SECTION 1 THE PRINCIPLES OF DECISION MAKING
1.Townsend's rules of decision making
2.The McNamara Fallacy: The vital information that decision makers ignore
3.Using quantitative (hard) and qualitative (soft) data in decision making
4.Kreiner and Christensen: The Consequences Model
5.Tannenbaum and Schmidt: The decision-making spectrum
6.Rogers and Blenko: The RAPID Decision-Making Model
7.Cognitive mapping: Understanding how your colleagues think
8.Tacit knowledge and decision making
9.The Standard Decision-Making Model
SECTION 2 USING DATA IN DECISION MAKING
10.The Pareto Principle and the importance of the vital few
11.Lewin's Force Field Analysis of the support and opposition to a decision
12.Scenario Analysis and charting possible futures
13.Delphic Forecasting and how to firm up predictions
14.Johnson, Scholes and Whittington: Mapping stakeholders' reactions
15.Egan's Shadow Side Model: Dealing with the politics of decisions
16.The SCAMPER Model and finding creative solutions
17.De Bono's Six Thinking Hats Model: Generating different perspectives
SECTION 3 ENHANCING YOUR DECISION-MAKING SKILLS
18.The Eisenhower Principle and the delegation of decisions
19.The feedback and criticism continuum
20.Learning to think outside the box
21.Goleman: Using Emotional Intelligence to make better decisions
22.Ghoshal and Bruch: Reclaiming your job
SECTION 4 DECISION MODELS ABOUT YOU
23.Christensen's strategy for a happy life
24.Dealing with your past: Hang-ups and triumphs
26.Ethical decision making
27.Maslow's hierarchy of needs, wants and dreams
28.Csikszentmihalyi's Flow Model and the joy of working in ̀the zone'
29.Johari Windows: A guide to your personality
30.Managing unrealistic expectations
32.Deciding when to abandon ship
SECTION 5 DECISION MODELS ABOUT OTHER PEOPLE
33.How to choose your default management style
34.Deciding if you are a manager or a leader
36.Goffee and Jones: Why should anyone be led by you?
37.Hersey and Blanchard: The Situational Leadership Model
38.Manzoni and Barsoux: How managers set staff up to fail
39.Dansereau, Graen and Haga: How managers set staff up to succeed
40.Herzberg's Motivation and Hygiene Theory: Choosing the right carrots
41.The feedback sandwich: Delivering negative feedback
42.McGregor's features of effective and ineffective teams
43.Ruiz's Four Agreements
SECTION 6 STRATEGIC AND MARKET DECISION MODELS
44.The standard Product Life Cycle Model
45.The Long-Tail Market Model
46.The Chasm Market Model
47.Milgram's Six Degrees of Separation Model
48.Kim and Mauborgne's Blue Ocean Strategy
49.Offshoring core activities
51.The Boston Consulting Group Matrix
SECTION 7 ORGANISATIONAL THREAT ANALYSIS
54.The Unexploded Bomb Model: Unknown and unforeseen threats
55.Taleb: The Black Swan Model and unknowable threats
SECTION 8 FINANCIAL AND STATISTICAL MODELS
58.Kaplan and Norton: The balanced scorecard
59.Discounted cashflow (DCF): Calculating today's value of tomorrow's returns
Benefit Analysis: Accounting for non-financial factors
61.Breakeven analysis: Knowing if you can reduce prices
62.Gap Analysis: Closing the gap between forecast and target
63.Zero-based budgeting: Making the right budget cuts
SECTION 9 HOW TO SUCCESSFULLY IMPLEMENT YOUR DECISIONS
65.Johnson's three rules of project management
66.Shewhart's Plan, Do, Check, Act (PDCA) Implementation Model
67.Orlandella and Reason: The Swiss Cheese Model and how to stop problems escalating
68.Setting SMART targets that get results
69.Kim and Mauborgne's Tipping Point Leadership: How to avoid implementation problems
70.Cooperrider and Srivastva's Appreciative Inquiry (Al) Model and the power of positivity
Personal characteristics and how they can produce good and bad decisions