Winner of best smart thinking book 2022 (Business Book Awards) Guardian best books of 2021 'Original, thought-provoking and a joy to read' Tim Harford 'Highly recommended. It's not easy to become (more of) a scout, but it's hard not to be inspired by this book' Rutger Bregman When it comes to what we believe, humans see what they want to see. In other words, we have what Julia Galef calls a 'soldier' mindset. From tribalism and wishful thinking, to rationalising in our personal lives and everything in between, we are driven to defend the ideas we most want to believe - and shoot down those we don't. But if we want to get things right more often we should train ourselves to think more like a scout. Unlike the soldier, a scout's goal isn't to defend one side over the other. It's to go out, survey the territory, and come back with as accurate a map as possible. Regardless of what they hope to be the case, above all, the scout wants to know what's actually true. In The Scout Mindset, Galef shows that what makes scouts better at getting things right isn't that they're smarter or more knowledgeable than everyone else. It's a handful of emotional skills, habits, and ways of looking at the world - which anyone can learn. With fascinating examples ranging from how to survive being stranded in the middle of the ocean, to how Jeff Bezos avoids overconfidence, to how superforecasters outperform CIA operatives, to Reddit threads and modern partisan politics, Galef explores why our brains deceive us and what we can do to change the way we think. 'With insights that are both sharp and actionable, The Scout Mindset picks up where Predictably Irrational left off. Reading it will teach you to think more clearly, see yourself more accurately, and be wrong a little less often' Adam Grant

Envision this scenario: An industrial manufacturer is breaking itself in three, and its board chair asks you, the chief financial officer, to step up to the helm of one of the spin-offs. You will take charge of everything, from plant operations and product marketing to human resources and governance practices. Are you ready to lead? In The Leader's Checklist, 10th Anniversary Edition: 16 Mission-Critical Principles, world-renowned leadership expert and Wharton professor Michael Useem shows you how to lead through any challenge-and shares how ITT's Denise Ramos did just that when she encountered this situation. In this illuminating guide, Useem offers a Leader's Checklist that will help you develop your ability to make good and timely decisions in unpredictable and stressful environments-for those moments when leadership really matters. To illustrate the principles, Useem examines where leaders go right-and wrong. He looks at:How Ramos, the former CEO of ITT, turned around the once-struggling enterprise; How AIG's tone-deaf response to the tumultuous events of the global financial crisis left the company vulnerable to one of the greatest corporate collapses in business history; andHow Virginia Rometty, the former executive chair of IBM, acquired and integrated a cloud-computing company to help turn around IBM's fortunes. Based on Useem's own research experience and an array of leadership investigators, thinkers, and practitioners, The Leader's Checklist offers actionable insights you can put into practice as a leader today.

'The book is a much needed foundation into current scholarship on the practice and logic of team formation and function in entrepreneurial situations. The book offers both in-depth and comprehensive views of theory on entrepreneurial teams, as well as examples of current research. I am particularly impressed with the insights offered through a disciplined focus on the contextual aspects of entrepreneurial teams.' - William B. Gartner, Copenhagen Business School, Denmark and California Lutheran University, US In recent years there has been an increasing body of evidence suggesting that firms founded by entrepreneurial teams are more likely to achieve fast growth than firms founded by lone actors. This Research HandbookM explores the position of entrepreneurial teams within existing literature and challenges current perspectives through a diverse range of research lenses. Research Handbook on Entrepreneurial Teams expands the boundaries of entrepreneurship literature by examining essential issues such as formation, structuring, deep-level diversity and emergent states. The chapters also consider different contexts of application and investigate under-researched topics such as entrepreneurial teams within indigenous communities, ethnically diverse groups and women entrepreneurs. This comprehensive Research Handbook offers a wide range of research methodologies, perspectives and insights that will appeal to scholars, practitioners and entrepreneurs alike. Contributors include: H.E. Aldrich, C. Ben-Hafaiedh, M. Brettel, G. Campopiano, L. Cassia, L.M. Cloutier, T.M. Cooney, S. Cueille, J.P. De Borst, A. Discua Cruz, F. Dufays, E. Hadjielias, M. Henare, C. Howorth, B. Huybrechts, M.K. Kihiko, P.H. Kim, M.W. Kinoti, J.-F. Lalonde, J. Levie, B. Lythberg, R. Mauer, T. Minola, A. Nicholson, G. Recasens, S. Schoss, D. Vredenburgh, C. Woods, W. Zhou

