Political speeches don't just mirror what transpires in the world; they have the potential to change people's minds, move them into action, reinforce existing assumptions, and reshape cultures. They define public participation and are the 'nexus points' of disparate discourses, both nationally and globally. Because of their power to sustain the status quo or effect change, speeches warrant public attention and careful study. To examine them is to understand how they are crafted, what elements they possess, and how these elements come together to affect their audience. This volume analyzes selected speeches delivered by Benigno 'Noynoy' Simeon C. Aquino III, President of the Republic of the Philippines from 2010 to 2016. They are speeches that have been used to shape public perception, gain support, and build identification between Aquino's presidency and his audience. By mobilizing the concepts of presidential image, myth, metaphors, and rhetorical citizenship, readers are guided through a process of examining the rhetorical trajectory of the Philippine presidency, how a president's discourse has attempted to shape Philippine socio-political reality, and how the evolving milieu the president has found himself in shapes his discourse. The essays in this volume will hopefully generate a discussion not only on the place of President Benigno Aquino's rhetoric in Philippine presidential history, but also of how rhetorical practices in an evolving democratic society in Asia can extend and expand theorizations of presidential rhetoric and political communication at large.

This volume examines different aspects of management consulting in an innovative and comprehensive way. The chapters are based on original research and cover a wide range of countries (e.g. Sweden, the Netherlands, Finland, Italy, Germany, Australia, and Norway), consulting firms, and client organizations. They show how the consulting industry managed to reach the importance it has today; how consultancies and management gurus develop new ideas and/or repackage old ones; and how consultants find or retain clients and interact with them in a given project.

"This is one of the most important Agile books since The Phoenix Project." Charles Betz, author, instructor, and Principal Analyst at Forrester Research Drive real change through actual business outcomes, not rigid practices and a handful of buzzwords. Being Agile isn't the goal; the true goal is successful outcomes. And successful outcomes come from embracing business principles that engender high-performing organizations, not from following a formula. The award-winning Sooner Safer Happier lays the foundation for achieving what truly matters: delivering better value sooner, safer, and happier. Every chapter of this practical guide to business success clearly articulates the typical ways of working that organizations get wrong (antipatterns) and quickly follows them with what to do right (patterns). Each pattern helps empower teams and leaders and allows the organization as a whole to break free of prescribed Agile practices to achieve true agility and success. Anyone looking to drive successful business outcomes needs this book on their desk to dip into over and over again. "This is a realistic approach to adopting (or not adopting) agile in your organization. The theory is sound; the practice is extensive. I strongly recommend this book." -Dave Snowden, Chief Scientific Officer, Cognitive Edge, Creator of Cynefin "Sooner Safer Happier is a must-read for any business leader looking to succeed in the digital age." -David Silverman, co-author of Team of Teams

The book analyzes, compares, and contrasts tools and techniques used in risk management at corporate, strategic business and project level and develops a risk management mechanism for the sequencing of risk assessment through corporate, strategic and project stages of an investment in order to meet the requirements of the 1999 Turnbull report. By classifying and categorizing risk within these levels it is possible to drill down and roll-up to any level of the organizational structure and to establish the risks that each project is most sensitive to, so that appropriate risk response strategies may be implemented to benefit all stakeholders.

"The new edition of this book provides a clear insight into the intricacies of corporate risk management and the addition of the case study exemplars aids understanding of the management of multiple projects in the real world."
--Professor Nigel Smith, Head of the School of Civil Engineering, University of Leeds

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.

Risk communication: the evolution of attempts Risk communication is at once a very new and a very old field of interest. Risk analysis, as Krimsky and Plough (1988:2) point out, dates back at least to the Babylonians in 3200 BC. Cultures have traditionally utilized a host of mecha nisms for anticipating, responding to, and communicating about hazards - as in food avoidance, taboos, stigma of persons and places, myths, migration, etc. Throughout history, trade between places has necessitated labelling of containers to indicate their contents. Seals at sites of the ninth century BC Harappan civilization of South Asia record the owner and/or contents of the containers (Hadden, 1986:3). The Pure Food and Drug Act, the first labelling law with national scope in the United States, was passed in 1906. Common law covering the workplace in a number of countries has traditionally required that employers notify workers about significant dangers that they encounter on the job, an obligation formally extended to chronic hazards in the OSHA's Hazard Communication regulation of 1983 in the United States. In this sense, risk communication is probably the oldest way of risk manage ment. However, it is only until recently that risk communication has attracted the attention of regulators as an explicit alternative to the by now more common and formal approaches of standard setting, insuring etc. (Baram, 1982)."

