
- Brand: Brand: W. W. Norton Company
- Published on: 2012-01-30
- Original language: English
- Number of items: 1
- Dimensions: 7.30" h x .70" w x 4.70" l, .45 pounds
- Binding: Hardcover
- 176 pages
- Used Book in Good Condition
Review
New-year stimuli to anyone who manages anything - even just their desk. Independent A handy primer for anyone keen to tackle problems in a different way. Director
About the Author
Mikael Krogerus is an editor with Das Magazin, the weekly supplement to Switzerland’s biggest newspaper.
Roman Tsch�ppeler is a designer and creative producer.
Most helpful customer reviews
102 of 109 people found the following review helpful.
How to......models
By Caufrier Frederic
This small sized book (173 pages) covers a set of models that could fall under decision making tools (if you use a broad spectrum for that definition that is).
The models get placed under 4 basic questions:
1) How to improve yourself
2) How to understand yourself
3) How to understand others better
4) How to improve others
Some models are well known and broadly used, some are lesser known, some disappoint and some are nice surprises.
This book is a very fast read and really stripped down to the basics. The models are explained in single page format, followed up with an illustration. So as long as you don't expect detailed explanations on the models, you will love this one.
Interesting!
Contents
Instruction for use
How to improve yourself
- The Eisenhower matrix: How to work more efficiently
- The SWOT analysis: How to find the right solution
- The BCG box: How to evaluate costs and benefits
- The project portfolio matrix: How to maintain an overview
- The John Whitmore model: Am I pursuing the right goal?
- The rubber band model: How to deal with a dilemma
- The feedback model: Dealing with other's people's compliments and criticism
- The family tree model: The contacts you should maintain
- The morphological box and SCAMPER: Why you have to be structured to be creative
- The Esquire gift model: How much to spend on gifts
- The consequences model: Why it is important to make decisions promptly
- The conflict resolution model: How to resolve a conflict elegantly
- The crossroads model: So what next?
How to understand yourself
- The flow model: What makes you happy?
- The Johari window: What others know about you
- The cognitive dissonance model: Why people smoke when they know it's unhealthy
- The music matrix: What your taste in music says about you
- The unimaginable model: What do you believe in that you cannot prove?
- The Uffe Elbaek model: How to get to know yourself
- The fashion model: How we dress
- The energy model: Are you living in the here and now?
- The SuperMemo model: How to remember everything you have ever learned
- The political compass: What political parties stand for (UK model)
- The personal performance model: How to recognize whether you should change your job
- The making-of model: To determine your future, first understand your past
- The personal potential trap: Why it is better not to expect anything
- The hype cycle: how to identify the next big thing
- The subtle signals model: What your friends say about you
- The superficial knowledge model: Everything you don't need to know
How to understand others better
- The Swiss cheese model: How mistakes happen
- The Maslow pyramids: What you actually need, what you actually want
- Thinking outside the box: How to come up with brilliant ideas
- The Sinus Milieu and Bourdieu models: Where you belong
- The double-loop learning model: How to learn from your mistakes
- The AI model: What kind of discussion type are you?
- The small-world model: How small the world actually is
- The Pareto principle: Why 80 per cent of the output is achieved with 20 per cent of the input
- The long-tail model: How the internet is transforming the economy
- The Monte Carlo simulation: Why we can only approximate a definitive outcome
- The black swan model: Why your experiences don't make you any wiser
- The chasm - the diffusion model: Why everybody has an iPod
- The black box model: Why faith is replacing knowledge
- The status model: How to recognize a winner
- The prisoner's dilemma: When is it worth trusting someone?
How to improve others
- The Drexler-Sibbet team performance model: How to turn a group into a team
- The team model: Is your team up to the job?
- The gap-in-the-market model: How to recognize a bankable idea
- The Hersey-Blanchard model (situational leadership): how to successfully manage your employees
- The role-playing model: How to change your own point of view
- The result optimization model: Why the printer always breaks down just before a deadline
- The world's next top model
Now it is your turn
- Drawing lesson 1
- Drawing lesson 2
- My models
Appendix
- Bibliography
- Illustration credits
- Final note
- Thanks
- The authors
44 of 45 people found the following review helpful.
An unusual and helpful survey
By W
Stumbled on this little book at the MIT Coop. I've been an analyst and strategic thinker for 25+ years, but have never seen a survey like this that covers so much territory so succinctly. It's a great overview to lots of the common conceptual frameworks used by decision analysts. It's not going to tell you enough to employ most of these techniques, but it does have enough info to point the user towards the right kind of tools for various kinds of problems. Just flipping through it as you contemplate a challenging problem should get neurons firing. My only criticism is that a lot of the examples are drawn from personal decisions, as opposed to corporate or pol-mil examples. Many of these models are applicable to those areas as well (or in fact were invented in those spheres).
71 of 84 people found the following review helpful.
Unrealized Expectations
By Robert G. Barker
To be fair, my two-star rating may be overly harsh based on your different expectations of the book.
In working with CEOs and management teams, a well-developed graphic model often spurs creative thoughts that lead to new insights and solutions. Graphic frameworks also lead to clearer interaction and more engagement. The subtitle "50 Models for Strategic Thinking" sounded directly applicable to my management consulting. What I hoped to find were good examples and expositions of proven frameworks, along with new frameworks not yet encountered.
What I found instead were models mostly concerned with personal growth, and much of the writing was superficial. The section on Festinger's cognitive dissonance theory, for example, exhibited a shallow understanding of its key points. Writing on the well-understood and useful SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis failed to identify influences as internal versus external, and helpful versus harmful. The graphic in the Wikipedia definition of SWOT is better, suggesting that the authors spent very little time researching their work.
Finally, to their credit, the authors encourage the reader to develop his/her own models. Sadly, though, the advice they offer is so imprecise and elementary as to be useless.
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