"Risk or uncertainty assessments are used as aids to decision making in nearly every aspect of business, education, and government. As a follow-up to the author's bestselling Risk Assessment and Decision Making in Business and Industry: A Practical Guide, Risk Modeling for Determining Value and Decision Making presents comprehensive examples of risk/uncertainty analyses from a broad range of applications. Decision/option selection

Dive inside this textbook for an accessible guide to the discipline of public services. Perfect for students, it offers a comprehensive account of core public service topics and explains the fundamental elements of working in the public services. Outlining their role in the welfare state, it explores the policies, providers and legalities shaping the context in which public services operate. Students will study concepts of organisational change, strategy, management, leadership and funding, and engage with timely discussions around contemporary public issues such as equality, sustainability and climate change. Key features to support student learning include: * objectives at the beginning of each chapter; * case studies and examples; * end of chapter summaries; * reflective questions; * further reading recommendations and resources. Bringing together authors with expertise in politics and public policy, social policy and law, this book is essential reading for everybody studying public services.

The instant New York Times bestseller! * One of Behavioral Scientist's Notable Books of 2021 "Emily Oster dives into the data on parenting issues, cuts through the clutter, and gives families the bottom line to help them make better decisions." -Good Morning America "A targeted mini-MBA program designed to help moms and dads establish best practices for day-to-day operations." -The Washington Post From the bestselling author of Expecting Better and Cribsheet, the next step in data driven parenting from economist Emily Oster. In The Family Firm, Brown professor of economics and mom of two Emily Oster offers a classic business school framework for data-driven parents to think more deliberately about the key issues of the elementary years: school, health, extracurricular activities, and more. Unlike the hourly challenges of infant parenting, the big questions in this age come up less frequently. But we live with the consequences of our decisions for much longer. What's the right kind of school and at what age should a particular kid start? How do you encourage a healthy diet? Should kids play a sport and how seriously? How do you think smartly about encouraging children's independence? Along with these bigger questions, Oster investigates how to navigate the complexity of day-to-day family logistics. Making these decisions is less about finding the specific answer and more about taking the right approach. Parents of this age are often still working in baby mode, which is to say, under stress and on the fly. That is a classic management problem, and Oster takes a page from her time as a business school professor at the University of Chicago to show us that thoughtful business process can help smooth out tough family decisions. The Family Firm is a smart and winning guide to how to think clearly--and with less ambient stress--about the key decisions of the elementary school years. Parenting is a full-time job. It's time we start treating it like one.

An economy low in carbon and high in life satisfaction will require thousands, if not millions of exceptional leaders. This book is the first to bring together sustainability knowledge with the leadership skills and tools to help you become one of those leaders. In it you will find everything you need to get started straight away, and to grow your effectiveness, even in a world that remains perversely intent on the opposite. Whether you are new to the whole idea of sustainability, or reasonably well informed but not entirely confident about what to do for the best, this guide will help you 'do' sustainability. Free of checklists and policy recommendations, the focus is on you, and on developing your capacity to identify the right thing to do wherever you are and whatever your circumstances. This is essential reading for those in or aspiring to sustainability-literate leadership, and a must for all those teaching leadership and management.

Todays business leaders have much in common with President Kennedy. They face monumental decisions in unpredictable times; their actions have implications far beyond their own organizations; and they are judged mercilessly and incessantly by both their constituents and the media. Professionals, then, would do well to study the leadership traits that made Kennedy one of the most respected, beloved, and influential world leaders in modern history. John F. Kennedy on Leadership analyzes what made Kennedy, both before and during his Presidency, a unique and dominant force who would serve as the standard by which future leaders would be judged. Readers will learn the value of: * Planning and decision making: Consult widely, then act. * Crisis management: Dont let events manage you. * Building a team: Find your own "Bobby." * Independence: Dont follow the crowd. * Mistakes: Learn from them and move on. This timely (and timeless) book will be of interest to anyone involved in leadership.

This book demonstrates the theoretical value and practical significance of systems science and its logic of thinking by presenting a rigorously developed foundation-a tool for intuitive reasoning, which is supported by both theory and empirical evidence, as well as practical applications in business decision making. Following a foundation of general systems theory, the book presents an applied method to intuitively learn system-sciences fundamentals. The third and final part examines applications of the yoyo model and the theoretical results developed earlier within the context of problems facing business decision makers by organically combining methods of traditional science, the first dimension of science, with those of systems science, the second dimension, as argued by George Klir in the 1990s. This text would benefit graduate students, researchers, or practitioners in the areas of mathematics, systems science or engineering, economics, and business decision science.