This second edition - completely up to date with new exercises - provides a comprehensive and self-contained treatment of the probabilistic theory behind the risk-neutral valuation principle and its application to the pricing and hedging of financial derivatives. On the probabilistic side, both discrete- and continuous-time stochastic processes are treated, with special emphasis on martingale theory, stochastic integration and change-of-measure techniques. Based on firm probabilistic foundations, general properties of discrete- and continuous-time financial market models are discussed.

"The one, only, and by far the best book synthesizing psychology and investing. In addition to providing modern, scientific knowledge about psychology, this book provides a mirror into the mind and wide breadth of knowledge of one of the leading practitioners of brief and effectual cures. Will help to cure your trading and your life."
–Victor Niederhoffer, Chief Speculator, Manchester Investments
Author, The Education of a Speculator and Practical Speculation

"How refreshing! A book that rises above the old NLP model of the 80’s and provides insights on how our relationship with the market is indeed a very personal one. Not only has Steenbarger provided some fantastic tools for the trader to transform his mindset, but he has contributed unique trading ideas as well. Brilliant!"
–Linda Raschke, President, LBRGroup, Inc.

"‘Investigate, before you invest’ was for many years the slogan of the New York Stock Exchange. I always thought a better one would be, ‘Investigate YOURSELF, before you invest.’ The Psychology of Trading should help you increase your annual investment rate of return. Mandatory reading for anyone intending to earn a livelihood through trading. "
–Yale Hirsch, The Hirsch Organization Inc., Editor, The Stock Trader’s Almanac

"This highly readable, highly educational, and highly entertaining book will teach you as much about yourself as about trading. It’s Oliver Sacks meets Mr. Market–extraordinary tales of ordinary professionals and individuals with investment disorders, and how they successfully overcame them. It is a must-read both for private investors who have been shell-shocked in the bear market and want to learn how to start again, as well as for pros who seek an extra edge from extra inner knowledge. Steenbarger’s personal voyage into the mind of the market is destined to become a classic."
–Jon Markman, Managing Editor, CNBC on MSN Money
Author, Online Investing and Swing Trading

"Dr. Steenbarger’s fascinating, highly readable blend of practical insights from his dual careers as a brilliant psychologist and trader will benefit every investor; knowing oneself is as important as knowing the market."
–Laurel Kenner, CNBC.com Columnist, Author, Practical Speculation

In just 10 minutes a day, Coaching on the Go gives you the tools to be an effective leader. As a busy leader you know that coaching is an important tool for you to bring out the best in people in a most human and natural way. Coaching on the Go shows you how to coach your team in bite-sized chapters, so you can learn on the go - on a flight, on your commute to work - and put it into action right away. Split into two parts: 1. The Main Flight - learn the core coaching skills by following the story of the aircrew chapter by chapter. Each chapter covers a key coaching issue with activities to help you deal with similar situations in your leadership. 2. The Pilot's Manual - develop your expertise even further by taking a deeper dive into the skills of coaching. With advanced coaching models and leadership theory, you'll find extra activities and ideas to develop your coaching prowess with colleagues, team members and others around you. Great leaders coach. And with this book so can you. 'Great leaders coach. And with this book so can you.' Tim Pilkington, Chief Executive, World Vision UK 'In a fast-paced world, Coaching On-the-Go is structured to get to the heart of the matter quickly, making the content digestible and actionable.' Selina Millstam, VP, Global Head of Talent Management, Ericsson. 'Most coaching books tell you how to coach. This one shows you.' Paul Smith, bestselling author of Lead with a Story and The 10 Stories Great Leaders Tell 'A novel and useful way to think about coaching. Relevant to every leader.' Sheelagh Whitaker, Global NED and author of Evaline: A Feminist's Tale

An incredible ability awaits managers who practice Theory of Constraints (TOC) techniques: they can take a problem, look beyond the less important details, and directly identify the source of trouble. They've been known to promptly resolve perplexing matters - while the uninformed remain stuck. So many more managers could gain the benefit of TOC thinking... if they only took the time. Eli Schragenheim now offers an informative and enjoyable self-learning method, proving how TOC can be invaluable at a wide variety of workplaces. Management Dilemmas: The Theory of Constraints Approach to Problem Identification and Solutions conveys TOC methods through "virtual experience"-stories of managers and the situations they need to resolve. Take note of the dilemmas they're facing. Think about how you would respond under those circumstances. Then, compare your reactions with Schragenheim's TOC-influenced analysis. Associated with Dr. Eli Goldratt (the founder of TOC) for seven years, Schragenheim doesn't tell how the stories end. Instead, he encourages the reader to try out TOC techniques-especially the need to arrive at the most precise answer by raising the right questions. The conclusions you reach today could greatly help your on-the-job thinking tomorrow!

