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Over the last decade, the role of the board of directors in
deciding on potentially value-creating decisions has gained greater
prominence. Following extensive board research into the origins,
reasons, effects and consequences of boardroom influence of
directors, this book prepares directors for playing a more
influential role in shaping such decisions. Boards are only as
effective as the relationships their members have with each other.
Despite this, many of the published guides on board work do not
focus sufficiently on the human dimension of governance, nor has
there been a comprehensive understanding of the effect that group
membership has on the decision behaviour of the individual
director, or vice versa. The author offers the reader actionable
strategies to successfully navigate the complex dynamics that are
inevitable when a group of powerful individuals with strong
individual identities has to work together. Without a realistic
understanding of the silent risks that a suboptimal dynamic may
pose to the processes of making critical decisions, boards may find
their decision outcomes compromised. Despite the best intentions,
such dynamics can have a chilling effect on an individual
director's contribution, marginalising or diminishing the value of
their contribution and their influence on the board. This book will
be a valuable resource guide for aspiring and experienced company
directors wishing to strengthen their effectiveness in the advisory
role and develop a more influential voice in shaping the strategic
direction of their companies.
Making decisions is a critical part of every executive's job.
However we know so little about the often subliminal processes that
shape the decisions we make. The Secret Life of Decisions exposes
the unchallenged myths and distortions that impact our reasoning
ability, raising our awareness of the many traps we can fall into.
Meena Thuraisingham and her collaborator, Wolfgang Lehmacher, have
drawn from decades of work with leaders showing that even the most
talented leaders and teams can end up making sub-optimal decisions.
This is rarely because they had poor critical thinking faculties
but rather because they did not pay enough attention to the often
invisible traps hardwired into our thinking processes, letting
through only information that conforms with our current beliefs,
mental models and expectations. This leaves many leaders and
businesses exposed. Rather than being the rational output of our
reasoning abilities, the authors show decision making to be a
highly imprecise process. As decision makers we come to the table
armed with our own perspectives, preferences, filters, heuristics
and biases, influenced by a broad range of social influences many
operating subliminally. The Secret Life of Decisions is an
essential read for developing and seasoned executives who have to
work through increasingly complex and high stakes decisions. It
treats choosing wisely and the thinking involved as a skill, which
as with many other skills, can be improved with the guided practice
and supporting tools provided here. The journey however starts with
awareness that comes from outing the 'secret forces that can
sabotage the quality of our decisions.
Making decisions is a critical part of every executive's job.
However we know so little about the often subliminal processes that
shape the decisions we make. The Secret Life of Decisions exposes
the unchallenged myths and distortions that impact our reasoning
ability, raising our awareness of the many traps we can fall into.
Meena Thuraisingham and her collaborator, Wolfgang Lehmacher, have
drawn from decades of work with leaders showing that even the most
talented leaders and teams can end up making sub-optimal decisions.
This is rarely because they had poor critical thinking faculties
but rather because they did not pay enough attention to the often
invisible traps hardwired into our thinking processes, letting
through only information that conforms with our current beliefs,
mental models and expectations. This leaves many leaders and
businesses exposed. Rather than being the rational output of our
reasoning abilities, the authors show decision making to be a
highly imprecise process. As decision makers we come to the table
armed with our own perspectives, preferences, filters, heuristics
and biases, influenced by a broad range of social influences many
operating subliminally. The Secret Life of Decisions is an
essential read for developing and seasoned executives who have to
work through increasingly complex and high stakes decisions. It
treats choosing wisely and the thinking involved as a skill, which
as with many other skills, can be improved with the guided practice
and supporting tools provided here. The journey however starts with
awareness that comes from outing the 'secret' forces that can
sabotage the quality of our decisions.
Over the last decade, the role of the board of directors in
deciding on potentially value-creating decisions has gained greater
prominence. Following extensive board research into the origins,
reasons, effects and consequences of boardroom influence of
directors, this book prepares directors for playing a more
influential role in shaping such decisions. Boards are only as
effective as the relationships their members have with each other.
Despite this, many of the published guides on board work do not
focus sufficiently on the human dimension of governance, nor has
there been a comprehensive understanding of the effect that group
membership has on the decision behaviour of the individual
director, or vice versa. The author offers the reader actionable
strategies to successfully navigate the complex dynamics that are
inevitable when a group of powerful individuals with strong
individual identities has to work together. Without a realistic
understanding of the silent risks that a suboptimal dynamic may
pose to the processes of making critical decisions, boards may find
their decision outcomes compromised. Despite the best intentions,
such dynamics can have a chilling effect on an individual
director's contribution, marginalising or diminishing the value of
their contribution and their influence on the board. This book will
be a valuable resource guide for aspiring and experienced company
directors wishing to strengthen their effectiveness in the advisory
role and develop a more influential voice in shaping the strategic
direction of their companies.
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R1,150
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Discovery Miles 8 890
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