Evidence-Based Decision-Making: How to Leverage Available Data and Avoid Cognitive Biases examines how a wide range of factual evidence, primarily derived from a variety of data available to organizations, can be used to improve the quality of business decision-making, by helping decision makers circumvent the various cognitive biases that adversely impact how we all think. The book is built on the following premise: During the past decade, the new 'data world' emerged, in which the rush to develop competencies around business analytics and data science can be characterized as nothing less than the new commercial arms race. The ever-expanding volume and variety of data are well known, as are the great advances in data processing/analytics, data visualization, and related information production-focused capabilities. Yet, comparatively little effort has been devoted to how the informational products of business analytics and data science are 'consumed' or used in the organizational decision-making processes, as the available evidence shows that only some of that information is used to drive some business decisions some of the time. Evidence-Based Decision-Making details an explicit process describing how the universe of available and applicable evidence, which includes organizational and other data, industry benchmarks, scientific studies, and professional experience, can be assessed, amalgamated, and funneled into an objective driver of key business decisions. Introducing key concepts in relation to data and evidence, and the history of evidence-based management, this new and extremely topical book will be essential reading for researchers and students of data analytics as well as those working in the private and public sectors, and in the voluntary sector.

In this age of Big Data and analytics, knowledge gained through experiential learning and intuition may be taking a back seat to analytics. However, the use of intuition should not be underestimated and should play an important role in the decision process. How Well Do Executives Trust Their Intuition covers the Fulbright research study conducted by this international team of editors. The main question of their investigation is: How well do executives trust their intuition? In other words, do they typically prefer intuition over analysis and analytics. And equally importantly, what types of intuition may be most favorable looking at different variables? The research utilizes survey and biometrics approaches with C-level executives from Canada, U.S., Poland, and Italy. In addition, the book contains chapters from leading executives in industry, academia, and government. Their insights provide examples of how their intuition enabled key decisions that they made. This book covers such topics as: Using intuition How gender, experience, role, industry, and country affect intuition Trust and intuition in management Trusting intuition It's a matter of heart Leadership intuition and the future of work Creating an intuitive awareness for executives Improvisation and instinct. The book explores how executives can use intuition to guide decision making. It also explains how to trust intuition-based decisions. How Well Do Executives Trust Their Intuition is a timely and prescient reminder in this age of data-driven analytics that human insight, instinct, and intuition should also play key roles.

Primer on Risk Analysis: Decision Making Under Uncertainty, Second Edition lays out the tasks of risk analysis in a straightforward, conceptual manner, tackling the question, "What is risk analysis?" Distilling the common principles of many risk dialects into serviceable definitions, it provides a foundation for the practice of risk management and decision making under uncertainty for professionals from all disciplines. New in this edition is an expanded risk management emphasis that includes an overview chapter on enterprise risk management and a chapter on decision making under uncertainty designed to help decision makers use the results of risk analysis in practical ways to improve decisions and their outcomes. This book will empower you to enter the world of risk management in your own domain of expertise by providing you with practical, insightful, useful and adaptable knowledge of risk analysis science including risk management, risk assessment, and risk communication. Features: Answers the fundamental question, "What is Risk Analysis?" Presents the tasks of risk management, risk assessment, and risk communication in a straightforward, conceptual manner Responds to the continuing evolution of risk science and addresses the language of risk as it continues to evolve Expands the risk management emphasis with a new chapter to serve private industry and a growing public sector interest in the growing practice of enterprise risk management Includes a new chapter on decision making under uncertainty provides practical guidance and ideas for using risk science to improve decisions and their outcomes Features an expanded set of examples of the risk process that demonstrate the growing applications of risk analysis This book is suitable for executives, professionals and students who seek a fundamental understanding of risk management, risk assessment, and risk communication. A more detailed examination of this topic, suitable for practitioners from any discipline as well as students and professionals who aspire to become experts in the practice of risk analysis science, is found in Principles of Risk Analysis: Decision Making Under Uncertainty, Second Edition, ISBN: 978-1-138-47820-6.