Flawed Advice and the Management Trap: How Managers Can Know When They're Getting Good Advice and When They're Not is the first book to show how and why so much of today's business advice is flawed, and how managers and executives can better evaluate advice given to their firms
Practitioners and scholars agree that businesses in the coming millennium will be managed differently than firms of the 20th century. And getting there from here, according to today's best advice, will require creative change. In this pioneering work, Argyris, one of the world's leading organizational thinkers, reviews a wide array of business advice from the best and brightest thinkers and consultants and concludes that as appealing as their ideas may be, most of them are simply not workable. They are too full of abstract claims, logical gaps, and inconsistencies, to be useful. And ironically, even when their recommendations are implemented correctly, the result is often failure. Why do these gaps in logic exist, and how can they be more effectively discovered? Applying a disciplined critique to numerous representative examples of advice about leadership, learning, change, and employee commitment, Argyris shows readers how to be more critical of the advice they are given, how to learn new approaches for appraising employee performance, and how to generate an internal commitment to values and better strategy.
In our ever expanding global market, innovative business advice is at a premium, and giving this advice has become a lucrative industry in and of itself. This book provides the critical lens necessary to evaluate which advice is best for your organization.

Plenty of books offer useful advice on how to get better at making quick-thinking, intuitive choices. But what about more consequential decisions, the ones that affect our lives for years, or centuries, to come? Our most powerful stories revolve around these kinds of decisions: where to live, whom to marry, what to believe, whether to start a company, how to end a war. Full of the beautifully crafted storytelling and novel insights that Steven Johnson's fans know to expect, Farsighted draws lessons from cognitive science, social psychology, military strategy, environmental planning, and great works of literature. Everyone thinks we are living in an age of short attention spans, but we've actually learned a lot about making long-term decisions over the past few decades. Johnson makes a compelling case for a smarter and more deliberative decision-making approach. He argues that we choose better when we break out of the myopia of single-scale thinking and develop methods for considering all the factors involved. There's no one-size-fits-all model for the important decisions that can alter the course of a life, an organization, or a civilization. But Farsighted explains how we can approach these choices more effectively, and how we can appreciate the subtle intelligence of choices that shaped our broader social history.

This book takes a fresh look at safety decision-making by documenting and examining stories told by front-line managers in three different high-hazard industries: a chemical plant, a nuclear power station and an air-navigation service provider. From Piper Alpha to Deepwater Horizon, accident analysis has stressed the importance of excellent decision-making by those in charge out in the field. Organizations rely critically on the judgement and experience of such senior operations personnel and yet these qualities are undervalued in a business environment that emphasises documentation and measurement. Whilst operational managers are guided by rules, they also draw on their own long experience and can formulate a situation-specific 'line in the sand' to apply the experience of the operating team to complex, real-world situations that rule writers may not have foreseen. This volume refocuses our attention on the people who make these important decisions and the organizational processes that support the best choices. Jan Hayes uses her multi-disciplinary experience to draw together an account of safety decision-making that is both technically robust and yet accessible to academics, practitioners and regulators alike. Readers will see that the stories retold in this book provide a way for operational managers to share their knowledge, experience and expertise - with each other and with us.

Behavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the "objective' economics-based view with substantive attention to the "subjective" individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literatures. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent sub-field or as a distinct perspective of strategy. This book series on Research in Behavioral Strategyi will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy. Decision Making in Behavioral Strategy contains contributions by leading scholars in the field of behavioral strategy research. The 10 chapters in this volume cover a number of significant issues relating to the decision making processes, practices, and perspectives in the field of behavioral strategy, covering diverse topics such as failures in acquisitions, entrepreneurs under ambiguity, metacognition, neural correlates of emotion, knowledge flows, behavioral responses, business modeling, and alliance capability. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on decision making in behavioral strategy.

Behavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the "objective' economics-based view with substantive attention to the "subjective" individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literatures. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent sub-field or as a distinct perspective of strategy. This book series on Research in Behavioral Strategyi will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy. Decision Making in Behavioral Strategy contains contributions by leading scholars in the field of behavioral strategy research. The 10 chapters in this volume cover a number of significant issues relating to the decision making processes, practices, and perspectives in the field of behavioral strategy, covering diverse topics such as failures in acquisitions, entrepreneurs under ambiguity, metacognition, neural correlates of emotion, knowledge flows, behavioral responses, business modeling, and alliance capability. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on decision making in behavioral strategy.