Decision Analysis for Management Judgment is unique in its breadth of coverage of decision analysis methods. It covers both the psychological problems that are associated with unaided managerial decision making and the decision analysis methods designed to overcome them. It is presented and explained in a clear, straightforward manner without using mathematical notation. This latest edition has been fully revised and updated and includes a number of changes to reflect the latest developments in the field.

The subject of "design thinking" is the rage at business schools, throughout corporations, and increasingly in the popular press-due in large part to the work of IDEO, a leading design firm, and its celebrated CEO, Tim Brown, who uses this book to show how the techniques and strategies of design belong at every level of business. The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities. Change by Design explains design thinking, the collaborative process by which the designer's sensibilities and methods are employed to match people's needs, not only with what is technically feasible, but what is viable to the bottom line. Design thinking converts need into demand. It's a human-centered approach to problem solving that helps people and organizations become more innovative and more creative. Introduced a decade ago, the concept of design thinking remains popular at business schools, throughout corporations, and increasingly in the popular press-due in large part to work of IDEO, the undisputed world leading strategy, innovation, and design firm headed by Tim Brown. As he makes clear in this visionary guide-now updated with addition material, including new case studies, and a new introduction-design thinking is not just applicable to so-called creative industries or people who work in the design field. It's a methodology that has been used by organizations such as Kaiser Permanente, to increase the quality of patient care by re-examining the ways that their nurses manage shift change, or Kraft, to rethink supply chain management. Change by Design is not a book by designers for designers; it is a book for creative leaders seeking to infuse design thinking into every level of an organization, product, or service to drive new alternatives for business and society.

The U.S. Marine Corps doesn't create an elite force simply by barking orders at underlings or demanding grueling rounds of laps. Rather, the Corps is the master of in-depth training, nonstop motivating, and world-class leadership. For more than 200 years, the Marines have excelled at a task that every business leader knows is critical: inspiring the "troops" to take initiative, accept responsibility, and truly want to go that extra mile.

Semper fidelis -- Latin for "always faithful" -- is both the motto of the USMC and the inspiration for this book's unique approach to corporate leadership. Written by two former Marines who are now successful businessmen, Semper Fi goes behind the scenes to pinpoint what works for the USMC. It then applies those strategies to the competitive world of business, showing you how to create a training and management culture that brings out the best in all your employees.

You'll discover hundreds of time-tested tips and innovative strategies, including these:
-- Recruiting -- Look for the kinds of qualities the Marines search out, then let your training programs do the rest. Honesty, determination, and the cheerful acceptance of stress is often more valuable to your company than grade-point averages or years of "related experience".
-- Basic Training -- The consequences of poor training can be as fatal in business as on the battlefield. Beef up your training efforts with intensive programs for everyone in your organization. And reward top performers in each department with highly prestigious "tours of duty" as corporate instructors.
-- Leading the Rank and File -- The Marines can't tolerate proprietary secrets between its members, and neithershould you. Instead, foster a "no secrets" environment where knowledge is shared among employees. You can implement "Team Player of the Month" awards and promote top team players as well as top producers.
-- Leading the Mission -- In business or on the battlefield, few events are more disastrous than a sudden loss of leadership. Learn how to avoid a vacuum at the top by preparing your subordinates for two jobs -- theirs and yours.
-- Leading the Organization -- The Corps understands that morale is not proportionally linked to increased amenities. In the corporate world, CEOs should realize that the best employees are often less concerned with perks and more concerned with belonging to a great company.
-- Leading to Victory -- Cultivate a "culture of courage" by rewarding acts of bravery, such as taking an ethical stand against the use of insider information or stepping outside the chain of command to address a potential product flaw.

For all the differences between the armed services and the profit-driven corporation, they share a key goal: to create a high-performance organization filled with committed, motivated leaders, all the way through the ranks. Semper Fi is an evocative and ingenious guide for making that goal a reality.

Businesses often find themselves trapped in a competitive dogfight, scratching and clawing for market share with products consumers view as largely undifferentiated. Conventional wisdom suggests that dogfights are to be expected as marketplaces mature, giving rise to the notion that there are "bad" industries where it is unlikely that any company can succeed. But there are notable exceptions in which enlightened executives have changed the rules to grasp the holy grail of business: long-term profitable growth. Rather than joining the dogfights raging within their industry, companies such as Apple, FedEx, and Starbucks have chosen to become metaphorical cats, continuously renewing their distinctive strategies to compete on their own terms. In If You're in a Dogfight, Become a Cat, Leonard Sherman draws on four decades of experience in management consulting, venture capital, and teaching business strategy at Columbia Business School to share practical advice on two of the most vexing issues facing business executives: why is it so hard to achieve long-term profitable growth, and what can companies do to break away from the pack? Sherman takes the reader on a provocative journey through the building blocks of business strategy by challenging conventional wisdom on a number of questions that will redefine management best practices: * What should be the overarching purpose of your business?* Do you really know what your strategy is?* Is there such a thing as a bad industry?* Where do great ideas come from and how do I find them?* What makes products meaningfully different?* What makes and breaks great brands?* How and when should I disrupt my own company?* What are the imperatives to achieving long-term profitable growth? Filled with dozens of illustrative examples of inspiring successes and dispiriting falls from grace, this book provides deep insights on how to become the cat in a dogfight, whether you are a CEO, mid-level manager, aspiring business school student, or curious observer interested in achieving sustained profitable growth.

John C. Maxwell breaks down the personal characteristics necessary for becoming an effective team player. Leadership expert John C. Maxwell follows his bestselling The 17 Indisputable Laws of Teamwork with this powerfully succinct companion book. Stating that great team players are developed from the inside out, Maxwell identifies the seventeen qualities that make up an in-demand team player while outlining how to embody those qualities. In The 17 Essential Qualities of a Team Player, Maxwell outlines the successes of team players who have been: Intentional - making every action count toward a long-term goal Relational - focused on others Selfless - willing to take a subordinate role for the sake of the team Tenacious - hardworking and optimistic in the face of setbacks This instructional resource shows how these qualities, among many others, impact the team and its success. If you want to have a better team, you have to develop better players. The 17 Essential Qualities of a Team Player is not feel-good platitudes and abstract thinking, but concrete actions designed to improve the value of every team player.

This book, originally published in 1996, develops a model of information gathering for small businesses. Whilst all small business owners gather and process some information, the quality and types of information gathered is limited. Size and resource constraints force small business owners to make difficult decisions related to the research that they conduct. The model developed in this book is tested in part through a study of the information gathering practices of small owners/managers in the landscaping industry in Wisconsin, USA.

A breakthrough in management thinking, "weird ideas" can

help every organization achieve a balance between sustaining performance and fostering new ideas. To succeed, you need to be both conventional "and" weird.

Hire misfits

Pursue the impractical

Find happy people and encourage them to fight

Reward failure but punish inaction

Forget your own successes

These and other counterintuitive strategies will unlock ideas you never knew you had.

An entirely new way to understand risk and master uncertainty in business, from the bestselling author of Team of Teams Retired four-star general Stan McChrystal has lived a life associated with the deadly risks of combat; he has seen how individuals and organizations, too often and to great cost, fail to mitigate risk. Why? Because they focus on the probability of something happening instead of the interface by which it can be managed. In Control, McChrystal offers a new system of responding to risk, through ten dimensions of control we can adjust at any given time including- diversity, adaptability, communication, technology, and leadership. By monitoring these controls, we can anticipate, identify, analyze, and act when things do not go as planned. Drawing on compelling examples ranging from military history to the business world, and offering practical exercises, McChrystal illustrates how these ten factors are almost always in effect, and how by considering them, individuals and organizations can exert mastery over risk.

Under intense scrutiny for the last few decades, Multiple Objective Decision Making (MODM) has been useful for dealing with the multiple-criteria decisions and planning problems associated with many important applications in fields including management science, engineering design, and transportation. Rough set theory has also proved to be an effective mathematical tool to counter the vague description of objects in fields such as artificial intelligence, expert systems, civil engineering, medical data analysis, data mining, pattern recognition, and decision theory. Rough Multiple Objective Decision Making is perhaps the first book to combine state-of-the-art application of rough set theory, rough approximation techniques, and MODM. It illustrates traditional techniques-and some that employ simulation-based intelligent algorithms-to solve a wide range of realistic problems. Application of rough theory can remedy two types of uncertainty (randomness and fuzziness) which present significant drawbacks to existing decision-making methods, so the authors illustrate the use of rough sets to approximate the feasible set, and they explore use of rough intervals to demonstrate relative coefficients and parameters involved in bi-level MODM. The book reviews relevant literature and introduces models for both random and fuzzy rough MODM, applying proposed models and algorithms to problem solutions. Given the broad range of uses for decision making, the authors offer background and guidance for rough approximation to real-world problems, with case studies that focus on engineering applications, including construction site layout planning, water resource allocation, and resource-constrained project scheduling. The text presents a general framework of rough MODM, including basic theory, models, and algorithms, as well as a proposed methodological system and discussion of future research.