Mathematical Modeling for Business Analytics is written for decision makers at all levels. This book presents the latest tools and techniques available to help in the decision process. The interpretation and explanation of the results are crucial to understanding the strengths and limitations of modeling. This book emphasizes and focuses on the aspects of constructing a useful model formulation, as well as building the skills required for decision analysis. The book also focuses on sensitivity analysis. The author encourages readers to formally think about solving problems by using a thorough process. Many scenarios and illustrative examples are provided to help solve problems. Each chapter is also comprehensively arranged so that readers gain an in-depth understanding of the subject which includes introductions, background information and analysis. Both undergraduate and graduate students taking methods courses in methods and discrete mathematical modeling courses will greatly benefit from using this book. Boasts many illustrative examples to help solve problems Provides many solutions for each chapter Emphasizes model formulation and helps create model building skills for decision analysis Provides the tools to support analysis and interpretation

This peer reviewed volume is part of an annual series, dedicated to the presentation and discussion of state of the art studies in the application of management science to the solution of significant managerial decision making problems. It is hoped that this research annual will significantly aid in the dissemination of actual applications of management science in both the public and private sectors. Volume 11 is directed toward the applications of mathematical programming to (1) Multi-criteria decision making, (2) Supply chain management, (3) Performance management, and (4) Risk analysis. Its use can be found both in university classes in management science and operations research, (management and engineering schools), as well as to both the researcher and practitioner of management science and operations research.

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.

Bring strategy into your daily work. It's your responsibility as a manager to ensure that your work--and the work of your team--aligns with the overarching objectives of your organization. But when you're faced with competing projects and limited time, it's difficult to keep strategy front of mind. How do you keep your eye on the long term amid a sea of short-term demands? The HBR Guide to Thinking Strategically provides practical advice and tips to help you see the big-picture perspective in every aspect of your daily work, from making decisions to setting team priorities to attacking your own to-do list. You'll learn how to: Understand your organization's strategy Align your team around key objectives Focus on the priorities that matter most Spot trends in your company and in your industry Consider future outcomes when making decisions Manage trade-offs Embrace a leadership mindset

Radical Decision Making offers a controversial new framework to the conventional strategic change management conversation. While many approaches provide a discussion on a singular level, Dr. Hruska blends theory and research of decision making and social interaction to develop a consistent framework of strategic change.

Safety is not easy, it is a full time effort, and is equally important whether people are on the job or on personal time. If an organization is serious about mission success, it must take 'risk' seriously as well. Leaders need to be involved in the risk game at every turn, and understand the key elements (discussed throughout this book) that help them to win. Winning the risk game is what safety is all about. As in operational success, risk management requires the best human faculties to achieve victory; talent of organizational players and commitment from top leadership rule the day. The book covers leadership, safety programs, and risk management for organizations and individuals. It helps in professional development, grooming current and future leaders to understand their roles in safety and risk management. Central to the author's message are: Seven truths of safety that the author discovered as a senior safety officer. Four roadblocks to achieving zero mishaps that must be aggressively addressed. Nine elements to risk reduction, with which leaders must become familiar. He establishes the importance of an organizational leader's role in the safety/risk management game and provides the answer to, 'How safe is safe enough?' Often, managers at various levels do not have an understanding of what goes into a safety program, this book tells them, from an expert's view. The readership includes: executives and middle management; all leaders as a professional development book and students. It is also a supplemental textbook for safety and risk management courses.

The effective management of knowledge assets is a key requirement for securing competitive advantage in the emerging information economy. Yet the nature of knowledge assets, however, remains poorly understood. In this new work, Max Boisot provides a conceptual framework for managers and students that will help them explore and understand how knowledge and information assets differ from physical assets, and how to deal with them at a strategic level within their organizations.

What's really happening? For an organization this question contains at least four sub issues: What actions are being done now help to increase the organization's performance? What actions are wasted motions - what are we doing that does not contribute and wastes our time? What actions harm the organization's performance - what actions are counterproductive in helping the organization achieve what really needs to be accomplished? What actions are we not doing now but really should be doing to increase the organization's performance? A fifth, related, sub issue is how to go about finding out what is really happening-what research methods should executives use, as well as avoid using, to go about finding this out. Executive thinking differs fundamentally from scientific thinking in fundamental ways. Scientists and academic researchers are able to choose the problem, whereas in organizations, the problems (and symptoms of problems) are often thrust upon the executive. Scientists focus on a limited number of problems at a time, whereas executives are confronted with a vast number of potential problems and a myriad of possible presentation problem frames. Scientists have the relative luxury of time to explore the problem at hand, whereas executives, particularly CEOs, do not. The intention is for this volume to be read by executives wanting to learn how to reduce overconfidence, and to become more mindful, in making decisions and in learning how to scientifically evaluate the quality of outcomes that follow from implementing decisions.