Can economics be passionate?... Can it center on people and what really matters to them day-in and day-out.... And help us understand their hidden motives for why they do what they do in everyday life?
Uri Gneezy and John List are revolutionaries. Their ideas and methods for revealing what really works in addressing big social, business, and economic problems gives us new understanding of the motives underlying human behavior. We can then structure incentives that can get people to move mountains, change their behavior--or at least get a better deal.
But finding the right incentive can be like looking for a needle in a haystack. Gneezy and List's pioneering approach is to embed themselves in the factories, schools, communities, and offices where people work, live, and play. Then, through large-scale field experiments conducted "in the wild," Gneezy and List observe people in their natural environments without them being aware that they are observed.
Their randomized experiments have revealed ways to close the gap between rich and poor students; to stop the violence plaguing inner-city schools; to decipher whether women are really less competitive than men; to correctly price products and services; and to discover the real reasons why people discriminate.
To get the answers, Gneezy and List boarded planes, helicopters, trains, and automobiles to embark on journeys from the foothills of Kilimanjaro to California wineries; from sultry northern India to the chilly streets of Chicago; from the playgrounds of schools in Israel to the boardrooms of some of the world's largest corporations. In The Why Axis, they take us along for the ride, and through engaging and colorful stories, present lessons with big payoffs.
Their revelatory, startling, and urgent discoveries about how incentives really work are both revolutionary and immensely practical. This research will change both the way we think about and take action on big and little problems. Instead of relying on assumptions, we can find out, through evidence, what really works. Anyone working in business, politics, education, or philanthropy can use the approach Gneezy and List describe in The Why Axis to reach a deeper, nuanced understanding of human behavior, and a better understanding of what motivates people and why.

This book aims to assess what the changes of the Treaty of Lisbon envisaged and whether these ambitions have materialised since the Treaty entered into force. It offers analyses of the past, as well as what might be the future (because some provisions will only enter into effect in the years to come). To what extent has the current decision-making process been able to address the shortcomings and challenges of the past? What has been the impact of aspects of the Lisbon Treaty that clarified pre-existing norms and structures, in some cases formalizing them, rather than introducing new changes? The authors of this book look at the interaction between formal rules and informal practices, seeking to point to the interaction between the two. They find that informal practices to date typically still dominate formal rules. This book was published as a special issue of West European Politics.

This book offers a process for conceiving solutions to complex, wicked, messy, swampy or socio-technical problems. When charged with complex problem solving, a useful set of concepts needs to emerge, be agreed, and acted upon. Using relevant examples and solution mapping, Mike Metcalfe explains how pragmatic philosophy can be used as a process for solving such issues.To explain why and how to formulate reflective, pragmatic, or concept driven problem-solving, this book uses the concepts of: - Pragmatic inquiry - Stakeholders' concerns - Idea networking - Solution concepts - Paradoxical outcomes, and - Intent (with related actions). This innovative book will be of interest to academics, postgraduate students and managers charged with solving complex social or managerial problems. Contents: Preface 1. Reflective Thinking 2. Problem-solving as Pragmatic Inquiry 3. Concerns as Default Concepts 4. Collaborative Planning 5. Idea Networking 6. Solution Concepts 7. Concepts as Dialectic Decision Criteria 8. Solution Action Plans 9. Paradoxical Consequences 10. Questioning Action Plans 11. Solutions Mapping 12. Conclusion Appendix 1: Networking Statements

This book provides students with an in-depth understanding of the concepts, frameworks and processes used to analyze and present visual data for better decision-making. Expert contributors provide guidance in translating complex concepts from large data sets and how this translation drives management practice. The book's first part provides a descriptive consideration of state-of-the-art science in visual design. The second part complements the first with a rich set of cases and visual examples, illustrating development and best practice to provide students with real-world context. Through their presentation of modern scientific principles, the editors inspire structured discussions of audience and design, recognizing differences in need, bias and effective processes across contexts and stakeholders. This cutting-edge resource will be of value to students in business analytics, business communication and management science classes, who will learn to be capable managers through the effective and direct visual communication of data. Researchers and practitioners will also find this an engaging and informative book.